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User Fee: Fees charged for processing access requests files 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 section 9 of the Act. Notice of extension to be sent within 30 days of receipt of request.

Performance Results: See Note 1

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
N/A	$2,500	$952,000 (See Note 2)	2011-12	$1,500	$1,071,000
			2012-13	(See Note 3)	(See Note 4)
			2013-14	(See Note 3)	(See Note 4)

Other Information:

Note 1: Taking into account external factors, 75% 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 2012-13 and 2013-14.

User Fee: External fees - Film or Video Production Services Tax Credit Program (PSTC)

Fee Type: Accreditation fees

Fee-setting Authority: Department of Canadian Heritage Act and Financial Administration Act

Date Last Modified: The accreditation fees were introduced on October 24, 1998 and have never been modified.

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

Performance Results: 20%

2010-11			Planning Years 1
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
$800,000	$795,000	$667,709	2011-12	$800,000	$700,000
			2012-13	$800,000	$700,000
			2013-14	$800,000	$700,000

User Fee: External fees - Canadian Film or Video Production Tax Credit Program (CPTC)

Fee Type: Certification fees

Fee-setting Authority: Department of Canadian Heritage Act, Financial Administration Act

The Canadian Audio-Visual Certification Office (CAVCO) of Canadian Heritage co-administers this program with the Canada Revenue Agency.

Date Last Modified: February 26, 2004

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

Performance Results: 35%

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
$3,000,000	$2,933,152	$2,503,909	2011-12	$3,000,000	$2,600,000
			2012-13	$3,000,000	$2,600,000
			2013-14	$3,000,000	$2,600,000

Other Information: Departments may use this area to describe any significant factors of events that have affected user fee activities, e.g. how performance results may have been affected by external factors of what measures, beyond strict legal requirements, are being taken to address performance gaps.

(1) As a full vote-netted cost centre, CAVCO must maintain a careful balance between projected program costs which it controls and revenues which it does not control. The amount of user fees collected is dependent on its clients' yearly production activity which is cyclical and dependent on a number of outside economic factors. While industry activity was high in 2010-11, there is no assurance that it will remain so.

Name of Transfer Payment Program: Canada Arts Presentation Fund

Start Date: 2001–02

End Date: 2014–15

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

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

Results Achieved: The CAPF has provided access for Canadians to a wide variety of professional artistic experiences in their communities. In recent years, CAPF recipients have reported an annual total attendance of more than 20 million. In 2010-11, funded organizations presented a variety of disciplines: music (75% of all funded organizations present music as part of their activities); dance (49%); theatre (49%); visual arts (26%); literature (14%); and media arts (17%).

The CAPF has helped organizations expand and diversify their audiences. The percentages of funded organizations that reach out to a variety of audiences in underserved communities are: 64% for culturally diverse audiences, 72% for young audiences, 32% for Aboriginal audiences, 40% for rural/remote regions and 35 % for official language minorities.

The following two examples illustrate results achieved by organizations and activities funded by CAPF in 2010-11:

Labrador Creative Arts Festival (Newfoundland)
The Labrador Creative Arts Festival is an annual, multi-disciplinary, week-long festival presented in Goose Bay, Newfoundland. The festival estimated 1,500 participants in 2010-11.The Festival's mandate is to provide young audiences from rural and remote Labrador, including aboriginal students, with arts experiences that are not otherwise available in the region. The Festival also allows Aboriginal youth to participate in a performing arts apprenticeship program through a partnership with the Ross Creek Centre for the Arts in Nova Scotia. The 2010 Festival explored the theme of Flight in relation to the history and cultural development of Labrador. In 2010-11, the CAPF awarded $20,000 over two years for the 2010 and 2011 editions of the festival, including $10,000 in community engagement funding.

Festival du Voyageur (Manitoba)
The Festival du Voyageur is a culture, arts and heritage festival that celebrates the culture and heritage of the Manitoba Francophone community with cultural activities like popular, folk and traditional performances. The festival expected 103,000 participants in 2010-11. The Festival du Voyageur unifies its community and is internationally renowned for its unique historic and cultural experiences. Festival activities are geared to a variety of demographic groups and contribute to audience development, thanks to numerous community partnerships and a school-based program that attracts more than 10,000 students per year. In 2010–11, the CAPF made an investment of $199,000 over two years for the 2010 and 2011 festivals, including $90,000 for community engagement.

Output
In fiscal year 2010-11, the program provided funding to 268 festivals (45%), 246 performing arts series presenters (42%), as well as 49 organizations presenting both a series and a festival (8%), and 29 presenter support organizations (5%). A total of 592 projects in 245 communities were supported through grants and contributions provided by CAPF in 2010-11.

Program Activity: Arts

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)2
Total Grants	$5,803,425	$7,025,086	$10,500,000	$10,500,000	$7,724,063	$2,775,937
Total Contributions	$24,066,547	$21,649,785	$17,378,855	$17,001,855	$18,618,678	($1,239,823)
Total Other Types of Transfer Payments	$29,869,972	$28,674,871	$27,878,855	$27,501,855	$26,342,741	$1,536,114
Total Program Activity(ies)	N/A1	$138,904,779	$105,448,850	$105,071,850	$104,497,091	$951,759

Comment(s) on Variance(s):

Overall variance of $1.5M is explained as follows:

• $0.1M was transferred to the Canada Council for the Arts.
• $0.3M was transferred to the National Art Centre.
• $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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Canada Cultural Spaces Fund

Start Date: 2001–02

End Date: 2014–15

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

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

Results Achieved: Since its inception in 2001-02, the CCSF program has contributed to 925 projects, in more than 295 communities across Canada through contributions totaling $283,659,830. In 2010-11, the second year of Canada’s Economic Action Plan (EAP), the CCSF program contributed to 64 infrastructure improvement projects across the country. These included funding to 27 construction and major renovation projects; 31 projects devoted specifically to the purchase and installation of specialized equipment; and 6 projects that assisted organizations with the costs of feasibility studies for cultural infrastructure projects, with a total of $16,861,014 awarded in 2010-11. 

These projects improve infrastructure to allow for greater access for Canadians to arts and heritage spaces. For instance, a $1.6 million contribution from CCSF was approved in 2010-11 to support the construction of a Discovery Centre both for the Upper Canada Village, a living pioneer village, and the adjoining Crysler’s Farm, a National Historic Site in Ontario. The new facility will provide space for year-round interactive exhibits, including a rotating display of some 7,000 artifacts, as well as a multi-purpose space for augmenting program activities, festivals and events. The project will provide Canadians increased access to arts and heritage spaces for creation, presentation, conservation and exhibition activities.

Also in 2010-11, CCSF provided assistance to the Musée de la Mer located in the Magdalen Islands in the Gulf of St Lawrence. CCSF contributed $273,000 to support major renovations and expansion of the Museum. This project involves bringing the existing building up to current safety standards, optimizing the entrance conditions and adding additional exhibition spaces. This project will increase and improve access for Canadians to museum collections, arts and heritage displays.

Program Activity: Arts

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)4
Total Grants	$477,866	$2,105,630	$4,000,000	$4,000,000	$708,753	$3,291,247
Total Contributions	$28,652,220	$61,549,649	$22,949,850	$22,949,850	$27,430,352	($4,480,502)
Total Other Types of Transfer Payments	$29,130,086	$63,655,279	$26,949,850	$26,949,850	$28,139,105	($1,189,255)
Total Program Activity(ies)	N/A3	$138,904,779	$105,448,850	$105,071,850	$104,497,091	$951,759

Comment(s) on Variance(s):

Overall variance of ($1.2M) is explained as follows:

• $1.4M was transferred from other departmental programs to adjust for emerging priorities.
• Year-end surplus of $0.2M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Canada Cultural Investment Fund

Start Date: 2001–02

End Date:  2014–15

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

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

Results Achieved: The CCIF encourages leadership, high standards of entrepreneurial and managerial skills, and the leveraging of a full range of partnerships between Canadians, Canadian businesses, various levels of government and the broader public sector, and communities, to contribute to the long-term sustainability of a healthy, competitive cultural sector that matters to Canadians. Federal investment through CCIF is delivered mainly through the Endowment Incentives component, Cultural Capitals of Canada and Strategic Initiatives (launched in 2010).

The following are highlights of results achieved by the CCIF in 2010-11 based on key performance indicators.

Strategic Initiatives
2010-11 marked the launch of the new Strategic Initiatives component which aims to encourage cultural organizations to work with one another as well as partners from various other sectors in order to become better rooted in their communities. Working together, cultural organizations and their partners pool knowledge and resources so that they are better equipped to strengthen management practices, can make strategic use of new technologies and can succeed with their revenue diversification goals. 

During the first intake in 2010-11, 83* organizations formed various partnerships and shared resources, including financial investments and professional expertise, to undertake 15 strategic initiatives. Over 70% of these organizations had never worked together before. Partners were from a number of sectors including: the private sector such as Sun Life Financial, the Power Corporation of Canada and The Globe and Mail; universities such as the University of Alberta and the University of Ottawa; Crown corporations such as the CBC/Radio-Canada and the Canada Council for the Arts; various levels of government and a number of other not-for-profit organizations such as the Guelph Jazz Festival, Les Arts et la Ville and the Dawson City Arts Festival.

To successfully undertake the 15 projects, organizations developed a number of activities and tools, the majority of which were aimed at improving financial self-sufficiency, developing markets and making strategic use of new technologies. Projects included cross-promotional marketing campaigns, the development of Smartphone applications, leadership development programs and workshops, online tools and a business-arts prize. According to applicants, it is anticipated that the 15 strategic initiatives will have a direct impact on over 3000 organizations.

The total amount CCIF has committed to invest in these projects is close to $3 million; which represents only 21% of the total cost for undertaking such initiatives. This means that for every one dollar invested by the CCIF, close to $4 came from a combination of the lead applicant’s investment and partners within their community.

Endowment Incentives
The Endowment Incentives component of the CCIF aims to incent private sector donations to well-managed arts organizations by providing matching funds to these organizations’ endowment funds. To have the most significant impact and respond to Canadians’ desire to strongly invest in arts organizations’ endowment funds, this year, the program invested a new high of $18.9 million in matching grants. This means that for every dollar donated by Canadians, Canadian businesses, non-government foundations and arts organizations, the program invested $0.71.

In 2010-11, through the CCIF Endowment Incentives application process, Canadians donated close to $26.6 million to 85 endowment funds, a 26.9% increase from the previous year. Of this amount, nearly half (50% or $13.4 million) was donated by individuals while corporations and non-government foundations donated 12% ($3.3 million) and 19% ($5.1 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 Endowment Incentives, the federal government’s contribution of $122 million has leveraged close to $176 million in donations from the private sector, for a total combined investment of $298 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 2010-11, eleven communities submitted applications for the 2011 CCC Awards. Of these, three were awarded a designation, for a total of $3,250,000 in approved contributions. The 2011 Cultural Capitals of Canada are: Lévis, Quebec; Vancouver, British Columbia; and Charlottetown, Prince Edward Island.

Over 50 partner organizations within these communities have committed to assist their municipality in undertaking arts and culture activities during the year of designation. Similar to last year, this year’s 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 communities. Heritage exhibits and festivals, multi-media and theatre productions, public art programs, workshops and cultural planning tools are among those activities that are being funded; close to 70% of these activities are new and a direct result of the CCC designation. Over 36% of these activities are intended to leave a lasting legacy in the designated communities.
The application process alone brought together over 200 partners within applicant communities to develop proposals.

Since 2002-03, 152 eligible applications have been submitted to the program and 40 CCC designations have been awarded, for a total of $29.45million in approved contributions.

Output
Through its various components, CCIF approved 90 grants and 13 contributions for a total of $25,046,066 awarded, in 2010-11.

*Includes applicant organizations.

Program Activity: Arts

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s) 6
Total Grants	$15,930,869	$15,685,600	$19,038,432	$19,038,432	$19,019,844	$18,588
Total Contributions	$8,376,411	$6,599,029	$6,144,273	$6,144,273	$5,820,401	$323,872
Total Other Types of Transfer Payments	$24,307,280	$22,284,629	$25,182,705	$25,182,705	$24,840,245	$342,460
Total Program Activity(ies)	N/A5	$138,904,779	$105,448,850	$105,071,850	$104,497,091	$951,759

Comment(s) on Variance(s):

Overall variance of $0.3M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program:Canada Arts Training Fund

Start Date: 1997-98

End Date: 2012–13

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

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

Results Achieved: Since the inception of the program, from 1997-98 through 2010-11, the CATF has disbursed a total of $208,415,992 in operating funding to national arts training schools in a range of disciplines. In 2010-11, the program supported 39 organizations specializing in a wide variety of artistic disciplines and awarded a total of $22,270,000 in contributions.

In 2010-11, Canada’s Economic Action Plan provided 35 funded organizations with an additional $12 million in stimulus support to enable increased long-term competitiveness and stability as well as capacity to deliver expected results.

A summative evaluation of the CATF, completed in March 2007, identified 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 across Canada. The CATF’s ultimate outcome; that Canadians and the world benefit from high-quality artistic achievements by Canadian artists trained in Canada; was also substantiated by the evaluation. It indicated that the program had an “invaluable” and “significant” impact on Canadians’ access to high quality artistic and cultural products. The evaluation also noted that graduates of CATF-funded schools were more likely to earn a living wholly by the practice of their art within three years, as compared to peers from unfunded schools, who were more likely to seek work unrelated to their art.

One of CATF’s expected results is that graduates of funded institutions have professional careers and are recognized for their excellence in Canada and internationally. Annual surveys of these institutions indicate that there are approximately 1,300 graduates per year and that another 2,300 participate in shorter-term workshops. Over 80% of these individuals are working professionally, of whom 20% also work internationally. The surveys show that nearly 50% of graduates of CATF-funded institutions receive an award in their first three years after graduation. 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 of the surveyed professional Canadian performing arts organizations, the majority had hired from at least one CATF-funded institution in the last five years and that graduates of CATF-funded performing arts programs were highly assessed in all aspects of their training by employers. The highest ratings were in the areas of technical expertise in their discipline (89%); professionalism and career readiness (88%); and performance qualifications and experience (87%). The research also confirmed that CATF-funded training institutions are recognized by Canadian performing arts employers as being among the leaders in their fields.

Program Activity: Arts

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s) 8
Total Grants	$0	$0	$0	$0	$0	$0
Total Contributions	$18,400,000	$21,825,000	$22,742,440	$22,742,440	$22,270,000	$472,440
Total Other Types of Transfer Payments	$18,400,000	$21,825,000	$22,742,440	$22,742,440	$22,270,000	$472,440
Total Program Activity(ies)	N/A7	$138,904,779	$105,448,850	$105,071,850	$104,497,091	$951,759

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:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Canada Periodical Fund⁹

Start Date: 2010-11

End Date:  N/A

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

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

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

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

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

Results Achieved: In 2010-11, the CPF helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural content through:

Output
Funding delivered through 961 grants and 38 contributions, including projects from the Business Innovation and Collective Initiatives components.

In 2010-11:

• 1. The Aid to Publishers component provided funding to 928 periodicals, including 485 magazines and 443 non-daily newspapers. Of these 928 publications, 683 were English, 185 were French, and the remainder were bilingual or in other languages. This included support to 10 Aboriginal publications, 58 ethnocultural, and 27 minority official language publications. 
  
• 2. and 3. The program does not have information on the profit margin of publishers or the total number of copies distributed for this year. An accelerated application process was put in place to avoid a gap in funding after the end of the previous periodical support programs and this process led to less information being collected by the program. Information on profit margin and total number of copies distributed will be available for future years.

Program Activity: Cultural Industries

	2008-09 Actual Spending10	2009-10 Actual Spending11	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s) 13
Total Grants	$45,400,000	$56,300,000	$72,775,054	$72,775,054	$69,595,441	$3,179,613
Total Contributions	$14,296,262	$13,892,239	$1,999,544	$1,999,544	$3,118,917	($1,119,373)
Total Other Types of Transfer Payments	$59,696,262	$70,192,239	$74,774,598	$74,774,598	$72,714,358	$2,060,240
Total Program Activity(ies)	N/A12	$285,984,236	$290,061,337	$292,711,337	$281,496,752	$8,564,585

Comment(s) on Variance(s):

Overall variance of $2.1M is explained as follows:

• $1.7M was transferred to other departmental programs to adjust for emerging priorities.
• Year-end surplus of $0.4M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Canada Book Fund

Start Date: 2010-11

End Date: 2014-15

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

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

Results Achieved: In 2010-11, the CBF helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural content through:

Output:

• Over 350 contributions and grants. These funds helped some 300 business and non-profit organizations in the Canadian book industry to undertake initiatives in publishing, marketing, professional development, technology-driven collective projects and other areas in support of departmental objectives.

In 2010-11:

1. Publishers supported by the CBF produced over 6,500 new Canadian-authored titles (in both physical and digital format) by more than 4,000 Canadian writers and translators, including over 900 first-time authors. 
   
   
2. The CBF continues to support a broad range of industry activities across the country, including the work of 235 Canadian-owned publishers in more than 75 Canadian towns and cities which directly employ close to 3,000 Canadians. Publishers supported by the program realized an aggregate profit margin of 3.9%. 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.
   
   
3. Support for a range of collective marketing and technology initiatives, combined with direct support to publishers helped these companies realize almost $335 million in sales of Canadian-authored books in Canada, and over $100 million more abroad for a total of more than $435 million in sales.
   

Program Activity: Cultural Industries

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)15
Total Grants	$0	$0	$5,200,000	$8,300,000	$405,003	$4,794,997
Total Contributions	$36,206,767	$36,001,249	$31,466,301	$28,366,301	$35,178,962	($3,712,661)
Total Other Types of Transfer Payments	$36,206,767	$36,001,249	$36,666,301	$36,666,301	$35,583,965	$1,082,336
Total Program Activity(ies)	N/A14	$285,984,236	$290,061,337	$292,711,337	$281,496,752	$8,564,585

Comment(s) on Variance(s):

Overall variance of $1.1M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Canada Music Fund

Start Date: 2001-02

End Date: 2014-15

Description:  The Canada Music Fund is the principal means for achieving the goals of the Canadian Sound Recording Policy, ‘From Creators to Audience’, which seeks to: enhance Canadians’ access to a diverse range of Canadian music choices through existing and emerging media, increase the opportunities available for Canadian music artists and entrepreneurs to make a significant contribution to Canadian cultural expression, and ensure that Canadian music artists and entrepreneurs have the means to succeed in a global and digital environment.
It achieves these objectives by providing support to music artists and entrepreneurs for the creation, production, marketing, and distribution of Canadian music. Support is also provided to a range of organizations for activities to develop the industry as a whole. Finally, support is provided for the preservation of Canadian musical sound recordings.

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

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

Results Achieved: In 2010-11, the CMF helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural content through:

Output:

• contributions to 22 Canadian sound recording firms, 12 Canadian music publishing firms and 2 Canadian music industry associations through the Music Entrepreneur Component (MEC), all 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.

In 2010-11:

1. The CMF continued to support the production of a diverse range of Canadian musical works by emerging and established artists. The MEC recipients released 144 albums in the past year. The New Musical Works component of the CMF provided production support to 293 albums. 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.
   
2. MEC recipients reported $29 million in sales of physical formats in 2010, nearly unchanged from the previous year, despite a global trend of declining revenue from sales of music in physical formats. The dollar value of their digital sales increased by 36% to $9.3 million. Total gross revenue reported by MEC recipients rose to almost $82 million, which is an increase of $10 million or 14.5% above the total revenues of the preceding year. In addition to an increased trade in digital music formats, MEC recipients saw a 31% increase in revenue from ancillary activities (i.e. activities other than recording, production and sales of sound recordings). In particular, more record labels are reporting significant income from activities like distribution of music and merchandise, or concert promotion.
   
3. Unit sales of albums by Canadian artists increased again in 2010, as Canadians continued to purchase and access more Canadian music. Almost 27% of albums sold in Canada were by Canadian artists. This continues a ten-year growth trend that began with the inception of CMF in 2001. During the same period, the market share of albums by CMF-supported artists, or artists supported by its predecessor program, increased from under 10% in 2001 to 16% in 2009. 
   
   Overall unit sales of albums (including physical CDs and full-length album downloads) by Canadian artists who received MEC support decreased by 12% from the preceding year.
   
   
   • Sales to the domestic market slowed by less than 10% while international sales declined by 20% during the year. In large part, the decrease in sales of physical albums and full-length album downloads is attributable to a shift in consumption toward the purchase of individual music tracks and streaming music delivery services. Indeed, growth in sales of digital singles has been explosive for several years; total sales of digital singles (including paid streaming) by MEC recipients has tripled in just two years, growing from 4.3 million tracks in 2008 to over 13 million tracks in 2010.
     
   • Downloaded music, not including streams, (albums and track equivalent albums) accounted for about 750,000 units, or more than 27% of MEC recipients' total Canadian-artist music sales in 2010, up from 20% two years earlier. Digital music streaming, grew by 450% between 2009 and 2010, however this format still represents a negligible revenue stream for record labels.

Program Activity: Cultural Industries

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)17
Total Grants	$0	$0	$0	$2,000,000	$0	$0
Total Contributions	$24,907,581	$25,340,985	$25,828,331	$23,828,331	$25,800,528	$27,803
Total Other Types of Transfer Payments	$24,907,581	$25,340,985	$25,828,331	$25,828,331	$25,800,528	$27,803
Total Program Activity(ies)	N/A16	$285,984,236	$290,061,337	$292,711,337	$281,496,752	$8,564,585

Comment(s) on Variance(s): N/A

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Canada Media Fund¹⁸

Start Date: 2010-11

End Date: Ongoing 

Description: The Canada Media Fund (CMF), a public/private partnership, provides funding for the creation of television convergent digital content in both official languages and leading-edge non-linear content and applications designed for distribution on multiple platforms (e.g. television broadcast, the Internet, and/or mobile phones). The CMF focuses investments on the creation of content Canadians want and harnesses the opportunities provided by new technologies to deliver the content to Canadians where and when they want it. Organizations supported by the CMF include, but are not limited to, Canadian television and interactive production companies, broadcasters, broadcast distribution undertakings, Internet service providers and mobile communications operators. Canadians as consumers of convergent programs and creators of leading-edge content and applications represent to ultimate target group. Aboriginal communities and francophones in minority language communities are also targeted by specific production envelopes.

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

Results Achieved:
In 2010-11, the CMF invested $337 million in Canadian content creation, generating over 2,400 hours of new Canadian programming.*

This funding is broken down as follows:

• In the Convergent Stream of the program, 444 projects in production, totalling 2,491 production hours and $288 million; 308 projects in development totalling 1,685 hours and $13 million. CMF contributed a further $9 million to dual-year projects. CMF commitments in the Experimental Stream, including 78 projects, totalling $27 million.
  
  
• Audience share for CMF-funded television productions as a percentage of total audiences, by genre and by language (due to differences between the broadcast year and the program’s fiscal year, the most recent audience data available is from 2008-09. Audience data from 2009-10 will not be available until the program publishes its 2010-11 annual report):

English market (total hours tuned of Canadian Television Funds-funded shows in comparison to all other Canadian and foreign programming)

• Total  48%
• Drama  27%
• Children’s and Youth  9%
• Documentary  10%
• Variety and Performing Arts  2%

French market (total hours tuned of CTF-funded shows in comparison to all other Canadian and foreign programming)

• Total  46%
• Drama  23%
• Children’s and Youth  5%
• Documentary  15%
• Variety and Performing Arts  3%

Number of users of digital convergent content from platforms other than television: user data would not be available until the release of the program’s next CMF annual report in October 2011.

* Data is not final until the release of the program’s annual report. Numbers may not add up due to rounding. The CMF annual report for 2010-11 will be available at www.cmf-fmc.ca.

Program Activity: Cultural Industries

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)20
Total Grants	$0	$0	$0	$0	$0	$0
Total Contributions	$134,450,000	$134,250,000	$134,146,077	$134,146,077	$134,146,000	$77
Total Other Types of Transfer Payments	$134,450,000	$134,250,000	$134,146,077	$134,146,077	$134,146,000	$77
Total Program Activity(ies)	N/A19	$285,984,236	$290,061,337	$292,711,337	$281,496,752	$8,564,585

Comment(s) on Variance(s): N/A

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Canada Interactive Fund²¹

Start Date: 2010-11

End Date: 2014-15

Description: The Canada Interactive Fund (CIF) provides funding for the creation of online Canadian content developed by Official Language Minority Community (OLMC), Aboriginal, ethnocultural and other not-for-profit cultural organizations by focusing on the creation of interactive cultural products and applications. Examples of projects supported under the CIF could be where not-for-profit cultural organization partners with a targeted community to develop a living history of a community which combines a blog, an interactive timeline, community photos and stories of individual members. As Canadians increasingly adopt new technologies, the CIF is needed to ensure that OLMC, Aboriginal, ethnocultural and other not-for-profit cultural organizations contribute to leading-edge content online. This will complement action the Government has taken to update cultural programs, in particular the CMF which ensures the for-profit sector to create and distribute Canadian programming on multiple platforms.

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

Results Achieved: In 2010-11, 34 contribution agreements were signed for a total dollar value awarded of $7.6M. As this is the first year of the CIF, no projects have been completed yet, but will be in 2011-12.

Program Activity: Cultural Industries

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)23
Total Grants	$0	$0	$0	$0	$0	$0
Total Contributions	$13,065,512	$8,056,875	$6,185,130	$8,835,130	$1,140,866	$5,044,264
Total Other Types of Transfer Payments	$13,065,512	$8,056,875	$6,185,130	$8,835,130	$1,140,866	$5,044,264
Total Program Activity(ies)	N/A22	$285,984,236	$290,061,337	$292,711,337	$281,496,752	$8,564,585

Comment(s) on Variance(s):

Overall variance of $5.0M is explained as follows:

• $4.4M was approved to be transferred for use in the next fiscal period (2011-12).
• Year-end surplus of $0.6M.

During the first year of CIF operations, it was discovered that not all available funds could be spent during the fiscal year. This was a one time situation.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: TV5

Start Date: 1990-91

End Date: 2012-13

Description: The international French-language TV channel TV5 is a partnership made up of France, Belgium’s Francophone community, Switzerland, Canada and Quebec. The department of Canadian Heritage provides annual funding to the channel (single-recipient program) through a contribution agreement to TV5 Québec Canada and a grant to TV5MONDE. Funding from Canadian Heritage and the province of Quebec enables Canadian productions to be presented in Canada and abroad; and provides Canadians with an additional French-language channel that allows them to become familiar with the many diverse cultures that make up the international Francophonie. TV5 enriches Francophone programming across the country and provides outlets for Francophone productions from every region of Canada. Canada's contribution to TV5 makes it possible to offer all Canadians a window on the Francophonie.

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

Results Achieved:

• This year, the percentage of Canadian programming broadcast on TV5MONDE increased from an average of around 7.0 % in 2009 to around 9.0 % in 2010. The number of households around the world where TV5MONDE’s signals were broadcast also increased by 3.9%. This enabled it to showcase a greater amount of Canadian content to a larger number of households on the international stage (215 million households).
  
  
• TV5 Québec Canada’s broadcasting included an important component of programming from TV5’s European and African partners not available on other Canadian French-language networks. These programs provide Canadians access to content from the international and culturally diverse Francophonie. Around 21.0% of Canadian content was broadcast on the network, which included programming from producers outside Quebec as specific efforts were directed at fostering creation from these areas. Canadians had better access to the cultural vitality of Canada’s Francophonie.
  
  
  • Despite strong competition which led to a more fragmented market for broadcasters, TV5 Québec Canada’s efforts at attracting new viewers were reflected in its positive market share results (data available in Quebec only) which steadily increased in the autumn of 2010 from 1.1 % (1.3% in prime time hours) to reach an average of 1.4 % (1.7 % in prime time hours) in the winter-spring portion of 2011.
    
    
  • TV5 Québec Canada's subscribers remained stable, reaching close to 7 million subscribers in Canada in 2010-11.
• 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 key to attracting new viewers and maintaining the existing base of viewership. Thus, in 2010-11, TV5MONDE and TV5 Québec Canada further pursued efforts to position themselves favourably and compete as a global media network.
  
  
  • TV5MONDE launched TV5MONDE+ Afrique (WebTV focused on Africa), continued to develop its video-on-demand and catch-up TV components, various iPad/IPhone applications, its Web site and tools to learn French, launched new programming, and increased its visibility and communication efforts while it maintained an ever-growing presence on social networks.
    
  • TV5 Québec Canada continued to create new micro sites linked with its programming, launched a virtual newsroom and once again supported digital creation in Canada through the « Fonds TV5 pour la création numérique » in which interest continues to increase. Furthermore, the monthly average of visits to its Web site TV5.ca climbed from 88,000 in 2008-09 to 122,000 in 2009-10 and 162,000 in 2010-11. It also continues to have an active and growing presence on social networks.

Program Activity: Cultural Industries

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)25
Total Grants	$4,385,826	$7,049,448	$8,000,000	$8,000,000	$7,435,690	$564,310
Total Contributions	$2,581,174	$5,093,440	$4,460,900	$4,460,900	$4,675,345	($214,445)
Total Other Types of Transfer Payments	$6,967,000	$12,142,888	$12,460,900	$12,460,900	$12,111,035	$349,865
Total Program Activity(ies)	N/A24	$285,984,236	$290,061,337	$292,711,337	$281,496,752	$8,564,585

Comment(s) on Variance(s):

Overall variance of $0.3M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Museums Assistance Program

Start Date: 1972-73

End Date: 2010-11

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

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

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

Results Achieved:

In 2010-11, MAP assessed 178 applications and funded a total of 147 projects, of which 92 were new projects and 55 were multi-year projects initiated in previous years

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

The YCW in Heritage Organizations Program created 1,677 youth employment opportunities in 1,055 heritage institutions (summer jobs and career internships) to improve key museological knowledge, skills and practices.

Program Activity: Heritage

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)27
Total Grants	$1,973,189	$1,774,587	$2,500,000	$2,500,000	$2,042,921	$457,079
Total Contributions	$11,990,808	$12,195,813	$12,076,284	$12,076,284	$12,146,174	($69,890)
Total Other Types of Transfer Payments	$13,963,997	$13,970,400	$14,576,284	$14,576,284	$14,189,095	$387,189
Total Program Activity(ies)	N/A26	$14,365,019	$15,739,964	$15,739,964	$14,701,491	$1,038,473

Comment(s) on Variance(s):

Overall variance of $0.4M is explained as follows:

• $0.4M was transferred to other departmental programs to adjust for emerging priorities.
• Year-end surplus of $0.8M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Celebration and Commemoration Program

Start Date: 2008-09

End Date: 2011-12 

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

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

Results Achieved: Celebrate Canada supported 1872 projects in 2010 providing approximately 9 million Canadians the opportunity to participate in over 3,000 community events across Canada celebrating one or more of the days in the Celebrate Canada period from June 21 through July 1 (National Aboriginal Day, Saint-Jean Baptiste Day, Canadian Multiculturalism Day, and Canada Day).

The Canada Day youth outreach initiative, the Canada Day Poster Challenge, resulted in 10,000 entries from children and youth, aged 5 to 18, creatively expressing the theme ‘My Canada is…”. The original artwork of the thirteen provincial/territorial winning posters was displayed at the Canadian Children’s Museum in Gatineau from June 21st through Fall 2010.

Commemorate Canada provides opportunities for Canadians to commemorate significant national events or people and fosters pride and a sense of belonging to Canada. Support to the ‘Memory Project: Stories of the Second World War’ project resulted in 462,000 unique visitors to the web site to date. The ‘Membertou: Building a Nation’ event drew more than 80,000 participants and another 12,000 unique visits to their web site. Support to new projects such as the Canadian Fallen Firefighters Memorial and projects related to the commemoration of the War of 1812 were also a focus in 2010.

The Program’s Interdepartmental Commemorations Committee (ICC) met bi-annually in 2010 bringing together representatives from 27 federal departments and agencies to share information on commemoration activities and to ensure a coordinated federal approach to commemorations.

The ICC working group for the War of 1812 Bicentennial is composed of representatives from 14 federal departments and they met 4 times. The advisory committee for the Queen’s Diamond Jubilee in 2012 also met 4 times. These sub-committees continue to meet and provide strategic advice and direction for these two high-profile commemoration initiatives.

A new ICC working group on Canada’s 150th was struck in January 2011 and brings together 17 departments for the planning of this major national celebration. The Canada 150 working group met once and will continue to meet on an as-needed basis.

Program Activity: Promotion of and Attachment to Canada

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)29
Total Grants	$3,643,642	$8,473,765	$5,500,000	$5,500,000	$4,829,987	$670,013
Total Contributions	$42,243,050	$49,754,485	$6,329,553	$6,329,473	$5,769,102	$560,451
Total Other Types of Transfer Payments	$45,886,692	$58,228,250	$11,829,553	$11,829,473	$10,599,089	$1,230,464
Total Program Activity(ies)	N/A28	$99,663,403	$52,512,012	$52,176,692	$50,327,479	$2,184,533

Comment(s) on Variance(s):

Overall variance of $1.2M is explained as follows:

• $0.8M was transferred to other departmental programs to adjust for emerging priorities.
• Year-end surplus of $0.4M due to unforeseen delays in project implementation.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Exchanges Canada Program

Start Date: 2000-01

End Date: No end date. The program is ongoing, 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 provide young Canadians with a range of exchange and forum activities that enable them to 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 share, express and appreciate their Canadian identity

Results Achieved:

• The Exchanges Canada Program offered opportunities to approximately 12,800 youth³⁰ 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, 83% 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; and 94% indicated that their participation in the Program resulted in new ties with people from other communities³¹.
  
  
• Support was provided to youth exchanges and forums through 22 contribution agreements with non-governmental organizations. Furthermore, the Program launched the Information Video Series in 2010-11on its website to provide information on opportunities for youth exchanges in Canada to potential youth participants, their parents and exchanges organizers.

Program Activity: Promotion of and Attachment to Canada

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)33
Total Grants	$0	$0	$100,000	$100,000	$17,000	$83,000
Total Contributions	$18,537,122	$17,882,489	$17,686,359	$17,686,359	$18,116,151	($429,792)
Total Other Types of Transfer Payments	$18,537,122	$17,882,489	$17,786,359	$17,786,359	$18,133,151	($346,792)
Total Program Activity(ies)	N/A32	$99,663,403	$52,512,012	$52,176,692	$50,327,479	$2,184,533

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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Katimavik Program

Start Date: 1997-98

End Date:  No end date. The program is ongoing, but subject to evaluation every 5 years.

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

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

Results Achieved:

• In 2010-11³⁴, the Katimavik Program provided approximately 600 youth from diverse groups and regions of Canada with opportunities to enhance their appreciation of Canada and its diversity, as well as to develop their personal, social and professional skills through its traditional programming and its four thematic programs: Cultural Discovery and Civic Engagement; Eco-Citizenship and Active Living; Second Language and Cultural Identity; and the North/South Pilot project.
  
  
• The Program carried out projects in approximately 70 communities across Canada, which involved nearly 620 community organizations. Final results are not yet available but the Program is expecting a favourable response from the partner organizations who agreed last year at 90% that the Program has helped them improve their capacity to better serve their community, through projects involving youth volunteers³⁵.
  
  
• The Katimavik Program, delivered by a not-for-profit organization, supports youth leadership and learning development through community service by means of a contribution agreement.
  

Program Activity: Promotion of and Attachment to Canada

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)37
Total Grants	$0	$0	$0	$0	$0	$0
Total Contributions	$18,992,154	$20,411,654	$19,776,000	$15,000,000	$17,000,000	$2,776,000
Total Other Types of Transfer Payments	$18,992,154	$20,411,654	$19,776,000	$15,000,000	$17,000,000	$2,776,000
Total Program Activity(ies)	N/A36	$99,663,403	$52,512,012	$52,176,692	$50,327,479	$2,184,533

Comment(s) on Variance(s):

Overall variance of $2.8M is explained as follows:

• $3.8M was transferred to the Youth Take Charge program.
• $1.0M was transferred to the Canadian Studies program.
• $2.0M was transferred from other departmental programs to adjust for emerging priorities.

Audit Completed or Planned:

Audit of the Katimavik Program – Completed October 2010.

Evaluation Completed or Planned:

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

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

Results Achieved:

Over the 2010-11 fiscal year, the Program provided funding to local festivals, community anniversaries, and commemorative capital projects. In 2010-11, the Program supported 914 projects (811 grants and 103 contribution agreements), held in 561 communities across the country, thus offering increased exposure for local artists and artisans 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 heritage³⁸.

In addition, the Program updated its guidelines and application forms and changed its spring application deadline in response to client recommendations. The Program also completed preparatory work for the summative evaluation that is to take place in 2011-12.

Program Activity: Engagement and community participation

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)40
Total Grants	$4,427,594	$8,399,200	$14,355,000	$14,355,000	$9,514,241	$4,840,759
Total Contributions	$2,381,951	$6,154,664	$4,800,000	$4,800,000	$6,476,758	($1,676,758)
Total Other Types of Transfer Payments	$6,809,545	$14,533,864	$19,155,000	$19,155,000	$15,990,999	$3,164,001
Total Program Activity(ies)	N/A39	$76,623,691	$76,512,187	$79,662,187	$75,737,509	$774,678

Comment(s) on Variance(s):

Overall variance of $3.2M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Aboriginal People’s Program

Start Date: 1971-72

End Date: Ongoing

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

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

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

Strategic Outcome: Canadians share, express and appreciate 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 the Association and the 118 friendship centre organizations across Canada. Core funding of this network of Aboriginal Friendship Centres enabled them to serve the urban Aboriginal population through key activities focused on social development and community engagement across Canada.

Cultural Connections for Aboriginal Youth – Contribution agreements with 10 national, provincial and regional Aboriginal organizations and 66 local community organizations provided 228 projects, in which more than 60,000 Aboriginal youth across Canada participated. These projects were 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. Eighteen 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 for endowed scholarships contributed to $5,035,250 being available in scholarships and bursaries for 1,395 Aboriginal post-secondary students. Another contribution agreement provided funding for career fairs, which included 73 seminars and 60 booths held in Thunder Bay and Saskatoon, and were attended by 1,500 students in grades 9-12.

Aboriginal Women’s Programming Elements – Grants and contribution agreements with 31 Aboriginal women's organizations gave Aboriginal women access to 45 projects in communities across Canada that focused on cultural development, social development, community engagement, Aboriginal self-government and family violence.

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 broadcast on Aboriginal Peoples Television Network and the Global Television network, reaching over 10,000,000 households through cable, direct-to-home satellite and wireless television providers.

Aboriginal Languages Initiative – Contribution agreements provided funding for 55 national, provincial and regional Aboriginal organizations to administer 210 Aboriginal language projects in communities across Canada in the preservation and revitalization of 55 Aboriginal languages. An estimated 29.000 individuals participated in language learning projects.

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.

Northern Aboriginal Broadcasting – Contribution agreements with 13 Aboriginal communications societies enabled the production and broadcasting of original television and radio programming in 17 Aboriginal languages. These broadcasts reached 367 Aboriginal communities in Canada.

Program Activity: Engagement and community participation

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)42
Total Grants	$598,426	$586,568	$1,340,000	$1,340,000	$582,414	$757,586
Total Contributions	$56,810,730	$59,040,288	$54,724,907	$54,874,907	$54,640,023	$84,884
Total Other Types of Transfer Payments	$57,409,156	$59,626,856	$56,064,907	$56,214,907	$55,222,437	$842,470
Total Program Activity(ies)	N/A41	$76,623,691	$76,512,187	$79,662,187	$75,737,509	$774,678

Comment(s) on Variance(s):

For many of our historical funding recipients, 2009-10 was the last year of either a three or four-year contribution agreement. During these last three to four years, much has changed with respect to due diligence and accountability requirements. In addition, the 2008 and 2009 audits of the APP identified many deficiencies in terms of management of funds and adherence to Treasury Board requirements.

For 2010-11 funding, the branch instituted formal funding procedures and required that all organizations adhere to the new standards and to program objectives and authorities. The historical system of specific allocations to specific groups was changed to a competitive process, based on merit. Recognizing that some flexibility would be needed to accommodate clients, 2010-11 was planned to be a year of transition. Nonetheless, many of the 21 historic third party delivery relationships have ended.  

As a result, the branch proceeded with direct delivery in many regions across Canada. This new means to access funding took some time to be understood by new direct recipients. A further complication arose as, in many cases; the branch could only direct calls for proposals to "members" of the third party delivery organizations. This limited our clientele and resulted in a lower intake than expected in some regions. The branch was therefore unable to award all monies set aside for these regions.

Based on the experiences and results of this current year, the APP is holding a series of workshops with community organizations on program and application requirements. The APP is specifically targeting regions with low application intake in the 2010-11 process. Workshops have taken place in seven regions. The objective is also to increase general awareness of the program and to foster open access, as well as to inform potential clients on the new direct delivery process and requirements.

Comment(s) on Variance(s):  

Overall variance of $0.8M is explained as follows:

• $0.2M was transferred from the Department of Indian Affairs and Northern Development.
• $0.9M was transferred to other departmental programs to adjust for emerging priorities.
• Year-end surplus of $0.1M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

Summative Evaluation of the Aboriginal Peoples’ Program – February 2011.

Name of Transfer Payment Program: Development of Official‑Language Communities Program

Start Date: 2009–10

End Date: 2013–14

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

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

Results Achieved:

Members of official‑language minority communities (OLMCs) have access to programs and services in their language, in their communities
Support to more than 400 community organizations across Canada in their efforts to promote the development and vitality of official‑language minority communities (OLMCs).

• Canadian Heritage primarily supports a network of 131 cultural organizations, 29 community centres, 27 community radio stations and 74 community newspapers, 24 organizations for youth (under 24 years of age), and 13 parent organizations that help create an environment where OLMCs can participate in Canadian society.

13 education agreements with all provinces and territories that help:

• close to 245,000 young Canadians living in minority communities to study in their language in over 900 schools across the country
• support the work of 40 minority‑language school boards and 39 minority‑language postsecondary institutions in all regions of Canada

13 agreements with each province and territory to allow them to offer services in the minority language, particularly in the areas of justice, health, culture, economic development and municipal services. An agreement with the City of Ottawa as the national capital.

Knowledge and integration of the responsibilities set out in section 41 of the Official Languages Act (OLA) and OLMC perspectives in federal institutions’ development of initiatives and programs
Monitoring of federal institutions for optimal implementation of Part VII of the OLA:

• Provision of advice and guidance to 200 federal institutions
• Networking between 50 institutions (four meetings per year) and coordination of working groups on culture as part of the Agreement for the Development of Francophone Arts and Culture in Canada (seven meetings per year)
• Strengthening of ten or so regional interdepartmental networks
• Production of awareness, information and accountability tools: three Bulletins 41‑42, Gateway 41, Part VII guides, Web site
• Analysis of action plans and reports on results produced by 33 federal institutions
• Production of Volume 2 of the Annual Report on Official Languages based on results obtained by the 33 designated institutions

Monitoring of Canadian Heritage programs for exemplary implementation of section 41 of the OLA

Agreements (cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.)

13 agreements (cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.)

Grants, contributions, funds transfers
Over 750 grants, contributions and funds transfers

Federal institution support and coordination mechanisms, action plan summaries and section 41 record of achievement summaries from federal institutions

32 action plans submitted by federal institutions

Program Activity: Official Languages

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)44
Total Grants	$7,666,376	$6,592,172	$33,322,973	$33,322,973	$6,250,717	$27,072,256
Total Contributions	$224,391,091	$225,418,803	$192,709,011	$192,634,011	$217,500,489	($24,791,478)
Total Other Types of Transfer Payments	$232,057,467	$232,010,975	$226,031,984	$225,956,984	$223,751,206	$2,280,778
Total Program Activity(ies)	N/A43	$351,479,343	$337,555,115	$337,480,115	$340,561,244	($3,006,129)

Comment(s) on Variance(s):

Overall variance of $2.3M is explained as follows:

• $0.1M was transferred to Health Canada
• $2.1M was transferred to other departmental programs to adjust for emerging priorities
• Year-end surplus of $0.1M

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Enhancement of Official Languages Program

Start Date: 2009–10

End Date: 2013–14

Description: The Enhancement of Official Languages Program has three components: Promotion of Linguistic Duality, Second‑Language Learning, and Language Rights Support. The Program fosters among Canadians a greater understanding and appreciation of the benefits of linguistic duality. Through partnerships and agreements with provinces, territories and non‑government organizations in support of second‑language learning as well as initiatives fostering mutual understanding between English‑ and French‑speaking Canadians, this program allows Canadians to recognize and support linguistic duality as a fundamental value of Canadian society. 

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

Results Achieved:

A greater number of Canadians have a better understanding of and appreciation for the benefits of linguistic duality:
Support to close to 70 community organizations that promote second‑language learning or linguistic duality

• Over 200 programs and projects in 2009–10

Over 100 Canadian volunteer organizations have been able to hold some of their activities (conferences, annual meetings, services) in both official languages.
In 2006 the number of bilingual (English–French) individuals reached an unparalleled high in Canada (5.4 million according to the most recent census). The English–French bilingualism rate in 2006 was 17.4%. (2006 Census)

13 education agreements with the provinces and territories support the teaching of English and French as a second language to 2.4 million young Canadians, including over 317,000 immersion students; over 7,900 young Canadians (out of more than 17,000 applications) participated in a summer Language Acquisition Development Program; over 300 young people out of 1,000 applications got jobs as language instructors, and more than 750 found a job through Young Canada Works.

Knowledge and integration of the responsibilities set out in section 41 of the Official Languages Act (OLA) and OLMC perspectives in federal institutions’ development of initiatives and programs
Performance indicator:
Monitoring of federal institutions for optimal implementation of Part VII of the OLA:

• Provision of advice and guidance to 200 federal institutions;
• Networking between 50 institutions (four meetings per year) and coordination of working groups on culture as part of the Agreement for the Development of Francophone Arts and Culture in Canada (seven meetings per year)
• Strengthening of ten or so regional interdepartmental networks;
• Production of awareness, information and accountability tools: three Bulletins 41‑42, Gateway 41, Part VII guides, Web site;
• Analysis of action plans and reports on results produced by 33 federal institutions; and
• Production of Volume 2 of the Annual Report on Official Languages based on results obtained by the 33 designated institutions.

Monitoring of Canadian Heritage programs for exemplary implementation of section 41 of the OLA .

Agreements (federal–provincial/territorial agreements, Council of Education Ministers (Canada), etc.)
13 agreements (cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.).

Grants and contributions
Close to 200 grants, contributions, funds transfers.

Support and coordination mechanisms, and summaries of action plans and section 41 records of achievement  

32 action plans submitted by federal institutions.

Program Activity: Official Languages

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)46
Total Grants	$1,293,027	$655,167	$5,599,842	$5,599,842	$507,871	$5,091,971
Total Contributions	$120,180,195	$118,813,200	$105,923,289	$105,923,289	$116,302,167	($10,378,878)
Total Other Types of Transfer Payments	$121,473,222	$119,468,367	$111,523,131	$111,523,131	$116,810,038	($5,286,907)
Total Program Activity(ies)	N/A45	$351,479,343	$337,555,115	$337,480,115	$340,561,244	($3,006,129)

Comment(s) on Variance(s):

Overall variance of ($5.3M) 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Name of Transfer Payment Program: Sport Hosting Program

Start Date: 1967

End Date: 2010-11 

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

Strategic Outcome: Canadians participate and excel in sport

Results Achieved:

1.  Canadian athletes, coaches and officials had opportunities during the 2010-11 fiscal year to participate at events in Canada. Based on the analysis of 79 applications1 for funding for the 2010-11 fiscal year, 55 events and 2 bids were selected for funding, including International Single Sport Events (ISSE), 2011 Canada Winter Games and 2010 Défi Sportif. Based on the data reports from 34 of the events hosted in the summer and fall of 2010, the Hosting Program has delivered on its objectives by providing competition opportunities for 5,577 Canadian athletes, 1,436 Canadian coaches and managers, and 1,359 Canadian officials.

2.  The Hosting Program provided opportunities for 305 athletes who chose to self-identify as part of an under-represented group, namely aboriginal peoples and persons with a disability. There were no International Multisport Games for Aboriginal Peoples and Persons with a Disability (IMGAPPD) hosted during the 2010-11 fiscal year.

Output:  During the 2010-11 fiscal year, there were 48 contribution agreements covering 53 ISSE events, plus 2 contribution agreements covering 2 ISSE bids. The discrepancy in the number of contribution agreements to the number of events is due to some events being included in either a Multi-Event contribution agreement or a Multi-Year contribution agreement. There were 2 contribution agreements and 1 multiparty agreement in effect for the 2011 Canada Games, and there was 1 contribution agreement in effect for the 2010 Défi Sportif. There was 1 contribution agreement signed for the 2012 Arctic Winter Games and 1 contribution agreement signed for the 2015 Pan American and Parapan American Games during the 2010-11 fiscal year.

Note 1:  There was funding provided during the 2010-11 for events that will occur in future fiscal years (e.g. 2015 PanAmerican and Parapan American Games), however only events and bids that took place during the 2010-11 fiscal year have been included in this report .

Program Activity: Sport

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)48
Total Grants	$0	$0	$0	$0	$0	$0
Total Contributions	$44,521,653	$58,499,142	$16,315,575	$16,043,739	$23,809,991	($7,494,416)
Total Other Types of Transfer Payments	$44,521,653	$58,499,142	$16,315,575	$16,043,739	$23,809,991	($7,494,416)
Total Program Activity(ies)	N/A47	$198,264,884	$160,316,547	$189,927,551	$196,602,216	($36,285,669)

Comment(s) on Variance(s):

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

• $0.3M was transferred to Social Sciences and Humanities Research Council of Canada, via the Sport Support Program.
• $8.0M was transferred from other departmental programs to adjust for emerging priorities, including a contribution to the 2015 PanAmerican and Parapan American Games
• Year-end surplus of $0.2M.

Audit Completed or Planned:

Audit of the Sport Canada Branch – June 2010.

Evaluation Completed or Planned:

Evaluation of Sport Canada Programs – Completed May 2011.

Name of Transfer Payment Program: Sport Support Program

Start Date: 1961

End Date: 2010-11 

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:

1. As sports progress with the approval and implementation of their Long-Term Athlete Development (LTAD) models, more and more have aligned their coaching programs with LTAD. 16 NSOs (29%) report to have aligned the National Coaching Certification Program coaching programs with their LTADs. An additional 34 NSOs (61%) reported they are in the process of aligning their coaching programs with their LTADs.⁴⁹

2. The 56 (100%) funded National Sport Organizations (NSOs) and the 15 (100%) Multisport Service Organizations (MSOs) all comply with the CPADS. This is an eligibility condition for funding.

3. There are a total of 5 (100%) domestic knowledge transfers and leadership actions between Sport Canada and federal departments. Health/PHAC (ParticipACTION), Justice (Working Together Initiative); DFAIT( Special Olympics Canada Missions); Intergovernmental Affaires (Bilateral Agreements); and INAC (Aboriginal Sport Circle); and there were 27 international knowledge transfer and leadership actions that took place, with international organizations and with five countries (China, El Salvador, France, Haiti, Russia).

Outputs:

There were a total of

• 56 National Sport Organizations agreements
• 15 Multisport Service Organization agreements
• 23 Project agreements
• 20 bilateral agreements with PT governments
• 9 bilateral agreements with international governments
• 5 international multilateral agreements
• 9 contribution agreements with organizations for international activity (7 international organizations, 2 Canadian organization)

Program Activity: Sport

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)51
Total Grants	$0	$0	$0	$0	$0	$0
Total Contributions	$111,930,707	$113,657,960	$117,000,972	$146,883,812	$146,916,885	($29,915,913)
Total Other Types of Transfer Payments	$111,930,707	$113,657,960	$117,000,972	$146,883,812	$146,916,885	($29,915,913)
Total Program Activity(ies)	N/A50	$198,264,884	$160,316,547	$189,927,551	$196,602,216	($36,285,669)

Comment(s) on Variance(s):

Overall variance of ($29.9M) is explained as follows:

• $30.1M for the Sport Support Program to support high-performance sport and to increase sport participation obtained through the Supplementary Estimates was not included in the 2010-11 planned spending.
• Year-end surplus of $0.2M.

Audit Completed or Planned:

Audit of the Sport Canada Branch – June 2010.

Evaluation Completed or Planned:

Evaluation of Sport Canada Programs – Completed May 2011.

Name of Transfer Payment Program: Athlete Assistance Program

Start Date: 1971

End Date: 2010-11 

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

Strategic Outcome: Canadians participate and excel in sport

Results Achieved:

4. Athletes’ level of satisfaction with financial resources available from the Athlete Assistance Program will be evaluated through the 2013 Status of the High Performance Athlete survey. The most recently completed survey (2009) indicated that the financial support received was considered adequate by 27% of athletes and moderately adequate by 54%.⁵² Please note thatthese results are not specific to the AAP

5. In 2010-11, 545 carded athletes used tuition grants for a total amount of $1,600,941 and a total of 236 formerly carded athletes used Deferred tuition grants for a total amount of $753,617.

6. The total dollar amount allocated, by card type and category are as follow:

Card Type	Payment Category	Total $ Amount
Development	Living & Training	$7,880,400
	Tuition/Deferred Tuition	$1,202,346
	Special Needs	$12,522
Senior	Living & Training	$15,434,100
	Tuition/Deferred Tuition	$1,152,212
	Special Needs	$70,060

7. In 2010-11, a total amount of $23,314,500 in Living and Training allowances was granted to carded athletes. 
Total amount of $2,354,558 in Tuition and Deferred Tuition was granted.
Total of $82,582 in Special Needs Allowance was granted.

8. In 2010-11 the total number of carded athletes by card type are as follow:
Development cards (Development (D), Development, injured DI, first year Senior National (C1)): 964.

9. Senior cards (Senior National (SR), Senior National, injured (SRI), first year Senior International (SR1), second year Senior International (SR2), Olympic (OLY)): 907.

Program Activity: Sport

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)54
Total Grants	$26,486,000	$26,107,782	$27,000,000	$27,000,000	$25,875,340	$1,124,660
Total Contributions	$0	$0	$0	$0	$0	$0
Total Other Types of Transfer Payments	$26,486,000	$26,107,782	$27,000,000	$27,000,000	$25,875,340	$1,124,660
Total Program Activity(ies)	N/A53	$198,264,884	$160,316,547	$189,927,551	$196,602,216	($36,285,669)

Comment(s) on Variance(s):

Overall variance of $1.1M is explained as follows:

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

Audit Completed or Planned:

Audit of the Sport Canada Branch – June 2010.

Evaluation Completed or Planned:

Evaluation of Sport Canada Programs – Completed May 2011.

Name of Recipient: National Aboriginal Achievement Foundation

Start Date: 2003–04

End Date: 2010-11

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
2003–04, Canadian Heritage provided a $12M endowment for the establishment of an Aboriginal Post-Secondary Scholarship Program. An additional endowment of $10M was approved in March 2007. Investment revenues of the endowment are used to award scholarships and bursaries to Aboriginal post-secondary students across Canada.

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

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

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

Program Activity: Engagement and community participation

2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
$227,000.00	$227,000	$340,000	$340,000	$340,000	N/A

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

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

Start Date: 2001–02

End Date: perpetual

Total Funding: $10M

Description: Through an endowment fund from the Department of Canadian Heritage, the Canadian Institute for Research on Linguistic Minorities (CIRLM) was created in March 2002 with a view to becoming a national centre of expertise for better understanding of the challenges faced by official‑language minority communities as well as the trends in their environment. Although it is based out of Université de Moncton, the Institute has a mission that is national in scope. It carries out research on official‑language minority communities with the revenues generated by this fund as well as other revenues.

The CIRLM seeks to enhance research on issues that pertain to official‑language minority communities. Increased and improved research will ensure that community leaders and government officials responsible for developing public policy clearly understand the issues affecting the development of Canada’s English‑ and French‑speaking minorities.

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

Summary of Results Achieved by the Recipient:

The evaluation conducted of the Institute in 2008–09 confirmed the following results:

• Research capacity continues to grow nationally. CIRLM experts from across Canada were connected to foster cooperation, which led to a larger pool of researchers with an interest in linguistic minorities. Ties between researchers were solidified and information on research opportunities was disseminated.
• The Institute is recognized for the quality of its applied and academic research.
• Research findings are recognized as relevant and useful, especially in the field of education, and are used by many stakeholders, including governments, communities and other researchers.
• CIRLM researchers often attend seminars and conferences, and publish their research in university publications nation‑wide.

The formative evaluation presented recommendations that the Institute is implementing progressively.

For 20010-11 the CIRLM worked on 29 research projects, a number of which were in partnership with other research centres and community organizations. A total of 13 research projects were conducted on topics such as family, childhood and education, community vitality, minority community health, and OLMC law, governance and public policy. Another 16 projects focussing on the following projects are currently underway: arts, culture, identity and diversity; family, childhood and education; community vitality; minority community health; and OLMC law, governance and public policy. These projects involve academic and community partners. Aside from these projects, 17 other proposals were recently submitted; seven were rejected.

Program Activity: Official Languages

2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
$0	$0	$0	$0	$0	N/A

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

Name of Recipient: Trans Canada Trail/Sentier transcanadien

Start Date: December 2003

End Date: March 2010*

* The agreement with Canadian Heritage was extended to March 31, 2011 and is now terminated. (Note: The organization has now entered into a $10 million agreement with Parks Canada, ending March 31 2013.)

Total Funding: $15M, entirely paid in 2003-04

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

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

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

Summary of Results Achieved by the Recipient:

In March 2010, the initial agreement, originally scheduled to end on March 31, 2010, was extended to
March 31, 2011. This allowed the organization responsible for the Trail to use the entire $15.0 million, as well as $2.245 million in interest in accordance with the terms of the agreement, to meet the planned objectives.

Approximately 72.5% of the Trans Canada Trail, or over 16,500 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. 

Since 2004, when the grant was awarded, the Trans Canada Trail has contributed to a total of 134 Trail construction projects and 23 engineering studies. As well, 86 pavilions have been built to display the names of people and organizations that have contributed to the Trail’s development from coast to coast to coast.

Program Activity: Heritage

2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
$0	$0	$0	$0	$0	N/A

Comments on Variance(s): N/A

Significant Evaluation Findings by the Recipient During the Reporting Year and Future Plan: As prescribed by the agreement, the recipient has provided, for the period 2004-05 to 2009-10, a third-party evaluation of the expenditure of the grant and its impact toward completion of the Trail. A final update, covering the year 2010-11, will be provided by July 31, 2011.

Significant findings of the evaluation include the following: over the period of the grant, there were substantial and significant increases to the length of the Trail and to the amount of the Trail that was operational. Significant development of Trail segments occurred during this period. There were also major developments under other categories covered by the agreement: the number of pavilions, as key markers and venues for recognition of support, grew from 64 to 86; six regional coordinators, hired under the agreement’s planning and coordination category, made significant contributions to Trail plans and developments at the regional level; and a Trail master planning process was initiated in 2009, with the completion of the first stage in 2010.

Significant Audit Findings by the Recipient During the Reporting Year and Future Plan: The 2010-11 annual report and audited financial statements will be provided to the Department by July 31, 2011, in compliance with the agreement’s closing procedures.

Name of Recipient: Grant to the 2010 Games Operating Trust

Start Date: 2004–05

End Date: perpetual

Total Funding: A total of $55M was provided by the Government of Canada to the 2010 Games Operating Trust.

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

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

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

Strategic Outcome: Canadians participate and excel in sport

Summary of Results Achieved by the Recipient:

The Trust successfully maintained and operated the three legacy venues and continued to fund high-performance programming for Canadian athletes at these venues and elsewhere in Canada.

During the 2010 calendar year, the 2010 Games Operating Trust distributed $4.5M to the 2010 Games Legacies. In addition, the 2010 GOT was able to generate a net investment return in excess of $10.0M (about 10%) and has declared that distributions totaling $5.4M ($2.7M for the Richmond Legacy and $2.7M for the Whistler Legacies) will be made during the 2011 calendar year. This represents an increase over 2010 distributions of 20%.

The Trust Fund’s assets ended the year at $114.7M, compared to $109.0M at the end of the previous year.

Program Activity: Sport

2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
$ 0.0	$ 0.0	$ 0.0	$ 0.0	$ 0.0	N/A

Comments on Variance(s): Note that financial information reflects funding provided by the 2010 Games Operating Trust to the designated legacy venues for the calendar year ending December 31 falling within the fiscal year identified. There were no funds provided by the Government of Canada to the 2010 GOT or to the distribution recipients during the year.

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

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: 2003-04

End Date: March 31, 2012

Total Federal Funding Allocation (from start date to end date): $582.865M

Description of the Horizontal Initiative (including funding agreement):

The 2010 Games Secretariat monitored and reported on the Government of Canada's contribution to the 2010 Winter Games, which engaged Canadians from across the country, reflected Canadian values and priorities in their planning, delivery, and international profile, and promoted opportunities to advance public policy goals and to make strategic investments that supported long-term tangible economic benefits and sport, social, cultural and environmental legacies for all Canadians (www.pch.gc.ca).

The Government of Canada was a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage worked horizontally to support and promote federal engagement in the planning and delivery of the Games, which included providing high-quality essential federal services as well as capital and legacy funding. Fifteen federal Departments provided services deemed essential for conducting successful Games. Therefore these departments, whether they received incremental funding for this purpose or supported the services from their A-base, were accountable for delivering essential federal services under the Multi-Party Agreement signed in 2002. The 2010 Federal Secretariat worked 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 was the lead department for federal participation in support of the 2010 Winter Games with the exception of games security and public safety. In October 2007 the Prime Minister appointed Ward Elcock as the Coordinator for the 2010 Olympic and G8 Security and established an office within the Privy Council Office. As a result of this appointment, the RCMP became the lead coordinating Department to develop a Horizontal RMAF for Games Security and Public Safety collectively with Canada Border Services Agency (CBSA), Citizenship and Immigration Canada (CIC), Canadian Security Intelligence Service (CSIS), Department of National Defence (DND), Industry Canada (IC), Public Health Agency of Canada (PHAC), Public Safety Canada (PS), Transport Canada (TC), Health Canada (HC), Canadian Coast Guard (CCG), Canada Post and Privy Council Office (PCO).

Shared Outcome:

There were three levels of shared outcomes as identified below:

Final Outcomes

• Sport, economic, social and cultural legacies are established for the benefit of all Canadians;
• Canadian excellence and values are promoted domestically and internationally; and
• Canada is recognized as a capable and inclusive host.

Intermediate Outcomes

• Pan-Canadian engagement in sport, economic, social and cultural activities related to the 2010 Winter Games;
• Enhance Canada's domestic and international profile; and
• Canadians and international participants experience safe and high-quality games.

Immediate Outcomes

• Leverage 2010 Winter Games to advance existing federal priorities;
• Positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games; and
• Successful delivery of mandated essential federal services.

Governance Structure(s):

2010 Federal Games Secretariat
Representative Working Group (RWG)

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

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

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

Performance Highlights:

Following the successful completion of the 2010 Olympic and Paralympic Winter Games, efforts turned to bringing Government of Canada activities related to this major event to a close. The 2010 Federal Secretariat was wound up, with responsibility for 2010 Winter Olympic Games transferred to the Sport Canada Branch of Canadian Heritage. As well, the Horizontal Evaluation of the Government of Canada's investment in the 2010 Olympic and Paralympic Winter Games was completed and a draft report was submitted to Canadian Heritage. The Evaluation Report is expected to be finalized in the 2011-12 fiscal year.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending for 2010-11	Actual Spending for 2010-11	Expected Results for 2010-11	Results Achieved in 2010-11
Canadian Heritage (lead)	Canadians participate and excel in sport	2010 Secretariat Federal	$563.24M	$2.9M	$2.9M	Positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games.	The 2010 Federal Secretariat was wound up, with responsibility for 2010 Winter Olympic files transferred to the Sport Canada Branch of Canadian Heritage. The Horizontal Evaluation of the Government of Canada's investment in the 2010 Olympic and Paralympic Winter Games was completed and a draft report was submitted to Canadian Heritage. The Evaluation Report is expected to be finalized in the 2011-12 fiscal year.
Public Health Agency of Canada	The health and safety of federal public service employees working on location during the Winter Games as well as the health protection of the public during the Winter Games are ensured.		$2.7M	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Health Canada	The health and safety of federal public service employees working on location during the Winter Games are ensured.	Workplace Health Sustainable Environmental Health	$2.6M (Health Safety)	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Health Canada	Health Canada evaluates and monitors the safety, quality and efficacy of drugs (human and animal), biologics, medical devices, and natural health products.	Health products	$0.325M (Entry of Goods and Individuals into Canada)	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Human Resources and Skills Development Canada	Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.	Foreign workers and immigrants	N/A The Temporary Foreign Workers Program (TFWP) has not received funding through this mechanism to support its Olympic Process.	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Environment Canada	Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.	Improved knowledge and information on weather and environmental conditions influence decision-making.	$9.3M	$0.3M	N/A	Canadians have greater awareness and understanding of sustainability initiatives associated with the 2010 Games. Scientific and technical expertise and input to the environmental assessment process including follow-up activities as required.	With regards to sustainability awareness, projects such as the Biodiversity Profiles and the Vancouver Biokit –which provided legacy information on the Vancouver area – and additional funding for the video adaptations to the "Vancouver 2010 Sustainability Journey" were from the 2010-11 budget. Concerning Sustainability Showcasing, funding was in support of promotion of the Sea-to-Sky Green Guide Map and the Winter Games venues and facilities case studies as well as funding support for the translation of the Athlete's Village Challenge Series ( LEED Green Building overview) into Mandarin for use at the Shanghai Expo.
	Canada's natural capital is restored, conserved and enhanced. Environmental Assessment is integral part of program and policy decision-making.	Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes. Efficient and effective environmental assessments	$4.1M	$0.1M	$0.1M
Fisheries and Oceans Canada	Healthy and productive aquatic eco-systems.	Habitat Management	$0.6 M	$0.1M	N/A	Environmental effects of regulatory decisions are considered in a timely manner before regulatory decisions are made under the Fisheries Act.	Activities in relation to the stated expected result have ceased.
Total			$582.865M	$3.4M	$3.0M

Comments on Variances:
Fiscal year 2010-11 was the sunset period of this Horizontal Initiative. Therefore, all activities were related to the reporting requirement, since Departments' specific expected results were achieved leading up to and during the 2010 Olympic and Paralympic Winter Games.

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

Contact information: Walter Raschkowan, Canadian Heritage - Sport Canada Branch, (819) 956-8071, walter.raschkowan@pch.gc.ca

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

Name of Lead Department(s): Canadian Heritage

Lead Department Program Activity: Official Languages

Start Date: April 1, 2008

End Date: March 31, 2013

Total Federal Funding Allocation (from start date 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. Fifteen 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. Implementing the Roadmap is a component of the Official Languages Program, as defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004.

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

Shared Outcome:

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: the Committee of Assistant Deputy Ministers on Official Languages, the Assistant Deputy Ministers on Official Languages Executive Committee, and the Official Languages Program Interdepartmental Coordination Steering Committee.

Performance Highlights:

The year 2010-11 marked the third year of implementation of the Roadmap for Canada's Linguistic Duality 2008-2013, and implementation continued in line with the Horizontal Results-based Management and Accountability Framework released in September 2009. The coordination of implementation activities was facilitated by the formal governance structure currently in place.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending for 2010-11	Actual Spending for 2010-11	Expected Results for 2010-11	Results Achieved in 2010-11
Ultimate outcome: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in the language of choice.
Intermediate outcome 1: Enhanced capacity of Canadians (English-speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in the language of choice.
Immediate outcome 1.1: Continued and improved access to justice services in both official languages.
Justice Canada	Justice, Policy, Legislation and Programs	Contraventions Act Fund Result for the 2008-2013 Roadmap: Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages.	$47.46 M	$9.49 M	$4.75 M	Signed agreement with Newfoundland-Labrador (NL) with a view to offering extra-judicial services and to undertake judicial activities in both official languages. Negotiations commenced with Saskatchewan (Saskt.) and Prince-Edward-Island (PEI) in order to enter into an agreement aimed at offering extra-judicial services and undertake judicial activities in both official languages.	Four jurisdictions (British-Columbia, Manitoba, Ontario and Nova Scotia) and one municipality (Mississauga) have entered into an agreement containing language provisions with the Department and, as a result, are fully prepared, under the Official Languages Act to offer judicial and extra judicial services. The Department has been actively pursuing negotiations with NL in 2010-11 with a view to signing an agreement. The Department commenced correspondence with Sask. regarding implementation of the Act that would include language provisions. Ongoing negotiations with PEI to sign a new agreement which will include provisions to increase PEI's capacity to offer judicial and extrajudicial services in both official languages made great strides and an agreement is expected to be signed in 2011-12. The current agreement with the Province signed in 1997 does not contain language rights provisions. The Department invited Alberta to begin negotiations towards signing an agreement that will contain provisions that will increase Alberta's capacity to offer judicial and extra-judicial services in both official languages.
Justice Canada	Internal Services	Contraventions Act Fund	$1.92 M	$0.38 M	$0.16 M	N/A	N/A
Justice Canada	Justice, Policy, Legislation and Programs	Initiative of support to access to justice in both languages (new component: justice training) Result for the 2008-2013 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.	$38.02 M	$9.11 M	$5.72 M	Implementation of the pan-Canadian study on justice training needs in both official languages. Continued judicial awareness and information activities in order to promote increased access to justice services in both official languages.	The Department has been actively working with its partners to ensure sound implementation of the Support Fund including the training component. In 2010-11, the Department funded 50 projects that responded to the needs of official-language minority communities across Canada, namely: Fifteen projects aimed at increasing awareness or providing public legal information. Eight projects to support the ongoing activities of French-speaking jurists associations and their Federation. Twelve projects that provide advance training focusing on legal terminology for bilingual justice professionals. One project that contributes to the development of a curriculum for bilingual students interested in pursuing a career in the field of justice. Eight projects that are aimed at elaborating a recruitment strategy and the promotion of justice-related careers. Six projects that are focused on developing linguistic training tools.
Justice Canada	Internal Services	Initiative of support to access to justice in both languages (new component: justice training)	$1.89 M	$0.43 M	$0.32 M	N/A	N/A
Immediate Outcome 1.2: Continued and improved access to health services in both official languages.
Health Canada	Canadian Health System Official-language minority community development	Training, Networks and Access to Health Services Results for the 2008-2013 Roadmap: 1) Increased number of health professionals to meet health service needs of OLMCs in both official languages. 2) Increased coordination and integration of health services for OLMCs within institutions and communities. 3) Increased partnerships, interaction of networks in provincial, territorial health systems. 4) Increased awareness among stakeholders that networks are a focal point for addressing health concerns of OLMCs. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of OLMCs.	$174.30 M	$37.8 M	$37.8 M	In 2010-11, Health Canada entered into new funding agreements with two community-based stakeholders (primary funding recipients) under two components of the Official Languages Health Contribution Program. Anticipated outcomes are as follows: Société Santé en français: Three to four new funding agreements under the Official Languages Health Projects component will be initiated in 2010-11 to fund projects aiming to improve the health of French-speaking language minority communities, for a value of $5.5 M. Consortium national de formation en santé: A new funding agreement for the Cultural and French-language training subcomponent of the Support for Training and Retention of Health Professionals component will be initiated in 2010-11 for a value of $1M. In addition, 19 multi-year funding agreements with community-based stakeholders were initiated in 2009-10 and will all conclude in March 2013, comprising a total investment of $30.2 M in 2010-11. These funds are for: Health Networking: $5.0 M; Training and Retention of Health Professionals: $22.2 M; Official Languages Health Projects for English-speaking minority communities: $3.0 M. In 2010-11, Health Canada will undertake consultations with official-language minority communities to assess Health Canada's progress in implementing the Official Languages Health Contribution Program and to ascertain community perspectives regarding program renewal in April 2013. Anticipated outcomes are as follows: Official-language minority communities are satisfied with Health Canada's progress in administering the Official Languages Health Contribution Program. Community perspectives are summarized.	1147 new student registrations were accepted in 2010-11 into training programs funded under the coordination of the Consortium national de formation en santé. There were 518 graduates from these same programs for the academic year ending in May/June 2010. A follow-up survey of training graduates from 2008-09 - which was released in 2010-11 - revealed that 86% of graduates surveyed were employed in health professions serving official-language minority communities. McGill University coordinated language training activities in 2010-11 for some 1325 health professionals in Quebec to improve their ability to serve English-speaking minority communities. Approximately 70 projects are being launched during 2010-13 in French-speaking minority communities outside Quebec. Examples of projects launched in 2010-11: A three-year project (2010-13) to facilitate the delivery of health care services in French in retirement homes and to provide support to family caregivers in three French-speaking communities of three regions of Newfoundland and Labrador: Avalon, Port-au-Port and Labrador City. Another three-year project (2010-13) to create and distribute public health education and awareness tools for French-speaking and Acadian preschool children in Nova Scotia. A total of 38 projects have been launched in English-speaking minority communities in Quebec over 2010-2013. Examples of projects launched in 2010-11: A project designed to co-ordinate recruiting efforts of regional stakeholders in order to fill the need for bilingual workers in the Gaspésie-Îles-de-la-Madeleine region. English translation of health information documents in Saguenay-Lac-Saint-Jean. Further information regarding these projects is available from the Websites of Program recipients: Société Santé en français Community Health and Social Services Network Consortium national de formation en santé McGill University
Immediate Outcome 1.3: Improved social and economic development of Official-Language Minority Communities (OLMC).
Canadian Heritage	Official Languages	Minority-Language Education Component: Support to Minority-Language Education. Results for the 2008-2013 Roadmap: 1) Improved access of OLMCs to a quality education in their own language and their environment.	$280.0 M	$56.0 M	$56.0 M	Maintain or increase the offers of Provinces and Territories educational programs and activities that promote access to a minority language education.	13 education agreements with the Provinces and Territories that helped almost 245,000 young Canadians in minority communities study in their language in over 900 schools across Canada and supported the work of 40 minority language school boards and 39 minority language post-secondary institutions in all regions of Canada.
Canadian Heritage	Official Languages	Minority-Language Education Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) Improved access of OLMCs to a quality education in their own language and their environment.	$5.2 M	$1.04 M	$1.04 M	Maintain the amount of participants in the Odyssée program which allows students to work as language monitors in minority language classrooms.	Odyssey enabled 274 young Anglophones and Francophones across Canada to work as language monitors in minority language schools.
Canadian Heritage	Official Languages	Minority-Language Education Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) Improved access of OLMCs to a first-rate education in their own language and their milieu.	$1.7 M	$0.344 M	$0.344 M	Support the Destination Clic program to maintain its yearly enrolment. This program helps young francophones outside Québec enrich their mother tongue while discovering new communities in Canada.	The Destination Clic program enabled 252 young Francophones from minority language communities to enrich their mother tongue while discovering other Francophone communities in Canada.
Canadian Heritage	Official Languages	Community vitality Component: Youth Initiatives. Results for the 2008-2013 Roadmap: 1) Increased capacity of OLMCs to live in their own language, in their environment and increased access to a range of programs and services delivered in their language (especially for youth).	$10.5 M	N/A	N/A	N/A	N/A
Canadian Heritage	Official Languages	Community vitality Component: Support to Official-language Minority Communities Result for the 2008-2013 Roadmap: Improved capacity of OLMCs to live in their own language in their milieu and improved access to a range of programs and services offered in their language.	$22.5 M	$4.5 M	$4.5 M	Create, improve and deliver activities, and services intended for OLMC that promote a sense of belonging.	Support to over 400 community organizations, including community centres, community radio and newspapers, youth organizations and parent organizations, in their efforts to promote the development and vitality of official-language minority communities (OLMCs).
Canadian Heritage	Official Languages	Community vitality Component: Intergovernmental Cooperation. Result for the 2008-2013 Roadmap: Increased access of OLMCs to provincial, territorial and municipal services in the minority language.	$22.5 M	$4.5 M	$4.5 M	Improvement of signed Federal/Provincial/Territorial agreements on services and on approved special projects.	In 2010-11, 13 services agreements with the Provinces and Territories were in effect and ten special projects were approved.
Canadian Heritage	Official Languages	Community vitality Component: Cultural Development Funds Results for the 2008-2013 Roadmap: 1) Increased access to provincial, territorial and municipal services in the minority language (especially in culture). 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially in culture).	$14.0 M	$3.5 M	$3.5 M	Continue to support cultural projects that promote a sense of belonging for the OLMC.	In 2010-11, the Cultural Development Fund supported over 30 projects across Canada in various fields of interest. A meeting with the community was held in October 2010 to evaluate the program's mid-term results and to explore future actions.
Human Resources and Skills Development Canada	Social Development	Strengthening NGOs' means for Early Childhood Development Result for the 2008-2013 Roadmap: The capacity of NGOs in early childhood in minority environment will be increased.	$4.0 M	$0.8 M	$0.8 M	Ongoing implementation of the National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada. The National Framework for Collaboration is a roadmap to guide the initiatives of national, provincial, territorial and community partners. To ensure implementation of the National Framework, the partners under the Table nationale en développement de la petite enfance have agreed to harmonize their activities. The National Framework will enable groups interested in early childhood development, stakeholders, parents and, ultimately, children to benefit from a continuum of integrated services.	Intersectoral collaboration in Early Childhood Development (ECD) has improved. Note, for example, the partnerships with the health, justice and education sectors. ECD partners are in a better position to intervene in their communities and are better equipped to develop common initiatives and action plans.  Educational tools and products to improve programs for children and families have been developed for use in homes and centre-based settings in OLMCs. These include video clips, a guidebook demonstrating various concepts of Early Childhood and Family Centers and resources for professionals in the areas of physical activity, nutrition and French language development. Research related to models for Early Childhood and Family Centres was produced and was useful in the implementation of several centres put in place in different provinces. A data collection strategy has been developed to measure the number of French speaking children from 0-6 years, the type of services offered for ECD and the number of interveners in OLMCs. This information helps partners identify the appropriate approach to serving Francophones in OLMCs. Following consultation with parents in French minority communities, integrated childhood and family initiatives and programs have been implemented. These programs increase the profile of ECD and the importance of introducing and sustaining French use in early childhood.
Human Resources and Skills Development Canada	Skills and Employment	Family Literacy Initiative 2008-2013 Roadmap: Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of OLMCs that need them.	$7.5 M	$1.8 M	$1.8 M	The launch of three research projects on new groups, such as immigrant women, parents of francophone military families and Newfoundland and Labrador's Francophones, to identify specific literacy needs and tools required for these groups. The development, testing and adaptation of six new family literacy models designed to address the needs of new groups. The development of two promotional strategies to increase the awareness of literacy partner organizations of new family literacy models for new groups. Pursue the implementation of a results-based performance measurement framework.	Conception and methodology of three research projects targeting immigrant women, parents of francophone military families and Newfoundland and Labrador's Francophones are being finalized. Research reports were produced for seven projects designed to identify specific tools and needs in family literacy for various target groups including: exogamous families, seasonal workers, grandparents, fathers, new parents in precarious situations in rural and urban areas, and immigrants. Five family literacy approaches were developed and/or adapted and tested with five different target groups: newcomers, families with school-age children, new parents, fathers and exogamous families. The network capacity has increased to better meet the literacy and essential skills development needs of Francophone minority communities. Two strategies designed to promote and raise awareness of partner organizations were developed and implemented. An environmental scan to identify the country's French language literacy and essential skills issues was produced. Literacy and essential skills promotional tools were developed and published. Promotional activities were organized for Family Literacy Day. The implementation of the performance measurement framework continues. Progress reports and evaluation forms are being tested.
Human Resources and Skills Development Canada	Social Development	Child Care Pilot Project Result for the 2008-2013 Roadmap: New knowledge on child care services for minority Francophone communities.	$13.5 M	$2.7 M	$1.1 M	A research report will be prepared on the short-term impact of the French-language preschool program on the development and readiness for school of children. The report's results will add to the collective knowledge of what works with respect to early childhood development services. The project will assess children and survey parents to measure the impact of the French-language preschool program on the development of the children, one year after the end of the program. A portion of the 2010-11 money could be spent on other projects to better understand issues relating to early childhood development, literacy and/or immigration	A research report has been completed describing the short-term impact of the French-language preschool program on the development and readiness for school of children. Data collection activities (evaluations of children and surveys of parents) have been undertaken to measure the impacts of the program one year after the end of its delivery. Production and release of provincial and territorial portraits of official language minorities in Canada by Statistics Canada. Support for two research projects, one on the economic integration of immigrants and another on developing skills among youth, undertaken by Skills and Employment Branch.
Citizenship and Immigration Canada	Integration	Recruitment and integration of immigrants Result for the 2008-2013 Roadmap: French-speaking immigrants obtain reinforced services of establishment in OLMCs.	$20.0 M	$4.5 M	$15.2 M[1]	For 2010-11, CIC will maintain its existing activities in order to foster immigration to Francophone minority communities (FMCs). It will also continue working towards achieving the priorities of the Strategic Plan to Foster Immigration to Francophone Minority Communities. More specifically, CIC will work towards to: Increasing coordination, cooperation and research activities among main partners Intensifying the promotion and recruitment activities of French-speaking people Supporting targeted recruitment strategies to facilitate the twinning of potential immigrants and labour market needs Strengthening the existing networks, forming new networks and strengthening settlement services in FMCs	CIC continued its consultations with Francophone Minority Communities (FMCs) and stakeholders by holding regular meetings the CIC-FMCs Steering Committee, the Implementation Committee and its working groups to ensure continuity in the implementation of the Strategic Plan. The CIC-FMCs Steering Committee held its annual meeting on May 10, 2010 and the following three priorities were established for 2010-11: Strengthening of immigration networks in the Provinces and Territories; Economic integration of French-speaking immigrants into FMCs; and Promotion and recruitment. To facilitate the implementation of the three priorities, the CIC-FMCs Implementation Committee continued to rely on better communication and information-sharing by the various partners, an improved performance measurement and data collection strategy, and research. A meeting of the Implementation Committee was held on October 4, 2010. Two meetings of the working group on international and economic integration issue were held on December 16, 2010 and on February 16, 2011. The discussions focused primarily on issues in relation to the economic integration of newcomers and their needs. International priorities were also discussed related to the recruitment activities abroad, university recruitment and retention of international students in Canada. A Working Group on Francophone Immigration, made up of employees from headquarters and regional offices, met monthly to improve communication and address current various priorities, such as ways to improve the data collection mechanisms for the ongoing performance measurement and evaluation of the Recruitment and Integration of Immigrants initiative, and challenges and successes related to the needs of FMCs, as well as funding to Francophone service provider organizations (SPO). Regional and provincial committees and subcommittees consisting of other federal departments, provinces and Francophone organizations implemented action plans reflecting the goals and objectives of the CIC-FMCs Strategic Plan, as well as identified regional priorities. CIC commissioned Statistics Canada to prepare a Statistical Portrait of the French speaking Immigrant Population outside Quebec (1991 to 2006). This report, published in March 2010, presents information on the demographic, linguistic, social and economic characteristics of Francophone immigration in FMCs. CIC is taking part in the research project Economic integration of immigrants in OLMCs being conducted by Human Resources and Skills Development Canada (HRSDC). CIC is still involved in the CIC-QCGN research project entitled Anglophone communities and the benefit of attracting and retaining immigrant populations in the four regional communities of Quebec - in complement to the research being conducted in the three regions of Quebec on the dimensions of the benefit of attracting and retaining immigrants. In 2010-11, research reports were drafted on areas where measures are needed to promote the presence of Francophone minorities outside Quebec and the presence of Anglophones in Quebec through immigration and various CIC programs. Roughly ten research activities on official languages were completed at the Department. The 7th Destination Canada job fair was held in Paris and Brussels in November 2010. Nine provinces and two territories took part in the event. Officers from seven other visa offices (Bucharest, Dakar, Damascus, Rabat, Tunis, Nairobi and Mexico City) shared information on the potential recruitment of French-speaking immigrants from their respective regions with Canadian employers and provincial and territorial representatives. A total of 2,600 participants were selected to attend the event. 364 job profiles covering more than 1,500 openings were posted on the event Website by 68 employers or their authorized representatives. Also, mini Destination Canada events were held in other Canadian missions in November 2010 in Tunisia and Romania, and four education, employment and international mobility fairs were held in Paris, Brussels and Geneva. CIC encouraged and supported P&Ts in their participation at Destination Canada. Three liaison trips were organized in eight P&Ts in June and September 2010 and in March 2011. Two Press trips were also organized in September and October 2011 and one in March 2011. In 2010-11, CIC collaborated with the Department of Foreign Affairs and International Trade (DFAIT) to support post-secondary recruitment of French-speaking foreign students. CIC signed a memorandum of understanding with the Province of Alberta to fund and support overseas French-speaking student recruitment from Morocco, Senegal, Lebanon, Tunisia, China, France and Cameroon. The Ontario Region participated in the Salon des études et des carrières in Paris, in January 2011, in order to attract Francophone students to Francophone universities and colleges in Ontario. In Ontario, CIC provided funding to College Boreal for a project focusing on the attraction and retention of French-speaking foreign students in Northern Ontario. The college has organised job fairs to augment the employment opportunities for foreign students and a number of socio-cultural activities fostering their integration into Canadian CIC signed memoranda of understanding (MOU) with Atlantic Provinces, provinces of Manitoba, Alberta and the Northwest Territories to support Destination Canada activities. In addition, a MOU was signed with the Province of Saskatchewan to support recruitment activities in Mauritius. L'Assemblée communautaire fransaskoise (ACF) also received funding for its participation in Destination Canada. CIC signs a contribution agreement each year with the Governments of B.C. and Yukon for Francophone immigration recruitment projects. The majority of the funding is used by the Governments of B.C. and Yukon to send representatives of the FMCs to represent their respective jurisdictions and regional employers at Destination Canada. CIC continued to implement projects to raise awareness among employers and foster the economic integration of French-speaking immigrants. For instance, CIC organized job fairs for immigrants, and participated with HRSDC in a research project on the economic integration of immigrants in OLMCs. In the Ontario Region, the RDÉE Ontario was funded for the project La Bonne Affaire, focusing on economic integration of French-speaking immigrants in small and medium-size businesses and through entrepreneurship. Employers have a better awareness of the economic potential of French-speaking immigrants and can offer them employment. The funds received by the College Boreal in Ontario allowed organizing job fairs to augment the employment opportunities for foreign students and a number of socio-cultural activities fostering their integration into Canadian society. As a result of consultations between CIC and the Consortium National de Formation en Santé (CNFS) in better preparing French-speaking immigrants working in the health sector for their economic integration to FMCs, discussions are under way for the funding of a study to be conducted by the CNFS in partnership with the Association of Canadian Community Colleges to identify the needs of skilled French-speaking immigrants and the possibility of offering pre-arrival orientation services for this clientele. Building on the programs already in place to meet the needs of immigrants, CIC concluded nearly 80 contribution agreements with either community organizations or provinces this past year in support of the integration of Francophone immigrants outside Quebec. Existing and new Réseaux de soutien en immigration francophone (13 in total) received funds through a national call for proposal process to make it possible to pursue a more integrated approach to services (cooperation activities) in order to meet the need of French-speaking immigrants. The Réseaux also increased leadership capacity, as well as coordination and cooperation between the communities, the federal and provincial governments in the area of Francophone immigration. CIC continued to fund SPOs to deliver new and enhanced settlement and integration services outside Quebec, such as language training, newcomer information, and community transition and employment assistance services to Francophone clients across Canada. SPOs will be reporting on their obligations under the official languages clauses in their agreements. A total of 121 service points in French are offered by Francophone SPOs in 24 cities across Canada outside Quebec. CIC funded organizations to deliver settlement services in French in schools and with a point of service in French in various schools, provided a conceptual and practical framework of training and continuing education for teachers of French as a second language, and organized bilingual job fairs for immigrants. CIC funded a one-stop shop service for French-speaking immigrants in Moncton, Regina, Saskatoon and Winnipeg, in partnership with the Provinces, and recently in Sudbury, where a coordinated delivery of settlement and employment services is provided to French-speaking immigrants. French LINC on-line courses have also been created for levels 3-7. The delivery of levels 3-4 was piloted in Northern and South-Western Ontario. Web traffic to the "Francophone immigration outside Quebec" page was monitored in 2010-11 to assess awareness of the new tool that was implemented on this page in 2009-10 to direct newcomers to free settlement services (http://servicesfornewcomers.cic.gc.ca/index.php). The French version of the page received 51,712 visits and the English version received 24,074 visits. A benchmark for Web traffic to the Francophone immigration page was established in 2010-11. The Francophone immigration outside Quebec page has been revised to ensure that all information and links posted on this page are current. The general mailbox which has been set up to allow visitors to provide feedback on the page content (Immigration.francophone@cic.gc.ca) continues to be monitored for incoming feedback, and page content is revised accordingly. CIC also continued to address issues important to English-speaking communities in Quebec: the Department continued working with those communities, and supporting them through research projects (i.e., research conducted in the three regions of Quebec regarding the benefit of attracting and retaining immigrants that will help in identifying the issues and the needs of the English-speaking communities).
Canadian Heritage	Official Languages	CTRC Study Results for the 2008-2013 Roadmap: 1) CRTC report is issued on the availability and quality of broadcasting services to English and French linguistic minority communities in Canada. 2) The findings of the report will inform policy and decision-making on the availability and quality of broadcasting services in English and French linguistic communities in Canada.	Non-monetary	N/A	N/A	N/A	N/A
Atlantic Canada Opportunities Agency	Community Development	Support to francophone immigration in New-Brunswick Result for the 2008-2013 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick.	$10.0 M	$3.52 M	$1.24 M	Applicant will implement the structure necessary to the project overall.	Twenty-six projects have been funded for a total investment of $1.24M in New Brunswick communities. Funding was mainly invested in four welcome centres for newcomers in northern New Brunswick's francophone regions (Chaleur, Madawaska-Victoria, Restigouche, Acadian Peninsula) and support was also provided to other organizations in the province's large urban centres (Fredericton, Moncton and Saint John) dealing with francophone immigrants.  The welcome centers provided services to nearly 615 newcomers, and in doing so, enabled close to 670 volunteers to help out with the planning of community activities that have facilitated the settlement process for newcomers in French. Through these welcome centres, 137 newcomers were able to receive employment assistance services, which helped 89 of them to find a job. 120 of the 137 newcomers were given access to language courses adapted to their needs.
Industry Canada--FedNor	Community, Economic and Regional Development (of Ontario)	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$4.45 M	$1.95 M	$1.525 M	This funding will support an estimated 52 projects that contribute to innovation, diversification and partnerships as well as enhanced support to small businesses in OLMCs.	As at June 30, 2011, 49 projects were supported through the EDI. These projects helped organization create partnerships, diversify and innovate and provided increased support for SME in OLMCs.
Industry Canada - Regional Operations Sector	Community, Economic and Regional Development	Greater understanding of the economic issues of OLMCs.	$1.6 M	$0.4 M	$367 784	This funding will support research and consultation to enhance greater capacity of OLMCs.	In September and October 2010, Dialogue Days with Francophone and Anglophone communities were held. This helped to better understand the OLMC new priorities and needs. Two follow-up committees have been put in place in order to maintain a continuing dialogue with OLMC, to support OLMC capacity building and better coordinate joint initiatives. Six researches and studies supporting OLMC needs have been undertaken. These researches and studies provide solutions to explore in OLMC economic development.
Canadian Northern Economic Development Agency (CanNor)	Northern Economy	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$0.4 M	$0.1 M	$0.098 M	Funding is expected to be allocated via a proposal-driven process in 2010-11. This funding is expected to support the social and economic development of official-language minority communities in the territories.	A pan-territorial francophone tourism marketing strategy is being delivered by the Conseil de développement économique des Territoires du Nord-Ouest (CDÉTNO) over a three year period. In 2010-11, CDETNO organized a two day pan-territorial forum bringing together Territorial governments and French economic development agencies to identify new ways to attract francophone tourists to the North.
Federal Economic Development Agency for Southern Ontario (FedDev Ontario)		Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$4.45 M	$1.95 M	$510 500	This funding will support an estimate of 50 projects to address specific economic challenges of OLMCs in Southern Ontario by promoting the development of new expertise through innovation, diversification of economic activities, partnerships, and increased support of small- and medium-sized businesses.	A total of 22 contribution agreements with community groups to support the economic development of OLMC are in place for a total of $ 861 715. A total of $ 510 500 was spent in 2010-11. One million dollars of the 2010-11 budget was reprofiled in 2011-12.
Canada Economic Development (CED) for Quebec regions	Community Development	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$10.2 M	$3.6 M	$2.5 M	Innovation 2 projects - $ 180k (5%) Support to Small and Medium Enterprises 10 projects - $ 540k (15%) Partnerships 6 projects - $ 900k (25%) Diversification 12 projects - $ 1.98 million (55%)	11 EDI projects underway in 2010-11 Result: Increased capacities of SME's and communities: 2 projects which support partnership activities to promote integration of OLMC's and participation in local development. Result: Develop SME's: 7 projects which support the development/maintenance of OLMC SME's or capacity development. Result: Community Development: 2 projects supporting OLMC community development.
Western Economic Diversification Canada	Research and Analysis Community Economic Planning, Development and Adjustment Business Development and Entrepreneurship Innovation	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$3.2 M	$0.75 M	$722 880	Enhanced capacity of OLMCs as reflected by: the number of partnerships created or maintained, and ; project funding leveraged. Development of francophone enterprises as reflected by: the number of enterprises created, maintained or expanded, and; project funding leveraged. Development of francophone communities as reflected by: the number of projects, initiatives, or studies that contribute to the diversification or expansion of the economic base of the OLMCs, and; project funding leveraged.	Manitoba (CDEM) initiative to support youth, rural diversification, and business development in the province: Youth: 31 youth related businesses created/ maintained/expanded. Planning: 2 CED planning project completed. New-immigrant: 19 businesses created/ maintained/expanded with 52 jobs created. $8.5 M business investment in rural economy and $9.6 M in urban economy. Alberta (University of Alberta) initiative to purchase and implement a distance delivery technology to reach a widely dispersed western Canadian Francophone population, creating or maintaining 37 jobs and increasing capacity in the organization. Leveraged an additional $1.5M for other sources.
Atlantic Canada Opportunities Agency	Community Development	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$6.2 M	$2.882 M	$1.166 M	Projects implementation with the official-language minority community.	Twelve projects were approved during the period, therefore committing a total of $1.6M in OLMCs in Atlantic Canada.
Human Resources and Skills Development Canada	Skills and Employment	Enabling Fund for Official-Language Minority Communities Results for the 2008-2013 Roadmap: 1) Contribute to synergies among Government of Canada programming relevant to OLMCs; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and OLMCs. 2) Program results are available to inform management and program policy issues. 3) OLMCs' access to Government of Canada programs and services. 4) Collaborative arrangements.	$69.0 M	$13.8 M	$13.6 M	The governance structure of the National Committees for Economic Development and Employability will be reinforced to strengthen the commitment of community and federal partners. An interdepartmental research initiative on community economic and human resource development will be implemented to increase knowledge and share best practices. The program will implement new reporting requirements with recipient organizations to focus on the achievement of tangible outcomes for communities. The program will implement contribution agreements with 14 official-language minority organizations responsible to enhance community economic and human resource development. The contribution agreements will start on April 1, 2010.	Two meetings of the National Human Resources Development Committee for the English Linguistic Minority of Quebec were held. Federal representatives to these committees also had additional Interdepartmental Government Table Meetings, which allowed for information exchange on issues of common interest. Federal partners of Anglophone and Francophone Government Tables were consulted on the governance structure of the National Committees. Discussions were also undertaken with community representatives. The Interdepartmental Research Committee on Economic Development of OLMCs (IRCEDO) was created. IRCCED held three meetings and supported the production and publication of three reports : 1. Successful Programs for Developing Entrepreneurship Skills among Youth 2. Best Approaches for Economically Integrating Immigrants 3.Report on Promoting OLMC participation in the knowledge-based economy A new reporting template was implemented allowing the Enabling Fund to better track and assess the results achieved by OLMC organizations. Fourteen agreements were signed with OLMC organizations, including one agreement for each Province and Territory and one with a francophone national umbrella organization for francophone minority communities.
Intermediate Result 2: Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
Immediate Result 2.1: Strengthened capacity of language industries.
Public Works and Governmental Services Canada	Linguistic Management and Services	University Scholarships Program in Translation Result for the 2008-2013 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.	$8.0 M	$1.95 M	$1.631 M	Award scholarships to students.	The CLSEP awarded 622 scholarships in translation between April 1, 2010 and March 31, 2011. Moreover, since the creation of the program, some universities have experienced an increase in registration in translation programs that may lead to a career in translation. In particular, the University of Moncton had an increase of about 50 % in the number of registration in translation programs.
Public Works and Governmental Services Canada	Linguistic Management and Services	Language Industry Initiative Result for the 2008-2013 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector.	$10.0 M	$3.435 M	$3.068 M	Offer compensated internships to students. Grant contributions to businesses to supervise trainees.	68 internships were offered between April 1, 2010 and March 31, 2011. Furthermore, the program has contributed to innovation, promotion, and language technologies project initiatives.
National Research Council of Canada	Interactive Language Technologies	Languages Technologies Research Centre Results for the 2008-2013 Roadmap: 1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs. 2) Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content.	$10.0 M	$1.9 M	$1.89 M	Result 1 - Implementation of a functional R & D strategy to meet the needs of the industry: 3 collaborative agreements and (or) protocols for agreements  2 innovative tools to aid in translation and (or) management of multilingual and multicultural content developed or in the process of development 2 ILT seminars / LTRC / AILIA and 8 presentations at the national level. Result 2 - 60 citations by peers in the scientific community 1 award of excellence, internal and (or) external awards received by staff of the ITL Group 1 invitation for Canadian and foreign researchers 2 students at post-doctoral, doctoral and (or) master's degree received / formed by the ITL Group Number of tasks on the editorial boards of journals, number of leadership roles in program committees of international conferences, number of tasks of proofreading articles for journals and scientific conferences. 2 writing scientific journals 1 task management of the committee or sub committee of international program conferences 20 tasks for editing journals and scientific conferences Number of scientific articles, patents, and licensing of research 10 scientific papers 1 Patent Applications 2 Licensing of Research Result 3 - Number and quality of knowledge transfer and technology 3 collaborative arrangements of R-D: 3 collaborative projects for a total value of $ 600,000 1 business license for a total value of $ 30,000 2 participations in exchange activities with partners and businesses (e.g. LTRC, AILIA, trade shows, etc.): 3 pilot projects with institutional and industrial partners	2 collaborative agreements and memoranda of understanding concluded. 2 technologies transferred to industry (PORTAGE, WeBiText). Ongoing evaluations of 5 prototypes (CATÉGO-NLP, PORTAGE-NLP, TerminoContextuelle, PORTAGE-Parliament, CATÉGO--NVTC) 3 ILT/LTRC seminars and 10 presentations at the national level. 283 citations 1 Best Paper Award at the 2010 Traitement automatique des langues naturelles conference (TLAN-2010) and 1 internal award from the Institute for Information Technology of the National Research Council of Canada. 1 foreign researcher hosted for 2 years. 1 doctoral and 1 bachelor level students hosted. 7 articles edited 1 chair: Multilingualism committee of the COLING 2010 conference on Computational Linguistics 35 reviews 19 papers 2 patent applications 2 new research licences 4 collaboration agreements for a total value of $707,685 2 commercial licences, total value of $35,000 + royalties in the future. Participating in the AILIA-Technology committee and ACCORD collaborator.
Immediate Result 2.2: Improved knowledge and use of both official languages.
Public Works and Governmental Services Canada	Linguistic Management and Services	Canada Language Portal Result for the 2008-2013 Roadmap: Canadians have better access to quality language resources in both official languages	$16.0 M	$3.44 M	$3.44 M	Develop new articles for the Magazine section of the Portal. Add new writing tools to the Collection section of the Portal. Conclude agreements with partners to develop the Magazine section of the Portal. Obtain authorizations given by our partners to establish links to online language resources.	13 articles in each official language 3 tools added (Le Rouleau des prépositions, Les mots du droit and Peck's English Pointers) 6 agreements signed French : 251 links added, 27 withdrawn English  : 227 links added, 30 withdrawn
Canada School of Public Service	Official Languages Learning Language retention services Development of new technologies, methodologies and products	Expanding Universities' Access to Language Learning Result for the 2008-2013 Roadmap: Increased access to language training products to Canadians through new partnerships with Canadian universities.	$2.5 M	$0.93 M	$0.87 M	Language learning tools meet university learners needs Access and support to language learning products is provided to learners in the selected universities	Three satisfaction surveys were sent to learners (April 2010, August 2010 and January 2011) to assess their satisfaction. Access was provided to 16 of the School's language learning tools. Weekly bulletins were sent to learners to provide guidance in the use of the School's tools.
Canadian Heritage	Official Languages	Second Language Education Component: Support to Second-Language Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages.	$190.0 M	$38.0 M	$38.0 M	Maintain or increase the offers of Provinces and Territories programs and activities that promote the learning of French and English as a second official language. Maintain or increase the proportion of Canadians who learns French and English as a second official language.	13 education agreements signed with all the Provinces and Territories to support the instruction of English and French as a second language for 2.4 million young Canadians, including over 317,000 students in immersion programs.
Canadian Heritage	Official Languages	Second Language Education Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages.	$38.3 M	$7.66 M	$7.66 M	Ensure the amount of scholarship holders take advantage of the Explore program. This program offers a cultural exchange that helps learners perfect their comprehension of their second official language competencies.	The Explore program enabled over 7,900 young Canadians to take part in a summer program to enrich their second official language skills and participate in a cultural exchange.
Canadian Heritage	Official Languages	Second Language Education Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages.	$14.8 M	$2.96 M	$2.96 M	Ensure the amount of participants in the Odyssée program is maintained. This program allows students to work as language assistants in second language classrooms across the country.	The Odyssey program enabled over 300 young people to work as language monitors in schools across Canada.
Canadian Heritage	Official Languages	Promotion of Linguistic Duality Component: Youth Initiatives Results for the 2008-2013 Roadmap: 1) More young Canadians have a practical knowledge of their second language.	$2.0 M	N/A	N/A	N/A	N/A
Immediate Result 2.3: Improved access to cultural expressions of both linguistic groups.
Canadian Heritage	Cultural Industries	National Translation Program for Book Publishing Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$5.0 M	$1.25 M	$800 686	Canadian-owned publishers that benefit from the program select and translate Canadian-authored books in both official languages. Canadian publishers produce more translations of books by Canadian authors in both official languages.	Funding was allocated to Canadian publishers for eligible translations. 69 translations of Canadian-authored books from one official language to the other were funded.
Canadian Heritage	Cultural Industries	Musical Showcase Program for Artists from Official-language Communities Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$4.5 M	$1.0 M	$1.0 M	Music showcases are organized and presented Artists from OLMCs perform at these Showcases Artists from OLMCs are exposed to a larger audience OLMCs have access to more music showcases in their language	236 artists of OLMCs performed in 538 music showcases presented at regional, national and international events, in addition to several touring opportunities. More than 2000 industry professionals were present at the events where the showcases took place.
Intermediate Result 3: Strengthening capacity of the Government of Canada relating to official languages.
Immediate Result 3.1: Reinforced coordination for the Official Languages Program (OLP).
Justice Canada	Legal Services to Government	Accountability and Coordination Framework Result for the 2008-2013 Roadmap: Support to the ministers with statutory or sectoral responsibilities for Official Languages and to work with them.	$2.18 M	$0.44 M	$0.44 M	Continue training of DOJ employees in order to increase awareness of language rights. Production of two framework opinions on key provisions of the Official Languages Act to better equip legal counsel within the legal service units.	The Official Languages Law Section gave 30 presentations on language rights during the 2010/11 fiscal year. We currently have two framework opinions being drafted. We decided to prioritize the update of Charter-related records (sections 16 to 23). Out of eight records, seven were completed in February 2011.
Justice Canada	Internal Services	Accountability and Coordination Framework	$0.15 M	$0.03 M	$0.03 M	N/A	N/A
Canadian Heritage (Official Languages Secretariat)	Official Languages	Accountability and Coordination Framework Results for the 2008-2013 Roadmap: 1) The Government of Canada has official languages strategies. 2) The partners are supported in the implementation of their official languages initiatives. 3) The quality of information on results (financial and non-financial) provided by the partners is improved. 4) The results of the research on official languages are communicated to the partners. 5) The Minister of Official Languages is advised on official languages files.	$13.5 M	$2.68 M	$1.97 M	Support to Minister of Canadian Heritage and Official Languages and senior officials in elaborating timely documentation and in insisting on quality assurance of given information and strategic advice. To facilitate the implementation of the Roadmap by organizing regular meetings of interdepartmental committees of various levels, by consulting with the partners, by coordinating the collection of information for ministerial reports, by sharing timely financial and non-financial information and by preparing the organization of a symposium on research on official languages. Implementation of the Horizontal Results-based Management Accountability Framework (HRMAF).	Support for the Minister of Official Languages and senior management The Official Languages Secretariat (OLS) offered strategic advice and direction for policy development and decision-making. The OLS also coordinated the Ministerial Conference on the Canadian Francophonie held in Yellowknife, Northwest Territories, in June 2010, for the federal government and helped drive progress in priority issues, particularly economic development and Francophone immigration. Facilitating the Roadmap's implementation The OLS helped to coordinate the federal governments' official languages activities through regular interdepartmental meetings. The OLS supported the Deputy Minister of Canadian Heritage in restructuring the horizontal governance model for interdepartmental committees to improve functioning and effectiveness. In May 2010, the OLS organized a three-day dialogue session in Ottawa to identify the official-languages needs and priorities. The event brought together 165 participants from the community sector and key linguistic-duality organizations, and all of the Roadmap partners. The OLS organized the Symposium on Official Languages Research, slated for September 1 in Ottawa. HRMAF implementation The OLS developed the Official Languages Performance and Information Management System (OLPIMS) to follow-up on the objectives of the federal government's Roadmap partners. The OLS updated the performance measurement strategy. The annual planning and accountability requirements have been fulfilled.
Immediate Result 3.2: Reinforced linguistic duality in federal public service.
Office of the Chief Human Resources Officer	Human resources management - Establishing Directions	Centre of excellence Result for the 2008-2013 Roadmap: Linguistic duality is reinforced in the federal public service.	$17.0 M	$3.4 M	$3.273 M	Continuous support to the review of policy instruments on human resources management to ensure the instruments on official languages are simplified, modernized and include general principles. Support to the development and review of policy instruments from other policy centres on all issues pertaining to official languages. Policy interpretations on horizontal issues. Monitoring the status of official languages in institutions subject to the Official Languages Act, through risk based annual reviews on official languages. An assessment of the official languages performance of institutions as part of the Management Accountability Framework (MAF). An annual report on official languages submitted to Parliament that presents a strategic overview of the Official Languages Program, and is integrated into the Report on the Human Resources Management of the Public Service of Canada. Preparing for the compliance review of the Regulation based on the next decennial census data (the data will likely be available by December 2012).	Almost 60% of the work has been completed to date. The new set of policies on official languages will include 4 instruments[2]. A draft of these new instruments was prepared. The consultation process is underway. 6 policy instruments from other policy centres were assessed. The guidelines on internal use of social media were distributed. The interpretation for the implementation of CALDECH and a corresponding analytical grid were sent to the institutions in June 2010. 11 interpretation requests affecting one institution were processed. 73 annual reviews were requested from the institutions and 68 were received (93%). The status of official languages was assessed under the MAF. The Annual Report on Official Languages 2008-09 was submitted in October 2010. The preparatory work is well underway. The overall schedule and detailed list of tasks have been established. The main tools and templates have been developed.
Office of the Chief Human Resources Officer	Human resources management - Enabling Infrastructure					Horizontal support to institutions in particular through the advisory committees on official languages, the Network of official languages champions, the annual conference of official languages champions and the annual forum on best practices.	The preparatory work is well underway. The overall schedule and detailed list of tasks have been established. The main tools and templates have been developed. The Departmental Advisory Committee and the Crown Corporations Advisory Committee on Official Languages have each held 2 meetings and 1 retreat. Average participation rate: 75% for the departments and 46% for the Crown corporations. A Network of champion's conference was organized. The theme was leadership and working language. The Network also held 6 meetings. The annual forum on best practices was held under the theme of communities at the heart of official languages. 20 information sessions and workshops were offered to federal institutions. 1 information session was offered to TBS analysts. 2 horizontal requests for advice and information were processed. 76 requests for advice and information affecting a single institution were processed. 10 requests for information from the public were processed. 7 pieces of correspondence were written. 5 Access to Information requests were processed. A special study on the management of the Official Languages Program in institutions is underway and will be distributed during the next fiscal year. Improvements were made to the Regulations Management System (RMS) in preparation for the compliance review of the Regulations. More improvements will follow next year. Corrections were made to the ABCs of Linguistic Profiles at Your Fingertips tool.
Total			$1 110.1 M	$234.92 M	$215.6 M

Comments on Variances:

ACOA: The variance in planned versus actual spending associated to the Francophone immigration project is largely due to delays in opening the welcome centres, staffing the centres and subsequently delivering activities to newcomers. The cause for the delays in opening was as a result of the time it took to organize the four communities, ensure they had a steering committee in place and engage both the business community and community at-large.

As for the variance on planned and actual spending in the delivery of the Economic Development Initiative, the variance is mostly due to delays incurred in certain projects that resulted in extending their completion date as well as incurring forecasted expenses in the 2011-12 financial year instead of the 2010-11 financial year.

Canada Economic Development (CED) for Quebec regions: In the first two years of the initiative, efforts to raise awareness regarding the EDI were to take place with OLMC. These efforts were carried out with various associations representing the OLMC. As a result, there have been more projects submitted to the Agency during the last year considering the time normally required for project requests to be developed by the OLMC and subsequently submitted to us. Having said that, we have, for some time now, noticed that we are reaping greater benefits from our increased contacts with the OLMC.

CIC: The total amount actually spent by CIC in 2010-11 exceeds the funding set out by the Roadmap for the same period. An additional $10.7M was taken from CIC settlement funds for the implementation of official languages initiatives, as specified in CIC's submission to the Treasury Board in relation to the Roadmap.

FedDev Ontario: Given the fact that the Initiative was created prior to the establishment of the Agency, there have been a number of challenges and delays that have impacted the execution of funding agreements and the disbursement of funding.

HRSDC :
Childcare pilot project
All the funding required to carry out the Child Care Pilot Project was spent. In 2009-10, a process was implemented to identify additional research projects. Projects have been identified. Some were carried out in 2010-11, while others began in 2011-12 and will continue in 2012-13.

Enabling Fund
The Enabling Fund renewed 14 contribution agreements with national, provincial and territorial organizations; however, $200,000 in program funding was not spent by one of the recipient organizations.

Industry Canada-FedNor: Some projects started late. The funds will be allocated later in 2011-12.

Industry Canada - Regional Operations Sector: A project with the Institute of Moncton was not financed at their request, due to lack of time on their part.

Justice Canada:
Explanation for the Contraventions Act Fund: Only provinces/territories/municipalities are eligible for funding under the Fund. The Department has been diligently working to negotiate new agreements in 2010-11, namely with Newfoundland-and-Labrador and Prince Edward Island. As staff at the provincial level changed, negotiations were temporarily suspended until such time as new staff was assigned. The Department continues to work to move negotiations forward towards getting the provinces/territories/municipalities to sign contribution agreements, which once accomplished will utilize available funding.

Explanation for the Access to Justice Support Fund: The process to increase awareness on the training component has been longer than anticipated which has reduced the number of anticipated projects. However, departmental efforts to increase awareness of the component in 2010-11 were increased and as a result, it is anticipated that more funding applications will be received in 2011-12.

PCH-OLS: The difference between planned spending and real spending is attributed to the overtime needed to recruit additional resources. The planned staffing level was achieved before fiscal year-end. Recruitment time led to delays in carrying out some activities.

PCH-Cultural industries: The National Translation Program for Book Publishing's annual budget exceeded demand for support for literary translation in 2010-11. To encourage more official-language translations, Canadian Heritage and the Canada Council for the Arts, which administers the program on behalf of the Department, have introduced funding for supplemental activities, including a translation rights fair.

PWGSC - Translation Bureau: Contribution payments for the Language Sector Enhancement Program were not paid in full due to delays in program delivery, primarily due to stakeholders and recipients not being able to process contributions. This resulted in lower than planned expenditures (unused portion of $0.7 million)

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

Contact information: Isabelle Delage, Canadian Heritage - Official Languages Secretariat, (819) 997-0622, isabelle.delage@pch.gc.ca