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ARCHIVED - 2009-10 - Main Estimates

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Canadian Heritage

Department
Canada Council for the Arts
Canadian Broadcasting Corporation
Canadian Museum for Human Rights
Canadian Museum of Civilization
Canadian Museum of Nature
Canadian Radio-television and Telecommunications Commission
Library and Archives of Canada
National Arts Centre Corporation
National Battlefields Commission
National Film Board
National Gallery of Canada
National Museum of Science and Technology
Office of the Co-ordinator, Status of Women
Public Service Commission
Public Service Labour Relations Board
Public Service Staffing Tribunal
Registry of the Public Servants Disclosure Protection Tribunal
Telefilm Canada

Ministry Summary

Vote	(thousands of dollars)	2009–10	2008–09	Difference
		Main Estimates	Main Estimates
	Canadian Heritage
	Department
1	Operating expenditures	265,654	272,193	(6,539)
5	Grants and contributions	959,770	1,088,828	(129,057)
(S)	Contributions to employee benefit plans	26,929	28,254	(1,325)
(S)	Minister of Canadian Heritage – Salary and motor car
	allowance	78	76	2
(S)	Salaries of the Lieutenant-Governors	1,196	1,129	67
(S)	Payments under the Lieutenant-Governors
	Superannuation Act	637	637	. . . . .
(S)	Supplementary Retirement Benefits – Former
	Governors	182	182	. . . . .
	Total Department	1,254,446	1,391,299	(136,853)
	Canada Council for the Arts
10	Payments to the Canada Council for the Arts	180,786	180,526	260
	Total Agency	180,786	180,526	260
	Canadian Broadcasting Corporation
15	Payments to the Canadian Broadcasting Corporation for
	operating expenditures	956,978	1,020,405	(63,427)
20	Payments to the Canadian Broadcasting Corporation for
	working capital	4,000	4,000	. . . . .
25	Payments to the Canadian Broadcasting Corporation for
	capital expenditures	91,630	91,019	611
	Total Agency	1,052,608	1,115,424	(62,816)
	Canadian Museum for Human Rights
30	Payments to the Canadian Museum for Human Rights for
	operating and capital expenditures	1,500	. . . . .	1,500
	Total Agency	1,500	. . . . .	1,500
	Canadian Museum of Civilization
35	Payments to the Canadian Museum of Civilization for
	operating and capital expenditures	62,266	61,429	837
	Total Agency	62,266	61,429	837
	Canadian Museum of Nature
40	Payments to the Canadian Museum of Nature for
	operating and capital expenditures	32,385	59,176	(26,791)
	Total Agency	32,385	59,176	(26,791)
	Canadian Radio-television and Telecommunications
	Commission
45	Program expenditures	. . . . .	. . . . .	. . . . .
(S)	Contributions to employee benefit plans	5,352	5,466	(114)
	Total Agency	5,352	5,466	(114)
	Library and Archives of Canada
50	Program expenditures	110,216	145,749	(35,533)
(S)	Contributions to employee benefit plans	11,167	11,853	(686)
	Total Agency	121,383	157,602	(36,219)
	National Arts Centre Corporation
55	Payments to the National Arts Centre Corporation for
	operating expenditures	35,175	49,553	(14,378)
	Total Agency	35,175	49,553	(14,378)
	National Battlefields Commission
60	Program expenditures	7,354	8,009	(655)
(S)	Contributions to employee benefit plans	365	374	(9)
(S)	Expenditures pursuant to paragraph 29.1(1) of the
	Financial Administration Act	1,600	1,600	. . . . .
	Total Agency	9,319	9,983	(664)
	National Film Board
65	Program expenditures	65,062	65,042	20
(S)	National Film Board Revolving Fund	. . . . .	. . . . .	. . . . .
	Total Agency	65,062	65,042	20
	National Gallery of Canada
70	Payments to the National Gallery of Canada for operating
	and capital expenditures	41,672	45,268	(3,596)
75	Payment to the National Gallery of Canada for the
	purchase of objects for the Collection	8,000	8,000	. . . . .
	Total Agency	49,672	53,268	(3,596)
	National Museum of Science and Technology
80	Payments to the National Museum of Science and
	Technology for operating and capital expenditures	34,604	31,028	3,576
	Total Agency	34,604	31,028	3,576
	Office of the Co-ordinator, Status of Women
85	Operating expenditures	8,585	7,499	1,086
90	Grants and contributions	19,950	16,250	3,700
(S)	Contributions to employee benefit plans	1,113	1,012	101
	Total Agency	29,648	24,761	4,887
	Public Service Commission
95	Program expenditures	79,814	84,955	(5,141)
(S)	Contributions to employee benefit plans	11,952	11,673	279
	Total Agency	91,767	96,628	(4,861)
	Public Service Labour Relations Board
100	Program expenditures	6,071	5,996	75
(S)	Contributions to employee benefit plans	751	760	(9)
	Total Agency	6,821	6,756	65
	Public Service Staffing Tribunal
105	Program expenditures	1,567	4,481	(2,914)
(S)	Contributions to employee benefit plans	11	487	(476)
	Total Agency	1,579	4,968	(3,389)
	Registry of the Public Servants Disclosure Protection
	Tribunal
110	Program expenditures	1,644	1,644	. . . . .
(S)	Contributions to employee benefit plans	184	189	(5)
	Total Agency	1,828	1,833	(5)
	Telefilm Canada
115	Payments to Telefilm Canada to be used for the purposes
	set out in the Telefilm Canada Act	104,662	107,172	(2,510)
	Total Agency	104,662	107,172	(2,510)

Note: Details may not add to totals due to rounding.

Department

Strategic Outcome

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

Program Activity Descriptions

Cultural Industries

This program activity supports the Canadian cultural sector to ensure that a range of Canadian cultural content is produced and is accessible to domestic and international audiences. It also creates conditions that foster sustainability of the Canadian cultural industries. This program activity aims to enable Canadian creators, entrepreneurs, cultural exporters, producers and cultural industries to develop, market and export Canadian cultural content. This is achieved through delivering programs and services in the form of grants, contributions, tax credits and, policies, regulatory and legislative measures.

Arts

This program activity aims to improve Canadians’ direct access to diverse artistic experiences and to contribute to the sustainability of the arts sector. This is accomplished through funding programs that support: the presentation of professional arts festivals or performing arts series; the improvement of arts and heritage infrastructure; the improvement of business and management capacity of arts and heritage organizations that are valued by their community; as well as institutions that offer training of the highest calibre, in preparation for artistic careers.

Heritage

This program activity promotes access to Canada’s heritage, the preservation and protection of items of historical and heritage significance, and the sustainability of organizations that preserve and present Canadian heritage. This is accomplished by providing funding as well as capacity-building resources and services to the heritage community, to support the preservation and protection of heritage collections and objects, and to facilitate the creation and presentation of exhibitions and other forms of heritage content. The objectives are to improve Canadians’ access to diverse, quality heritage products and experiences, and to provide youth employment opportunities in the heritage fields.

Strategic Outcome

Canadians have a sense of their Canadian identity.

Program Activity Descriptions

Official Languages

Canadian Heritage is responsible for the planning, implementation and management of the Official Languages Support Programs pertaining to the promotion of linguistic duality within Canada and the development of official-language minority communities, in accordance with Canadian Heritage’s mandate pursuant to article 43 of the Official Languages Act (OLA). It connects to the Government Outcome “A diverse society that promotes linguistic duality and social inclusion”. Canadian Heritage plays a coordination and support role among federal institutions in the implementation of their commitment to the development of official-language minority communities and to the promotion of linguistic duality, as conferred by article 42 of the OLA . Canadian Heritage is also responsible for the horizontal coordination of the Official Languages Program (OLP) covering all activities of federal institutions subject to the OLA , including language of service or of work, support for linguistic duality within Canada and support for the development of official-language minority communities.

Engagement and Inclusion

Canada’s ability to leverage the benefits of diversity depends on its success at ensuring that Canadians are engaged and have the opportunity to participate in the economic, social, political and cultural aspects of the Canadian society. Through different initiatives, it also fosters increased inter-cultural understanding and works toward the goal that Canadians live in a society where they are treated fairly and equitably, regardless of their background.

Promotion of and Attachment to Canada

This program activity promotes Canadian identity through building trust, pride and sense of national purpose in Canadians. It represents and celebrates Canada to Canadians and Canada to the world, showcasing ingenuity, achievements, innovations, excellence and leadership; expresses shared values, cultural diversity and place in the global community. It also promotes civic education, participation among young Canadians through exchanges, forums and community service, as well as provides them with the opportunity to learn about and understand Canada’s society, diversity, history and institutions.

Strategic Outcome

Canadians participate and excel in sports.

Program Activity Descriptions

Sport

This program activity promotes development and excellence in sports among Canadians and Canadian communities. This is accomplished through support for high-performance athletes in national and international sporting events, enhancing Canada’s ability to host national and international sporting events and supporting the development of excellence in coaching and sports organizations. In recent years this program has been expanded to include promoting participation in sports by Canadians of all ages and abilities. This program activity provides funding, expertise and other services to Canadian athletes, sport organizations and event organizers.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)		2009–10 Main Estimates				2008–09
		Budgetary			Total	Main Estimates
	Operating	Grants	Contributions	Less:
			and other	Revenues
			transfer	credited
			payments	to the vote
Official Languages	20,185	41,921	294,790	. . . . .	356,896	. . . .
Cultural Industries	51,759	50,340	122,693	3,100	221,692	. . . .
Sport	23,035	26,677	147,606	. . . . .	197,318	. . . .
Engagement and Inclusion	30,899	22,383	77,392	. . . . .	130,674	. . . .
Arts	19,432	30,384	66,597	. . . . .	116,413	. . . .
Promotion of and Attachment to Canada	42,788	7,389	56,808	. . . . .	106,985	. . . .
Internal Services	87,653	. . . . .	. . . . .	. . . . .	87,653	. . . .
Heritage	22,110	3,664	11,946	905	36,815	. . . .
Creation of Canadian Content and
Performance Excellence	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	339,570
Participation in Community and Civic Life	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	257,238
Community Development and Capacity-
Building	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	252,865
Access to Canada’s Culture	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	207,163
Sustainability of Cultural Expression and
Participation	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	173,143
Promotion of Inter-Cultural Understanding	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	121,529
Preservation of Canada’s Heritage	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	39,790
	297,862	182,758	777,831	4,005	1,254,446	1,391,299

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2009–10	2008–09
	Main Estimates	Main Estimates
Grants
Grants to eligible publishers of Canadian periodicals to defray a portion
of mailing costs	45,400,000	45,400,000
Grants to organizations, associations and institutions to promote the
vitality and long-term development of official-language minority
communities through the Development of Official-Language
Communities Program	36,823,000	36,822,973
Grants to the Athlete Assistance Program	26,677,000	26,676,000
Grants to arts organizations for endowment purposes	14,884,000	14,884,420
Grants in support of the Building Communities through Arts and Heritage
Program	12,405,000	4,500,000
Grants to Arts Presentation Canada (Programming Component)	10,000,000	10,000,000
Grants in support of the Multiculturalism Program	7,315,035	7,315,204
Grants in support of the Celebration, Commemoration and Learning
Program	5,434,000	5,434,000
Grants to organizations, associations and institutions to promote the full
recognition and use of the official languages in Canadian society
through the Enhancement of Official Languages Program	5,098,000	5,097,638
Grant to TV5 Monde	4,940,000	4,940,000
Grants to Cultural Spaces Canada	3,000,000	3,000,000
Grant to Canadian museums and heritage organizations to promote
professional management of, and access to, Canada’s diverse heritage	2,500,000	2,500,000
Grants to Canadian Arts and Heritage Sustainability Program (Capacity
Building Component)	2,000,000	2,000,000
Grants to support the Aboriginal Peoples’ Program	1,340,000	1,340,000
Grants to institutions and public authorities in Canada in accordance with
Section 35 of the Cultural Property Export and Import Act	1,164,000	3,000,000
Grants in support of the Community Historical Recognition Program	1,127,672	2,757,392
(S) Payments under Lieutenant-Governors Superannuation Act	637,000	637,000
Grants to Arts Presentation Canada (Development Component)	500,000	500,000
Grants in support of the Canadian Studies Program	200,000	200,000
Grants in support of the Human Rights Program	195,293	195,293
(S) Supplementary Retirement Benefits – Former Lieutenant-Governors	182,000	182,000
Grants to the Lieutenant-Governors of the provinces of Canada toward
defraying the costs incurred in the exercise of their duties:
Quebec	147,372	147,372
Ontario	105,627	105,627
British Columbia	97,814	97,814
Newfoundland	77,510	77,590
Alberta	75,940	75,940
Manitoba	73,762	73,762
Saskatchewan	73,758	73,758
Nova Scotia	64,199	64,199
New Brunswick	62,947	62,947
Prince Edward Island	57,071	57,071
Grants in support of Innovative Youth Exchange Projects	100,000	100,000
Total grants	182,758,000	178,318,000
Contributions
Contributions to support the Development of Official-Language
Communities Program	189,867,000	202,090,500
Contributions to support the Enhancement of Official Languages Program	104,923,000	108,133,289
Contributions for the Sport Support Program	101,113,596	101,563,183
Contributions to support the Aboriginal Peoples’ Program	56,522,911	56,417,982
Contributions for the Games’ Hosting Program	43,992,404	50,387,404
Contributions in support of publishing, sound recording and multimedia
organizations to enhance their development and distribution:
Contributions for the Book Publishing Industry Development
Program	36,637,660	37,637,660
Contributions in support of the Cultural Spaces Canada Program	25,332,485	26,342,801
Contributions to the Canada Music Fund	22,364,982	22,614,982
Contributions to the Canadian Television Fund	20,400,000	119,950,000
Contributions in support of the Katimavik Program	19,776,000	19,776,000
Contributions in support of the Celebration and commemoration Program	19,155,641	23,286,423
Contributions in support of the Arts Presentation Canada Program	17,862,112	17,862,112
Contributions in support of the Exchanges Canada Initiative	17,686,359	12,604,359
Contributions for the National Arts Training Program	16,703,920	16,703,920
Contributions to the Canadian magazine publishing industry	14,881,638	15,381,182
Contributions to the Canada New Media Fund	14,196,077	14,196,077
Contributions to Canadian museums and heritage organizations to
promote professional management of, and access to, Canada’s diverse
heritage	11,946,000	11,945,845
Contributions in support of the Community Historical Recognition
Program	9,932,614	12,361,878
Contributions in support of the Multiculturalism Program	9,394,124	9,487,997
Contributions in support of the Canadian Culture On-line Program	5,567,143	10,658,643
Contributions to Cultural Capitals of Canada	3,862,680	3,862,680
Contributions in support of the National Training Program in the Film and
Video Sector	2,519,400	. . . . .
Contributions to TV5	2,470,000	2,470,000
Contributions to Arts and Heritage Sustainability Program (Capacity
Building Component)	2,365,479	4,134,043
Contributions in support of the Trade Routes: Canada’s Trade
Opportunities Program	1,976,000	1,976,000
Contributions to non-profit cultural organizations and institutions to
enhance cultural infrastructures and support cultural development:
Contribution to Fathers of Confederation Buildings Trust,
Charlottetown, P.E.I.	1,580,000	1,580,000
Contributions in support of the Canadian Feature Film Policy: Canadian
Independent Film and Video Fund	1,531,400	1,531,400
Contributions in support of the Building Communities through Arts and
Heritage Program	1,350,000	2,500,000
Contribution to the Canadian Arts and Heritage Sustainability Program
(Networking component)	1,000,000	1,000,000
Contributions to the Arts, Culture and Diversity Program	390,000	390,000
Contributions in support of the Human Rights Program	192,280	192,280
Contributions in support of the Canadian Studies Program	190,000	265,000
Contributions in support of the Canadian Feature Film Policy: Audio-
Visual Preservation Trust	148,200	148,200
Total contributions	777,831,105	909,451,840
Items not required
Grants to Research and Development Application	. . . . .	750,000
Contributions in support of Stabilization Projects	. . . . .	626,760
Contribution for limited support for endangered arts organizations	. . . . .	500,000
Total items not required	. . . . .	1,876,760
Total	960,589,105	1,089,646,600

Notes: The “Grants to non-profit organizations, Canadian institutions, individuals, the private and public sectors and other levels of government for the purpose of furthering participation in Canadian society and Celebrate Canada! activities” identified in the 2008-09 Main Estimates has been renamed “Grants in support of the Celebration and Commemoration Program”.

The “Contributions to non-profit organizations, Canadian institutions, individuals, the private and public sectors and other levels of government for the purpose of furthering participation in Canadian society and Celebrate Canada! activities” identified in the 2008-09 Main Estimates has been renamed “Contributions in support of the Celebration and Commemoration Program”.

Canada Council for the Arts

Strategic Outcome

A vibrant and dynamic arts sector in Canada.

Program Activity Descriptions

Grants and services to support creation, production and dissemination of arts for individuals and organizations

Provides grants and services to professional Canadian artists and arts organizations.

Arts promotion to foster public knowledge and appreciation of the Canadian arts and culture

To encompass all activities within the organization for the promotion of arts at the national and international levels including partnerships and networks with multiple stakeholders, rental of art works, recognizing artistic excellence with our different prizes.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Grants and services to support creation, production and
dissemination of arts for individuals and organizations	165,592	165,592	175,234
Internal Services	10,423	10,423	. . . . .
Arts promotion to foster public knowledge and appreciation
of the Canadian arts and culture	4,771	4,771	5,292
	180,786	180,786	180,526

Note: Details may not add to totals due to rounding.

Canadian Broadcasting Corporation

Strategic Outcome

A national public broadcasting service that is primarily Canadian in content and character.

Program Activity Descriptions

Television Services

National, regional and local television broadcasting services in English and French.

Radio Services

National, regional and local radio broadcasting services in English and French, and an international service, Radio Canada International.

Transmission and distribution of programs

The distribution of the national broadcasting service to virtually all parts of Canada through satellite, microwave and landlines. Included is the provision of the signal that delivers service to the individual radio and television receivers through CBC/SRC transmitters, payments to privately-owned affiliates carrying CBC/SRC programs, and facilities to delay or pre-release broadcasts as required in the different time zones of the country.

Newsworld

CBC Newsworld is an English-language news and information specialty service distributed through satellite and cable delivery. The incremental cost of its operations is funded from its revenues.

Réseau de l’information

Le Réseau de l’information is a French-language news and information specialty service distributed through satellite and cable delivery. The incremental cost of its operations is funded from its revenues.

Galaxie

A continuous music network for the home or business market, Galaxie is available by subscription on digital cable and satellite distribution and currently provides 45 different channels of CD-quality uninterrupted music, 24 hours a day.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Capital	Less:
			Revenues
			credited
			to the vote
Television Services	977,780	67,099	403,414	641,465	707,084
Radio Services	333,844	17,625	15,987	335,482	345,915
Transmission and distribution of programs	64,769	10,906	8,019	67,656	69,458
Internal Services	16,780	. . . . .	. . . . .	16,780	. . . . .
Newsworld	80,371	. . . . .	80,371	. . . . .	. . . . .
Réseau de l’information	48,955	. . . . .	48,955	. . . . .	. . . . .
Galaxie	. . . . .	. . . . .	8,775	(8,775)	(7,033)
	1,522,499	95,630	565,521	1,052,608	1,115,424

Note: Details may not add to totals due to rounding.

Canadian Museum for Human Rights

Strategic Outcome

Enhanced knowledge of human rights, with special but not exclusive reference to Canada, in order to enhance the public’s understanding of human rights, to promote respect for others and to encourage reflection and dialogue.

Program Activity Descriptions

Museum Content and Program

In becoming the world’s first museum dedicated to the exploration of human rights, the CMHR is breaking new ground; there is no precedent for a museum of this nature. In its early years, the primary focus of this activity will be on establishing an innovative and unique public program that includes developing a sound research and scholarship capacity; accessible and engaging exhibits and educational programming that promote reflection and dialogue; a strong capacity of national outreach, engagement and service to Canadians; and strong Marketing and Communications to ensure a high level of awareness about the CMHR and its programs and services.

Stewardship and Corporate Management

The Stewardship and Corporate Management Activity is aimed at ensuring the private and public funds invested in the Museum are managed in a transparent, accountable manner; that resources are effectively deployed, developed, directed, administered and controlled; and that the corporation optimizes the value it contributes to Canadians and Canadian society.

Accommodation

The focus of this activity in the early years will be to manage all stages of the capital construction project–including choosing the final design–leading to its commissioning and public opening.The Board will be fully acountable for overseeing all aspects of the building project, including choosing the final design, establishing the time-frames for construction and managing risks throughout.

Prior to the opening of the facility, the Museum will also be establishing the appropriate mechanisms to provide for effective, efficient operations and maintenance and its ongoing security, accessibility and sustainability.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Museum Content and Program	600	600	. . . . .
Stewardship and Corporate Management	600	600	. . . . .
Accommodation	300	300	. . . . .
	1,500	1,500	. . . . .

Note: Details may not add to totals due to rounding.

Canadian Museum of Civilization

Strategic Outcome

Interest in, knowledge of and appreciation and respect for human cultural achievements and human behaviour through collections of historical and cultural objects, exhibitions, programs and research reflecting a Canadian perspective.

Program Activity Descriptions

Accommodation

Managing and maintaining all facilities and related security and hosting services.

Exhibit, Educate and Communicate

Develops, maintains, and communicates exhibits, programs and activities to further knowledge, critical understanding, appreciation and respect for human cultural achievements and human behaviour.

Collect and Research

Manages, develops, conserves and undertakes research on the collections to enhance program delivery and augment the scientific knowledge base.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Capital	Less:
			Revenues
			credited
			to the vote
Accommodation	25,329	6,585	. . . . .	31,914	28,847
Exhibit, Educate and Communicate	17,318	. . . . .	1,063	16,255	19,456
Collect and Research	10,778	. . . . .	95	10,683	13,126
Internal Services	16,756	500	13,842	3,414	. . . . .
	70,181	7,085	15,000	62,266	61,429

Note: Details may not add to totals due to rounding.

Canadian Museum of Nature

Strategic Outcome

Interest in, knowledge of and appreciation and respect for the natural world through collections of natural history objects, public education programmes and research reflecting a special but not exclusive perspective on Canada.

Program Activity Descriptions

Accommodation

Provides secure and functional facilities that meet all safety and building code requirements including a renovated Museum facility that furthers the vision and mandate of the Museum.

Public education programmes

Develops and maintains exhibitions, programmes, electronic and print publications, the Museum’s Web site nature.ca and activities to foster an understanding of, and empathy with, nature.

Research

Explores the past and assists Canadians in preparing for the future by conducting both systematics and applied research, as well as by developing and maintaining networks and linkages with Canadian and international scientific communities.

Collections management

Develops, preserves and makes accessible collections of natural history specimens, objects and information materials to meet the growing needs of both the public and private sectors for research, education and informed decision-making about the natural world.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Capital	Less:
			Revenues
			credited
			to the vote
Accommodation	13,908	2,098	203	15,803	46,479
Internal Services	7,322	. . . . .	1,015	6,307	. . .
Public education programmes	4,772	. . . . .	370	4,402	4,521
Research	3,857	. . . . .	52	3,805	5,283
Collections management	2,173	. . . . .	105	2,068	2,893
	32,032	2,098	1,745	32,385	59,176

Note: Details may not add to totals due to rounding.

Canadian Radio-television and Telecommunications Commission

Strategic Outcome

Canadians have access to a wide variety of high quality Canadian produced programming and to reliable, affordable and high quality telecommunication services.

Program Activity Descriptions

Canadian Broadcasting

The Broadcasting Act requires the Canadian Radio-television and Telecommunications Commission regulate and monitor broadcasters and broadcasting services, including radio, television, cable distribution and direct-to-home satellite systems, through the issuance of licences. This program is important in order to ensure the predominance of Canadian content and by providing Canadians with a full access to the broadcasting system, as participants in the industry and as audiences.

Canadian Telecommunications

The Telecommunications Act requires that the Canadian Radio-television and Telecommunications Commission regulate and supervise the telecommunications industry by approving tariffs and fostering competition. The Commission’s regulation of the telecommunications industry is based on an increased reliance on market forces and, where required, effective and efficient regulation. As a result of the Commission’s regulation of the telecommunications industry, Canadians have access to reliable telephone and other high-quality telecommunications services at affordable prices.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Less:		Estimates
		Revenues
		credited
		to the vote
Internal Services	15,898	13,946	1,952	. . . . .
Canadian Broadcasting	16,688	14,861	1,827	2,863
Canadian Telecommunications	13,417	11,845	1,573	2,603
	46,004	40,652	5,352	5,466

Notes: Details may not add to totals due to rounding.

The 2008-09 funding associated with the program activity “Regulation and Supervision of the Canadian Broadcasting Industry” in the 2008-09 Main Estimates is displayed under the new program activity entitled “Canadian Broadcasting”.

The 2008-09 funding associated with the program activity “Regulation and Monitoring of the Canadian Telecommunications Industry” in the 2008-09 Main Estimates is displayed under the new program activity entitled “Canadian Telecommunications”.

Library and Archives of Canada

Strategic Outcome

Current and future generations of Canadians have access to their documentary heritage.

Program Activity Descriptions

Managing the documentary heritage of interest to Canada

The building of national documentary resource for all aspects of the study of Canada is fundamental to the mandate of Library and Archives of Canada (LAC). The LAC collection consists of published and unpublished materials in a variety of formats acquired through legal deposit, agreements with government institutions and selected private materials purchased or received by donation. To access the contents of collections, they must be described. Description can take many forms and provide various layers of access but is governed by nationally and internationally accepted codes of practice. At the same time, holdings are also described to meet Canadians’ expectations for timely and equitable access. Once materials enter the LAC collection they are managed to ensure their long-term preservation and accessibility through policies, procedures and various programs including storage, conservation, restoration and copying. To fulfill its role as a permanent repository of the government records and publications, the LAC enters into agreements with government institutions to ensure that documents of historical and archival value are eventually transferred to LAC. LAC also provides advice to assist government institutions in fulfilling their obligations under Sections 12 and 13 of the Library and Archives of Canada Act .

Making the documentary heritage known and accessible for use

All materials that become part of the LAC collection are intended for use by those interested in Canada. LAC provides information and services including consultation, research and lending, across multiple channels to facilitate access to the documentary heritage to a wide variety of clients. It also establishes programs, such as the Portrait Gallery of Canada, and encourages or organizes programs such as exhibitions, publications and performances, to make known and interpret the documentary heritage. LAC also provides information resources and standards such as the national catalogue and supports the infrastructure necessary to ensure its accessibility to those interested in Canada.

Managing the disposition of the Government of Canada records of continuing value

Through the issuance of Records Disposition Authorities, the development of record-keeping advice, tools and guidance, and the provision of Federal Records Centre services for departments of the Government of Canada, LAC enables and facilitates the management of information within federal agencies and ensures that government’s archival and historical records are identified and appropriately preserved.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2009–10 Main Estimates				2008–09
		Budgetary			Total	Main Estimates
	Operating	Grants	Contributions	Less:
			and other	Revenues
			transfer	credited
			payments	to the vote
Managing the documentary heritage of
interest to Canada	57,265	36	. . . . .	. . . . .	57,301	77,166
Internal Services	29,606	. . . . .	. . . . .	. . . . .	29,606	. . . . .
Making the documentary heritage known
and accessible for use	23,452	. . . . .	1,710	550	24,612	68,434
Managing the disposition of the Government
of Canada records of continuing value	9,864	. . . . .	. . . . .	. . . . .	9,864	12,002
	120,187	36	1,710	550	121,383	157,602

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2009–10	2008–09
	Main Estimates	Main Estimates
Grants
International Serials Data System	25,000	25,000
International Federation of Library Associations and Institutions	11,000	11,000
Total grants	36,000	36,000
Contributions
Canadian archival community in support of archival projects leading
to the development of a national network of Canadian archives,
holdings, activities and services	640,000	640,000
Canadian Council of Archives for activities in support of the National
Archival Development Program	570,000	570,000
Canadian archival community in support of projects relating to the
conservation of archival records, conservation research, and
conservation training and information	500,000	500,000
Total contributions	1,710,000	1,710,000
Total	1,746,000	1,746,000

National Arts Centre Corporation

Strategic Outcome

Strong and dynamic performing arts in the National Capital Region and across Canada.

Program Activity Descriptions

Programming

Performing arts programming in Music, English theatre, French theatre, Dance and other forms of programming, as well as Programming support services.

Accommodation

Operating and maintaining the National Arts Centre.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Less:		Estimates
		Revenues
		credited
		to the vote
Programming	29,132	11,272	17,860	24,391
Internal Services	11,468	. . . . .	11,468	. . . . .
Accommodation	5,847	. . . . .	5,847	25,162
	46,447	11,272	35,175	49,553

Note: Details may not add to totals due to rounding.

National Battlefields Commission

Strategic Outcome

The Battlefields Park of Quebec is a prestigious, accessible, safe and educational historic and urban site.

Program Activity Descriptions

Conservation and Development

As part of this program activity, the National Battlefields Commission (NBC) preserves the legacy of the Battlefields Park for future generations. To do so, the NBC ensures infrastructures maintenance and improvement when required, the horticultural landscape, and offers a protected site for all Canadian and foreign users and visitors.

Public Education and Services

The purpose of this program activity is to showcase the history of the site and its cultural, recreational and natural treasures so as to emphasize its dual role as a historical and a city park. In support of this program, the National Battlefields Commission welcomes visitors, puts on exhibits and educational activities, provides quality public services, and disseminates information to users and visitors from both Canada and abroad.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Internal Services	5,748	5,748	. . . . .
Conservation and Development	2,749	2,749	6,769
Public Education and Services	822	822	3,214
	9,319	9,319	9,983

Note: Details may not add to totals due to rounding.

National Film Board

Strategic Outcome

The reflection of Canadian values and perspectives through the production of innovative Canadian audiovisual works accessible in relevant media of the day.

Program Activity Descriptions

Production of audiovisual works

The National Film Board (NFB)’s audiovisual works provide a uniquely Canadian perspective, including diverse cultural and regional perspectives, recognized across Canada and around the world, thereby playing a pivotal role in the Canadian film and television industry.

The NFB’s programming fosters diverse voices and content in both official languages by encouraging participation from Aboriginal groups and ethnocultural communities.

The NFB’s use of the recent production methods and technologies to provide quality works to be accessible on new distribution platforms and in new media.

NFB’s production activities include the conceptualization, research, development, production and marketing of documentaries, animation films, new media content, as well as other emerging forms.

Distribution, Accessibility, Outreach

NFB’s distribution, accessibility and outreach activities contribute to a dynamic Canadian culture and heritage.

The distribution of audiovisual work includes: commercializing its audiovisual catalogues and well established stock shot library and developing and diversifying markets (Theatrical, TV, Consumer and Institutional) for NFB products in Canada and abroad.

Activities will make works available in communities across Canada, especially those in remote, rural areas, and provide access to Native groups and official language minority groups.

Revolving Fund

The Estimates are based on cash requirements for the NFB over the fiscal year and the Revolving Fund is used to pay for the Board’s expenses calculated on an accrual basis.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

(thousands of dollars)		2009–10 Main Estimates				2008–09
		Budgetary			Total	Main Estimates
	Operating	Grants	Contributions	Less:
			and other	Revenues
			transfer	credited
			payments	to the vote
Production of audiovisual works	47,616	. . . . .	150	2,392	45,374	51,061
Distribution, Accessibility, Outreach	18,157	12	85	6,038	12,216	13,981
Internal Services	7,492	3	. . . . .	22	7,472	. . . . .
Revolving Fund	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .
	73,265	15	235	8,452	65,062	65,042

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2009–10	2008–09
	Main Estimates	Main Estimates
Grants
Grants in support and promotion of Canadian cinematography	15,000	15,000
Total grants	15,000	15,000
Contributions
Contributions in support and promotion of Canadian cinematography	235,000	235,000
Total contributions	235,000	235,000
Total	250,000	250,000

National Gallery of Canada

Strategic Outcome

Interest in, knowledge of and appreciation and respect for visual art through collections of historic and contemporary works of art, programs and research that reflect a special but not exclusive perspective on Canada.

Program Activity Descriptions

Accommodation

To provide secure and suitable facilities, which are readily accessible to the public, for the preservation and exhibition of the national collections.

Collections

To acquire, preserve, research and document historic and contemporary works of art in order to represent and present arts heritage. It includes Curatorial Research, Acquisitions and Preservation.

Outreach

To foster broad access nationally and internationally to the Gallery’s collection, research, exhibitions and expertise. It includes exhibitions, both in the National Capital Region and other venues in Canada and abroad, educational programming and publications, communications and marketing activities designed to reach as wide an audience as possible.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Capital	Less:
			Revenues
			credited
			to the vote
Accommodation	15,742	5,074	. . . . .	20,816	24,039
Collections	14,438	. . . . .	. . . . .	14,438	14,393
Outreach	13,184	. . . . .	. . . . .	13,184	14,836
Internal Services	11,574	. . . . .	10,340	1,234	. . . . .
	54,938	5,074	10,340	49,672	53,268

Note: Details may not add to totals due to rounding.

National Museum of Science and Technology

Strategic Outcome

Interest in, knowledge of and appreciation and respect for science and technology through collections of scientific and technological objects, programs and research reflecting a Canadian perspective.

Program Activity Descriptions

Accommodation

Facilities are an integral part of museum operations. They do more than house staff; they also provide a venue for the public, and housing for the collection. Facilities have a profound effect on museum visitation. Appropriate museum architecture attracts visitors, contributes to the atmosphere and becomes a symbol of the institution’s mandate. A large portion of comments by visitors allude to their satisfaction or dissatisfaction with the quality of the facilities and their related services.

Sharing Knowledge

The Corporation seeks to engage Canadians in discovering, considering and questioning past and present developments in science and technology, and their impact on society and individuals. The Corporation fosters a sense of identity and belonging for all Canadians, as well as pride in Canada’s scientific and technological history and achievements. It also encourages active and informed participation by Canadians in the future development of our technological society. The primary reason for interpreting Canada’s scientific and technological heritage is to provide Canadians with meaningful information about themselves and Canada. Just as the Transformation of Canada theme directs research and collection activities, it likewise guides the Corporation in its knowledge dissemination activities. These typically depict the historical development of science and technology, provide information on the objects in the collection and review the relationships between science, technology and Canadian society. The Corporation disseminates knowledge to its audiences in three primary ways: through its public facilities, its Web sites and its publications.

Heritage Preservation

Heritage preservation includes two main components, Collection Management, which includes preservation and conservation, and Research, which comprises those activities contributing to the building of a knowledge base about the scientific and technological heritage of Canada. The Corporation, as the only comprehensive science- and technology-collecting institution in Canada, has a special responsibility for the development of a Canadian national collection. In view of the breadth of the potential subject matter to be covered, critical choices must be made in determining collection content and priorities. Collection development activities assist the Corporation in making informed decisions on collection content, while collection management activities encompass the activities required to manage the objects accessioned into the collection. The Corporation has identified seven major subject areas on which it will focus its research activities.These are: aviation, communications, manufacturing, natural resources, renewable resources including agriculture, scientific instrumentation and transportation.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Capital	Less:
			Revenues
			credited
			to the vote
Accommodation	7,070	9,592	. . . . .	16,662	13,672
Sharing Knowledge	10,555	109	. . . . .	10,664	12,653
Heritage Preservation	4,012	47	. . . . .	4,059	4,703
Internal Services	7,313	260	4,354	3,219	. . . . .
	28,950	10,008	4,354	34,604	31,028

Note: Details may not add to totals due to rounding.

Office of the Co-ordinator, Status of Women

Strategic Outcome

Equality for women and their full participation in the economic, social and democratic life of Canada.

Program Activity Descriptions

Women’s participation in Canadian society

This program activity strengthens women’s full participation by addressing their economic and social situations and their participation in democratic life through financial and professional assistance for projects and through strategic partnerships that leverage resources involving public institutions and non-governmental organizations.

Strategic policy analysis, planning and development

Status of Women develops strategic policy analysis, advice, and tools to support federal departments and central agencies in identification of policy priorities and in integrating gender-based analysis in existing and proposed policies, programs and initiatives. This is done through collaboration with other federal departments, provincial-territorial governments, civil society, and key international partners.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Grants	Contributions
			and other
			transfer
			payments
Women’s participation in Canadian society	5,009	14,750	5,200	24,959	22,299
Internal Services	2,960	. . . . .	. . . . .	2,960	. . . . .
Strategic policy analysis, planning and
development	1,729	. . . . .	. . . . .	1,729	2,462
	9,698	14,750	5,200	29,648	24,761

Notes: Details may not add to totals due to rounding.

The 2008-09 funding associated with the program activity “Financial assistance for projects to improve social, economic and cultural outcomes for women” in the 2008-09 Main Estimates is displayed under the new program activity entitled “Women’s participation in Canadian Society”.

The 2008-09 funding associated with the program activity “Development of Strategic Policy Advice and Partnerships” in the 2008-09 Main Estimates is displayed under the new program activity entitled “Strategic policy analysis, planning and development”.

Transfer Payments

(dollars)	2009–10	2008–09
	Main Estimates	Main Estimates
Grants
Women’s Program – Grants to women’s and other voluntary organizations
for the purpose of furthering women’s participation in Canadian
society	14,750,000	12,050,000
Total grants	14,750,000	12,050,000
Contributions
Women’s Program – Contributions to women’s and other voluntary
organizations for the purpose of furthering women’s participation in
Canadian society	4,200,000	3,200,000
Contributions to the Native Women’s Association of Canada for the
Sisters in Spirit initiative	1,000,000	1,000,000
Total contributions	5,200,000	4,200,000
Total	19,950,000	16,250,000

Public Service Commission

Strategic Outcome

A highly competent, non-partisan and representative public service, able to provide service in both official languages, in which appointments are based on the values of fairness, access, representativeness and transparency.

Program Activity Descriptions

Oversight of Integrity of Staffing and Political Neutrality

The Oversight of Integrity of Staffing and Political Neutrality activity provides an accountability regime for the implementation of the appointment policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes monitoring departments’ and agencies’ compliance with legislative requirements, conducting audits, studies and evaluations, carrying out investigations, and reporting to Parliament on the integrity of public service staffing.

Staffing Services and Assessment

The Staffing Services and Assessment activity develops and maintains the systems that link Canadians and public servants seeking employment opportunities in the federal public service with hiring departments and agencies. It provides assessment-related products and services in the form of research and development, consultation, assessment operations and counselling for use in recruitment, selection and development throughout the federal public service. This activity also includes delivering staffing services, programs and products to departments and agencies, to Canadians and public servants, through client service units located across Canada.

Appointment Integrity and Political Neutrality

The Appointment Integrity and Political Neutrality activity develops and maintains a policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring political neutrality. This activity includes establishing policies and standards, providing advice, interpretation and guidance and administering delegated and non-delegated appointment authorities.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Less:		Estimates
		Revenues
		credited
		to the vote
Internal Services	38,517	. . . . .	38,517	. . . . .
Oversight of Integrity of Staffing and Political Neutrality	21,679	. . . . .	21,679	34,211
Staffing Services and Assessment	35,623	14,000	21,623	43,083
Appointment Integrity and Political Neutrality	9,948	. . . . .	9,948	19,334
	105,767	14,000	91,767	96,628

Note: Details may not add to totals due to rounding.

Public Service Labour Relations Board

Strategic Outcome

Harmonious labour relations in the federal Public Service and Parliament.

Program Activity Descriptions

Adjudication, mediation and compensation analysis and research

The Public Service Labour Relations Board (PSLRB) is an independent quasi-judicial tribunal mandated by the Public Service Labour Relations Act and the Parliamentary Employment and Staff Relations Act to administer the collective bargaining and grievance adjudication systems in the federal Public Service and Parliament. Board members hold hearings with respect to grievance adjudication, complaints and other types of proceedings, throughout Canada. The PSLRB provides conciliation and arbitration services to assist parties in the renewal and negotiation of new collective agreements; mediation services to help parties work together to resolve grievances and complaints; and, an interactive training session on interest-based negotiations and mediation. A compensation analysis and research function consists of delivering information on comparative rates of pay, employee earnings, conditions of employment and benefits in the public and private sectors. Board is required by statute to provide physical and administrative support services to the National Joint Council (NJC), but plays no direct role in its operations.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Adjudication, mediation and compensation analysis and
research	4,512	4,512	6,756
Internal Services	2,309	2,309	. . . . .
	6,821	6,821	6,756

Note: Details may not add to totals due to rounding.

Public Service Staffing Tribunal

Strategic Outcome

Fair and impartial resolution of disputes related to internal appointments and lay-offs in the Government of Canada.

Program Activity Descriptions

Adjudication and mediation of complaints filed under the Public Service Employment Act

Pursuant to the new Public Service Employment Act , the mandate of the Public Service Staffing Tribunal (the Tribunal) is to consider and dispose of complaints stemming from an internal appointment, the implementation of a corrective measure ordered by the Tribunal, the revocation of an appointment or a lay-off. In considering whether a complaint relating to an internal appointment or a lay-off is substantiated, the Tribunal may interpret and apply the Canadian Human Rights Act. If the Tribunal finds that the complaint is founded, it may order that compensation be paid. The Tribunal may also provide mediation services at any stage of a proceeding in order to resolve a complaint.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Adjudication and mediation of complaints filed under the
Public Service Employment Act	1,579	1,579	4,968
	1,579	1,579	4,968

Note: Details may not add to totals due to rounding.

Registry of the Public Servants Disclosure Protection Tribunal

Strategic Outcome

Remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals.

Program Activity Descriptions

Reprisal Hearings Program

The Registry of the Public Servants Disclosure Protection Tribunal supports the Tribunal in fulfilling its mandate by supporting the effective management of the Tribunal’s hearing processes, including by receiving documents, processing cases, maintaining Tribunal records, providing logistical support, providing legal and policy support, orientation and training to Tribunal members and informing clients of Tribunal procedures and directives.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Reprisal Hearings Program	965	965	1,833
Internal Services	862	862	. . . . .
	1,828	1,828	1,833

Note: Details may not add to totals due to rounding.

Telefilm

Strategic Outcome

Canadians have access to high quality, popular Canadian audio-visual productions.

Program Activity Descriptions

Canada Feature Film Fund

The Canada Feature Film Fund (CFFF) is the primary instrument of the federal government’s Canadian Feature Film Policy, entitled From Script to Screen. The objective of the Policy, and of the CFFF, is to capture 5% of the domestic box office. The Fund provides assistance for screenwriting, project development, production, marketing and versions of Canadian feature films that have high box office potential in Canada. In administering the CFFF, Telefilm seeks to support the development, production and marketing of compelling, distinctively Canadian feature films that reflect Canadian society, including its cultural diversity. The financial assistance provided by Telefilm Canada is intended to contribute to the overall growth, and professional and economic development, of the Canadian film . Telefilm’s financial participation may be provided in various forms: investments, conditionally repayable advances, loans, loan guarantees, grants or corporate envelopes. The majority of Telefilm Canada’s activity centres on investments in individual projects based on a rigorous project selection process. As an investor, Telefilm Canada shares the risks and eventual revenues of the productions it participates in financially.The CFFF is the subject of a Memorandum of Understanding between Telefilm Canada and the Department of Canadian Heritage. Under the terms of the Memorandum of Understanding, a minimum of one-third of funds are reserved for French-language projects.

Professional Development and Complementary Activities

This program activity is intended to complement Telefilm Canada’s support to feature film and television production-related activity, by supporting activities that enhance the overall environment and conditions in which Canadian feature films and television programs are produced, promoted, sold and distributed. Support in the form of grants is provided to Canadian feature film and television festivals and to Canadian film and television awards shows to raise the profile of Canadian productions with Canadian audiences. In addition, support in the form of grants is extended to industry professionals to attend international festivals and markets, and for professional development initiatives.

Other Activities

This program activity refers to all programs administered by Telefilm Canada pursuant to contribution agreements or other agreements with the Department of Canadian Heritage. They support Telefilm Canada’s audience-and-building-capacity objectives. Telefilm Canada has a contribution agreement with the Department of Canadian Heritage wich provides Telefilm Canada with the financial resources to administer the Canada New Media Fund. In addition,Telefilm Canada administers Canada’s international coproduction agreements and recommends certification of international coproductions.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Less:		Estimates
		Revenues
		credited
		to the vote
Canada Feature Film Fund	95,187	10,000	85,187	99,765
Internal Services	15,487	. . . . .	15,487	. . . . .
Professional Development and Complementary Activities	4,988	1,000	3,988	7,407
Other Activities	14,550	14,550	. . . . .	. . . . .
	130,212	25,550	104,662	107,172

Note: Details may not add to totals due to rounding.

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