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ARCHIVED - 2010-11 - Main Estimates


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Canadian Heritage

Ministry Summary

Vote  (thousands of dollars)  2010–11   2009–10  Difference 
    Main Estimates   Main Estimates   





  Canadian Heritage        
  Department        
1 Operating expenditures 216,811   265,654 (48,843)
5 Grants and contributions 901,281   959,770 (58,489)
(S) Contributions to employee benefit plans 25,762   26,929 (1,167)
(S) Minister of Canadian Heritage and Official Languages –      
         Salary and motor car allowance 79   78 . . . . .
(S) Minister of State (Sport) – Motor car allowance 2   . . . . . 2
(S) Salaries of the Lieutenant-Governors 1,196   1,196 . . . . .
(S) Payments under the Lieutenant-Governors        
          Superannuation Act   637   637 . . . . .
(S) Supplementary Retirement Benefits – Former      
          Lieutenant-Governors 182   182 . . . . .
   

 
  Total Department   1,145,949   1,254,446 (108,497)





  Canada Council for the Arts        
10 Payments to the Canada Council for the Arts 181,697   180,786 911
   

 
  Total Agency   181,697   180,786 911





  Canadian Broadcasting Corporation        
15 Payments to the Canadian Broadcasting Corporation for      
          operating expenditures 985,342   956,978 28,364
20 Payments to the Canadian Broadcasting Corporation for      
          working capital 4,000   4,000 . . . . .
25 Payments to the Canadian Broadcasting Corporation for      
          capital expenditures 101,564   91,630 9,934
30 Pursuant to subsection 46.1(3)(b) of the Broadcasting        
          Act , to authorize a total indebtedness in respect of      
          borrowings under subsections 46.1(1) and 46.1(2) of      
          the Act of an amount not to exceed $220,000,000 . . . . .   . . . . . . . . . .
   

 
  Total Agency   1,090,906   1,052,608 38,298





  Canadian Museum for Human Rights        
35 Payments to the Canadian Museum for Human Rights for      
          operating and capital expenditures 55,850   1,500 54,350
   

 
  Total Agency   55,850   1,500 54,350





  Canadian Museum of Civilization        
40 Payments to the Canadian Museum of Civilization for      
          operating and capital expenditures 65,325   62,266 3,059
   

 
  Total Agency   65,325   62,266 3,059





  Canadian Museum of Nature        
45 Payments to the Canadian Museum of Nature for      
          operating and capital expenditures 30,361   32,385 (2,024)
   

 
  Total Agency   30,361   32,385 (2,024)





  Canadian Radio-television and Telecommunications        
          Commission        
50 Program expenditures 14   . . . . . 14
(S) Contributions to employee benefit plans 5,651   5,352 298
   

 
  Total Agency   5,665   5,352 313





  Library and Archives of Canada        
55 Operating expenditures 97,071   . . . . . 97,071
60 Capital expenditures 11,998   . . . . . 11,998
(S) Contributions to employee benefit plans 11,216   11,167 49
  Appropriations not required      
Program expenditures . . . . .   110,216 (110,216)
   

 
  Total Agency   120,285   121,383 (1,098)





  National Arts Centre Corporation        
65 Payments to the National Arts Centre Corporation for      
          operating expenditures 35,183   35,175 8
   

 
  Total Agency   35,183   35,175 8





  National Battlefields Commission        
70 Program expenditures 7,486   7,354 131
(S) Contributions to employee benefit plans 387   365 22
(S) Expenditures pursuant to paragraph 29.1(1) of the      
          Financial Administration Act   1,600   1,600 . . . . .
   

 
  Total Agency   9,472   9,319 154





  National Film Board        
75 Program expenditures 67,218   65,062 2,155
(S) National Film Board Revolving Fund . . . . .   . . . . . . . . . .
   

 
  Total Agency   67,218   65,062 2,155





  National Gallery of Canada        
80 Payments to the National Gallery of Canada for operating      
          and capital expenditures 41,266   41,672 (406)
85 Payment to the National Gallery of Canada for the      
          acquisition of objects for the Collection and other costs      
          attributable to this activity 8,000   8,000 . . . . .
   

 
  Total Agency   49,266   49,672 (406)





  National Museum of Science and Technology        
90 Payments to the National Museum of Science and      
          Technology for operating and capital expenditures 30,684   34,604 (3,920)
   

 
  Total Agency   30,684   34,604 (3,920)





  Office of the Co-ordinator, Status of Women        
95 Operating expenditures 9,717   8,585 1,132
100 Grants and contributions 19,950   19,950 . . . . .
(S) Contributions to employee benefit plans 1,170   1,113 57
(S) Minister of State – Motor car allowance 2   . . . . . 2
   

 
  Total Agency   30,840   29,648 1,191





  Public Service Commission        
105 Program expenditures 85,766   79,814 5,952
(S) Contributions to employee benefit plans 13,195   11,952 1,243
   

 
  Total Agency   98,962   91,767 7,195





  Public Service Labour Relations Board        
110 Program expenditures 12,401   6,071 6,330
(S) Contributions to employee benefit plans 1,253   751 503
   

 
  Total Agency   13,654   6,821 6,833





  Public Service Staffing Tribunal        
115 Program expenditures 4,917   1,567 3,349
(S) Contributions to employee benefit plans 547   11 535
   

 
  Total Agency   5,463   1,579 3,885





  Registry of the Public Servants Disclosure Protection        
          Tribunal        
120 Program expenditures 1,644   1,644 . . . . .
(S) Contributions to employee benefit plans 184   184 . . . . .
   

 
  Total Agency   1,828   1,828 . . . . .





  Telefilm Canada        
125 Payments to Telefilm Canada to be used for the purposes      
          set out in the Telefilm Canada Act   105,418   104,662 756
   

 
  Total Agency   105,418   104,662 756





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

Department

Strategic Outcome

Canadian artistic expressions and cultural content 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.

Core Concept: Encouraging the creation of Canadian cultural content and its consumption both at home and abroad.

Arts

This program activity is necessary to improve Canadians' direct access to varied 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; a greater integration of arts and heritage within municipal planning; as well as institutions that offer training of the highest calibre, in preparation for professional artistic careers.

Core Concept: Encouraging access, sustainability, and excellence in the arts for all Canadians.

Heritage

This program activity is necessary to ensure that Canada's cultural heritage is preserved and accessible to Canadians today and in the future. It enables the heritage sector to improve professional knowledge, skills and practices, to preserve and present heritage collections and objects, and to create and circulate exhibitions and other forms of heritage content. This is accomplished by providing funding such as grants, contributions and tax incentives; expertise, information, training and other services; and regulatory and legislative measures. Core Concept: Promoting the preservation and presentation of Canada's cultural heritage.

Strategic Outcome

Canadians share, express and appreciate 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.

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. Core Concept: Promoting Canadian values to Canadians and the world.

Engagement and community participation

This program activity aims to ensure that Canadians are engaged and have the opportunity to participate in the civil, social and cultural aspects of life in Canada and in their communities. This is accomplished through funding programs and initiatives that support the efforts of communities to: build stronger citizen engagement and social inclusion through the performing and visual arts; express, celebrate and preserve local heritage; contribute to increasing the respect for and awareness of human rights in Canada and develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede Aboriginal peoples' community and personal prospects.

This program has strong social benefits, as it contributes to the preservation of the history and identity of Canada's diverse communities, while offering a way for traditions and identities to evolve over time. The program supports the Department's mandate to strengthen Canadian identity and values and building attachment to Canada.

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.

Core Concept: Enhancing and promoting Canadian participation and excellence in sports, sports organizations and sporting events.

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates
 


   
  Operating Grants Contributions Less:    
      and other Revenues    
      transfer credited    
      payments to the vote    







Official Languages 22,204 38,923 298,632 . . . . . 359,759   356,896
Cultural Industries 35,140 91,074 85,680 3,500 208,394   221,692
Sport 19,495 27,000 133,317 . . . . . 179,812   197,318
Arts 20,311 33,538 71,910 . . . . . 125,759   116,413
Internal Services 87,595 . . . . . . . . . . . . . . . 87,595   87,653
Promotion of and Attachment to Canada 27,205 8,405 44,107 500 79,217   106,985
Engagement and community participation 10,706 15,895 37,877 . . . . . 64,478   130,674
Heritage 25,894 3,664 12,076 700 40,934   36,815







  248,549 218,499 683,600 4,700 1,145,948   1,254,446







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

Transfer Payments

(dollars) 2010–11   2009–10
  Main Estimates   Main Estimates



Grants      
        Grants to support Canadian periodicals through the Canada Periodical    
                Fund 72,775,054   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 33,322,973   36,823,000
        Grants to the Athlete Assistance Program 27,000,000   26,677,000
        Grants to the Canada Cultural Investment Fund 19,038,432   14,884,000
        Grants in support of the Building Communities through Arts and Heritage    
                Program 14,355,000   12,405,000
        Grants to the Canada Arts Presentation Fund 10,500,000   10,000,000
        Grants to the Canada Book Fund 8,300,000   . . . . .
        Grant to TV5 Monde 8,000,000   4,940,000
        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 5,599,842   5,098,000
        Grants in support of the Celebration and Commemoration Program 5,500,000   5,434,000
        Grants to the Canada Cultural Spaces Fund 4,000,000   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 the Canada Music Fund 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   1,163,680   1,164,000
        Grants in support of the Canadian Studies Program 1,150,060   200,000
        (S) Payments under Lieutenant-Governors Superannuation Act   637,000   637,000
        Grants in support of the Human Rights Program 200,000   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   77,510
                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   218,500,041   171,815,293



Contributions      
        Contributions to support the Development of Official-Language    
                Communities Program 192,709,011   189,867,000
        Contributions for the Sport Support Program 117,000,972   101,113,596
        Contributions to support the Enhancement of Official Languages Program 105,923,289   104,923,000
        Contributions to support the Aboriginal Peoples' Program 31,984,907   56,522,911
        Contributions to the Canada Book Fund 28,366,301   36,637,660
        Contributions to the Canada Music Fund 23,828,331   22,364,982
        Contributions to the Canada Cultural Spaces Fund 22,949,850   25,332,485
        Contributions to the Canada Arts Training Fund 22,742,440   16,703,920
        Contributions to the Canadian Television Fund 20,400,000   20,400,000
        Contributions in support of the Katimavik Program 19,776,000   19,776,000
        Contributions in support of the Exchanges Canada Initiative 17,686,359   17,686,359
        Contributions to the Canada Arts Presentation Fund 17,378,855   17,862,112
        Contributions for the Games' Hosting Program 16,315,575   43,992,404
        Contributions to Canadian museums and heritage organizations to    
                promote professional management of, and access to, Canada's diverse    
                heritage 12,076,284   11,946,000
        Contributions to the Canada New Media Fund 6,625,000   14,196,077
        Contributions in support of the Celebration and Commemoration Program 6,329,553   19,155,641
        Contributions to the Canada Cultural Investment Fund 6,144,273   3,862,680
        Contributions in support of the Building Communities through Arts and    
                Heritage Program 4,800,000   1,350,000
        Contributions to TV5 4,460,900   2,470,000
        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. 2,305,000   1,580,000
        Contributions to support the Canada Periodical Fund 1,999,544   14,881,638
        Contributions in support of the Court Challenges Program 900,000   . . . . .
        Contributions to the Arts, Culture and Diversity Program 390,000   390,000
        Contributions in support of the Canadian Studies Program 315,040   190,000
        Contributions in support of the Human Rights Program 192,280   192,280
 

Total contributions   683,599,764   743,396,745



Items not required      
        Contributions in support of the Community Historical Recognition    
                Program . . . . .   9,932,614
        Contributions in support of the Multiculturalism Program . . . . .   9,394,124
        Grants in support of the Multiculturalism Program . . . . .   7,315,035
        Contributions in support of the Canadian Culture On-line Program . . . . .   5,567,143
        Contributions in support of the National Training Program in the Film and    
                Video Sector . . . . .   2,519,400
        Contributions to Arts and Heritage Sustainability Program (Capacity    
                Building Component) . . . . .   2,365,479
        Grants to Canadian Arts and Heritage Sustainability Program (Capacity    
                Building Component) . . . . .   2,000,000
        Contributions in support of the Trade Routes: Canada's Trade    
                Opportunities Program . . . . .   1,976,000
        Contributions in support of the Canadian Feature Film Policy: Canadian    
                Independent Film and Video Fund . . . . .   1,531,400
        Grants in support of the Community Historical Recognition Program . . . . .   1,127,672
        Contribution to the Canadian Arts and Heritage Sustainability Program    
                (Networking component) . . . . .   1,000,000
        Grants to Arts Presentation Canada (Development Component) . . . . .   500,000
        Contributions in support of the Canadian Feature Film Policy: Audio-    
                Visual Preservation Trust . . . . .   148,200
 

Total items not required   . . . . .   45,377,067



Total   902,099,805   960,589,105



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

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) 2010–11 Main Estimates   2009–10
     
  Budgetary Total   Main
 
   
  Operating   Estimates




Grants and services to support creation, production and      
        dissemination of arts for individuals and organizations 161,097 161,097   165,592
Internal Services 12,291 12,291   10,423
Arts promotion to foster public knowledge and appreciation      
        of the Canadian arts and culture 8,309 8,309   4,771




  181,697 181,697   180,786




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.

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates
 


   
  Operating Capital Less:    
      Revenues    
      credited    
      to the vote    






Television Services 968,901 77,876 382,338 664,439   641,465
Radio Services 335,744 20,474 12,106 344,112   335,482
Transmission and distribution of programs 66,494 7,214 8,567 65,141   67,656
Internal Services 17,215 . . . . . . . . . . 17,215   16,780
Newsworld 79,216 . . . . . 79,216 . . . . .   . . . . .
Réseau de l'information 49,298 . . . . . 49,298 . . . . .   . . . . .
Galaxie . . . . . . . . . . . . . . . . . . . .   (8,775)






  1,516,867 105,564 531,525 1,090,906   1,052,608






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

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.

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.

Museum Content and Program

In becoming the world's first museum dedicated to the exploration of human rights, the Canadian Museum for Human Rights (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.

Program by Activities

(thousands of dollars) 2010–11 Main Estimates 2009–10
 
 
  Budgetary Total   Main
 
   
  Operating Capital   Estimates





Accommodation 1,514 40,000 41,514   300
Stewardship and Corporate Management 8,094 . . . . . 8,094   600
Museum Content and Program 6,242 . . . . . 6,242   600





  15,850 40,000 55,850   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

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates
 


   
  Operating Capital Less:    
      Revenues    
      credited    
      to the vote    






Accommodation             22,764                 8,572 . . . . . 31,336   31,914
Exhibit, Educate and Communicate             18,366                 . . . . . 1,063 17,303   16,255
Collect and Research             12,985                 . . . . . 95 12,890   10,683
Internal Services             17,638                 . . . . . 13,842 3,796   3,414






              71,753                 8,572 15,000 65,325   62,266






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 website 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

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates
 


   
  Operating Capital Less:    
      Revenues    
      credited    
      to the vote    






Accommodation 9,619 3,272 255 12,636   15,803
Internal Services 7,676 . . . . . 1,700 5,976   6,307
Public education programmes 5,526 . . . . . 165 5,361   4,402
Research 4,113 . . . . . 33 4,080   3,805
Collections management 2,331 . . . . . 23 2,308   2,068






  29,265 3,272 2,176 30,361   32,385






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

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) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating Less:   Estimates
    Revenues    
    credited    
    to the vote    





Internal Services           16,453           14,414         2,039               1,952
Canadian Broadcasting           17,476           15,528         1,948               1,827
Canadian Telecommunications           14,128           12,450         1,678               1,573





            48,057           42,392         5,665               5,352





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

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

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)     2010–11 Main Estimates       2009–10
 




 
      Budgetary     Total   Main
 




   
  Operating Capital Grants Contributions Less:   Estimates
        and other Revenues    
        transfer credited    
        payments to the vote    








Managing the documentary heritage of              
        interest to Canada 52,336 11,998 36 . . . . . . . . . . 64,370   57,301
Internal Services 29,516 . . . . . . . . . . . . . . . . . . . . 29,516   29,606
Making the documentary heritage              
        known and accessible for use 18,323 . . . . . . . . . . 1,710 550 19,483   24,612
Managing the disposition of the              
        Government of Canada records of              
        continuing value 6,916 . . . . . . . . . . . . . . . . . . . . 6,916   9,864








  107,091 11,998 36 1,710 550 120,285   121,383








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

Transfer Payments

(dollars) 2010–11  2009–10
  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

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) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating Less:   Estimates
    Revenues    
    credited    
    to the vote    





Programming 29,137 11,272 17,865   17,860
Internal Services 11,471 . . . . . 11,471   11,468
Accommodation 5,848 . . . . . 5,848   5,847





  46,455 11,272 35,183   35,175





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

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) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating   Estimates




Internal Services 5,901 5,901   5,748
Conservation and Development 2,749 2,749   2,749
Public Education and Services 822 822   822




  9,472 9,472   9,319




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 Aboriginal 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

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates




   
  Operating Grants Contributions Less:    
      and other Revenues    
      transfer credited    
      payments to the vote    







Production of audiovisual works 49,092 . . . . . 79 2,528 46,643   45,374
Distribution, Accessibility, Outreach 18,560 15 153 5,924 12,804   12,216
Internal Services 7,768 . . . . . 3 . . . . . 7,771   7,472







  75,420 15 235 8,452 67,218   65,062







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

Transfer Payments  

(dollars) 2010–11   2009–10
  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

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates
 


   
  Operating Capital Less:    
      Revenues    
      credited    
      to the vote    






Accommodation             14,558                 5,381 . . . . . 19,939   20,816
Collections             14,187                 . . . . . . . . . . 14,187   14,438
Outreach             13,083                 . . . . . . . . . . 13,083   13,184
Internal Services             10,257                 . . . . . 8,200 2,057   1,234






              52,085                 5,381 8,200 49,266   49,672






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

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates
 


   
  Operating Capital Less:    
      Revenues    
      credited    
      to the vote    






Accommodation 7,670 5,451                 . . . . . 13,121   16,662
Sharing Knowledge 10,920 105                 . . . . . 11,025   10,664
Heritage Preservation 4,212 50                 . . . . . 4,262   4,059
Internal Services 6,370 260                 4,354 2,276   3,219






  29,172 5,866                 4,354 30,684   34,604






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

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)   2010–11 Main Estimates     2009–10
 


 
    Budgetary   Total   Main Estimates
 


   
  Operating Grants Contributions    
      and other    
      transfer    
      payments    






Women's participation in Canadian society 5,183 14,750 5,200 25,133   24,959
Internal Services 3,911 . . . . . . . . . . 3,911   2,960
Strategic policy analysis, planning and          
        development 1,796 . . . . . . . . . . 1,796   1,729






  10,890 14,750 5,200 30,840   29,648






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

Transfer Payments

(dollars) 2010–11   2009–10
  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   14,750,000
 

Total grants   14,750,000   14,750,000



Contributions      
        Women's Program – Contributions to women's and other voluntary    
                organizations for the purpose of furthering women's participation in    
                Canadian society 5,200,000   4,200,000
 

Total contributions   5,200,000   4,200,000



Items not required      
        Contributions to the Native Women's Association of Canada for the    
                Sisters in Spirit initiative . . . . .   1,000,000
 

Total items not required   . . . . .   1,000,000



Total   19,950,000   19,950,000



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

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.

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.

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, administering delegated and non-delegated appointment authorities, and allowing exceptions as appropriate.

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) 2010–11 Main Estimates   2009–10
         
(thousands of dollars) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating Less:   Estimates
    Revenues    
    credited    
    to the vote    




    Budgetary Total Main Estimates 
 

   
  Operating Grants Contributions  
      and other  
      transfer  
      payments  





Internal Services 37,115 . . . . . 37,115   38,517
Staffing Services and Assessment 42,672 14,000 28,672   21,623
Oversight of Integrity of Staffing and Political Neutrality 22,063 . . . . . 22,063   21,679
Appointment Integrity and Political Neutrality 11,112 . . . . . 11,112   9,948





  112,962 14,000 98,962   91,767






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. The 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

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) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating   Estimates




Adjudication, mediation and compensation analysis and      
        research 9,711 9,711               4,512
Internal Services 3,943 3,943               2,309




  13,654 13,654               6,821




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.

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) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating   Estimates




Adjudication and mediation of complaints filed under the      
        Public Service Employment Act                 3,884         3,884               1,579
Internal Services               1,579         1,579               . . . . .




                5,463         5,463               1,579




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.

Program by Activities

(thousands of dollars) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating   Estimates




Reprisal Hearings Program               1,828         1,828   965
Internal Services               . . . . .         . . . . .   862




                1,828         1,828   1,828




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

Telefilm Canada

Strategic Outcome

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

Program Activity Descriptions

Audience Development for Canadian AudioVisual Productions

The Canada Feature Film Fund (CFFF) is the primary instrument of the federal government's Canadian Feature Film Policy, entitled From Script to Screen: New Policy Directions for Canadian Feature Film. The objective of the Policy, and of the CFFF, is to capture 5% of the domestic box office. The CFFF provides assistance for screenwriting, project development, production, marketing and dubbing and subtitling of quality Canadian feature films and official co-productions that have high box office potential in Canada. In administering the CFFF, Telefilm seeks to support 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 the professional and economic development of the Canadian film industry. Telefilm's financial participation may take various forms: investments, conditionally repayable advances, grants or performance envelopes. 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 (MOU) between Telefilm Canada and the Department of Canadian Heritage. Under the terms of the MOU, a minimum of one-third of funds are reserved for French-language projects.

Canadian Audiovisual Industry Development

This program activity is intended to complement Telefilm Canada's assistance to the Canadian audiovisual industry-feature film, television and interactive media sectors, by supporting activities that enhance the overall environment and conditions in which Canadian content creators produce, promote, sell and distribute their productions. The objectives of these activities are: to provide opportunities for Canadian companies in the audiovisual industry to leverage other sources of financing in Canada and abroad; to increase their capacity through sales and business development at markets; to provide high quality training initiatives and events for industry professionals, and to provide career advancement opportunities for content creators from visible minority, aboriginal and official languages communities.

Support in the form of grants is provided for the following : festivals and events that can raise the profile of Canadian productions with Canadian audiences; industry professionals who attend international festivals and markets; and professional development initiatives. In addition, Telefilm Canada certifies official treaty co-productions on behalf of the Minister of Canadian Heritage.

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) 2010–11 Main Estimates   2009–10
 
 
  Budgetary Total   Main
 
   
  Operating Less:   Estimates
    Revenues    
    credited    
    to the vote    





Audience Development for Canadian AudioVisual        
        Productions 96,837 10,000 86,837   85,187
Internal Services 13,348 . . . . . 13,348   15,487
Canadian Audiovisual Industry Development 6,233 1,000 5,233   3,988
Other Activities . . . . . . . . . . . . . . .   . . . . .
     

  116,418 11,000 105,418   104,662





Notes:

Details may not add to totals due to rounding.

The 2009-10 funding associated with the program activity "Canada Feature Film Fund" in the 2009-10 Main Estimates is displayed under the new program activity entitled "Audience Development for Canadian Audio Visual Productions".

The 2009-10 funding associated with the program activity "Professional Development and Complementary Activities" in the 2009-10 Main Estimates is displayed under the new program activity entitled "Canadian Audiovisual Industry Development".