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Erratum

Subsequent to the tabling of the Estimates 2008-2009 – Part III Report on Plan and Priorities, a correction needs to be made to the note found under the Departmental Planned Spending Table and Full Time Equivalent, page 28 of the French version of the Report. The English version is accurate.

The note currently reads: « Au cours des deux prochaines années, 342,3 M$ en financement de programmes seront progressivement éliminés (184,7 M$ à la fin de 2008-2009 et 157,6 M$ à la fin de 2009-2010). Au cours de cette période, les grandes initiatives suivantes prendront fin : Un avenir en art (107,5 M$), le Fonds canadien de télévision (99,6 M$); le Programme de reconnaissance historique pour les communautés (15,1 M$); les centres urbains polyvalents pour les jeunes Autochtones (25 M$); Katimavik (19,8 M$); Vancouver 2010 (42,5 M$); et Québec 2008 (21,5 M$). »

The note should be: « Au cours des deux prochaines années, le financement de programmes d'un montant total de 342,3 M$ arrive à échéance (184,7 M$ à la fin de 2008-2009 et 157,6 M$ à la fin de 2009-2010). Les grandes initiatives dont le financement arrive à échéance à la fin de cette période sont: Un avenir en art (107,5 M$), le Fonds canadien de télévision (99,6 M$); le Programme de reconnaissance historique pour les communautés (15,1 M$); les centres urbains polyvalents pour les jeunes Autochtones (25 M$); Katimavik (19,8 M$); Vancouver 2010 (42,5 M$); et Québec 2008 (21,5 M$). »

Section I: DEPARTMENTAL OVERVIEW

1. Ministers' Messages

Josée Verner As Minister of Canadian Heritage, Status of Women and Official Languages, I am pleased to present the Department of Canadian Heritage’s 2008-2009 Report on Plans and Priorities.

Canadians have a rich and diverse cultural heritage thanks to the tremendous creative talent and contributions of dynamic communities across the country. The Department of Canadian Heritage promotes the arts and culture, official languages, multiculturalism, Aboriginal culture and heritage, Canadian identity, and sport, as well as our broadcasting, sound recording, publishing, film and interactive media industries. As this document illustrates, the Department supports initiatives that are at the very heart of what it means to be Canadian.

Canadian Heritage is supporting a number of celebrations across Canada, and one of the biggest priorities this year is involvement in the celebrations for Québec City’s 400th anniversary. There are few cities in America that can celebrate such a past. The Government of Canada is proud to be a partner in these festivities. From Newfoundland and Labrador to British Columbia, Canadians will join in this great celebration.

Moreover, as the Minister responsible for Official Languages, I am pleased our country has two official languages that are assets for our future, both for individuals and society as a whole. During the next fiscal year, my Department will continue to promote French and English and encourage the growth of official-language minority communities. As well, the Official Languages Secretariat is coordinating the efforts of departments, agencies, and other federal institutions to ensure that all of their programs and policies take into account the requirement of linguistic duality. To this end, I will build on the consultations on linguistic duality and official languages that Bernard Lord has led throughout the country on my behalf to develop an effective strategy and to follow up on the Action Plan for Official Languages.

The Government of Canada is committed to promoting Canadian values and achievements, and engaging citizens of all backgrounds in community life, and many of the activities that Canadian Heritage supports encourage community engagement. For example, we announced annual funding of $30 million for ongoing support of local arts and heritage festivals and community anniversaries, including the creation of the Building Communities Through Arts and Heritage program. We are working closely with representatives from different levels of government, the private sector, and the cultural scene to ensure that Canadians have access to high-quality arts and culture in their regions.

Following the official apology that Prime Minister Harper offered in 2006 to Canadians of Chinese origin for the imposition of the Head Tax, Canadian Heritage continues to follow through on the commitment to make symbolic ex gratia payments to head-tax payers and conjugal partners of now deceased head-tax payers. As well, we will support programs that educate Canadians about chapters in our history such as this one, which have had an impact on our diverse communities.

Sport participation and excellence in sport bring many benefits to our communities and call for investments in a sport system that positions Canadians to shine athletically on the international stage and create pride at home. The Government of Canada is committed to strengthening Canadians’ participation in sport, both in our communities and at the highest level, and we provide more than $140 million annually to this end.

Canada is an inclusive society built on intercultural understanding and citizen participation. By providing Canadians with opportunities to express and share their diverse cultural experiences with each other and the world, Canadian Heritage helps increase participation in community life and promote international understanding of our unique cultural heritage. These efforts play an important role in strengthening the Canadian federation and ensuring that Canada is a proud and sovereign nation.

I am proud to be working with my colleagues, the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics, the Secretary of State (Foreign Affairs and International Trade) (Sport), and the Secretary of State (Multiculturalism and Canadian Identity). As the work plan outlined in this Report illustrates, the Department of Canadian Heritage will continue to promote our cultural heritage and encourage Canadians to participate in the life of their communities and in Canadian society.


Signature Josée Verner

Message from the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics

David Emerson Canada is now in the two-year countdown to hosting the 2010 Olympic and Paralympic Winter Games, and the excitement continues to build.

Ranking among the world’s largest and most significant international events, the Olympic and Paralympic Games require tremendous planning and coordination. The Government of Canada is pleased to be working in partnership with the Government of British Columbia, the City of Vancouver, the Resort Municipality of Whistler, the Vancouver Organizing Committee, the Canadian Olympic Committee, the Canadian Paralympic Committee, and the Four Host First Nations Society to ensure that we are ready when the Games begin in February 2010.

Our Government has committed $597 million to ensure the successful delivery of the 2010 Olympic and Paralympic Winter Games. This includes funding for sport and event venues; a Legacy Endowment Fund that provides operational funding for sporting venues which will be available beyond 2010; federal essential services in areas such as health, immigration, and meteorology; support for the Four Host First Nations Society; a Live Sites Program through which Vancouver and Whistler residents and visitors will be able to share in the excitement of the Games experience; and the operating costs of the Paralympic Games.

I am proud to report that the Whistler venues have been officially opened on time and within budget. These wonderful facilities are available for training two years ahead of the big event, which means our athletes will be ready for world-class performances. The venues will also serve as an important legacy for Canadians long after the Games are over.

As Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics, I am pleased to provide Canadians with an outline of the work planned for the 2008-2009 fiscal year to ensure that the 2010 Olympic and Paralympic Winter Games will be a huge success.

Signature David Emerson

2. MANAGEMENT REPRESENTATIVE STATEMENT

I submit for tabling in Parliament, the 2008-09 Report on Plans and Priorities (RPP) for the DEPARTMENT OF CANADIAN HERITAGE.

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2008–09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

  • It adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance.
  • It is based on the department’s strategic outcomes and Program Activity Architecture that were approved by the Treasury Board.
  • It presents consistent, comprehensive, balanced and reliable information.
  • It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it.
  • It reports finances based on approved planned spending numbers from the Treasury Board of Canada Secretariat.

Signature Judit A. Larocque

3. RAISON D’ÊTRE

The Department of Canadian Heritage is responsible for formulating policies and delivering programs that help all Canadians to participate in their shared cultural and civic life.  It is Canada’s culture ministry, created in 1993 from components of former departments responsible for communications, national health and welfare, multiculturalism and citizenship, and the environment, as well as the Secretary of State.

The Department’s legislative mandate is set out in the Department of Canadian Heritage Act, which offers an extensive but not exhaustive list of responsibilities for the Minister under the general heading of “Canadian identity and values, cultural development, and heritage.”  The Department oversees the administration of a large set of governing legislation, notably: the Broadcasting Act, the Copyright Act (shared with Industry Canada), the Canadian Multiculturalism Act, the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act, and the Physical Activity and Sport Act (shared with Health Canada).  Canadian Heritage is specifically responsible for the formulation and implementation of policy related to multiculturalism, official languages, state ceremonial and protocol, Canadian symbols, and the formulation of cultural policy related to copyright, foreign investment, and broadcasting.

The Department’s main activities involve funding community and other third party organizations with a view to promoting the benefits of culture, identity, and sport for Canadians.  In pursuing its mission “toward a more cohesive and creative Canada,” the Department works within a framework headed by two strategic outcomes:

  • Strategic Outcome 1 : Canadians express and share their diverse cultural experiences with each other and the world.  The Department helps to ensure that Canadians can express their creativity, showcase their talents, and share their diverse experiences via the arts, heritage institutions, cultural industries, and sport activities, both professional and amateur. To achieve this outcome, the Department enacts policies and programs that seek to create an environment where Canada’s diverse voices and distinctive accent on liberal democratic values can be strengthened and shared, both at home and abroad.
  • Strategic Outcome 2 : Canada is an inclusive society built on intercultural understanding and citizen participation.  The Department seeks to respond both to certain challenges to cohesion and to the many creative opportunities that come with an increasingly diverse social fabric.  To achieve this outcome, the Department provides programming in support of socio-economic inclusion for disadvantaged groups such as off-reserve Aboriginal people and official language minority communities, but also exchange and dialogue on shared citizenship values between Canadians of all origins and backgrounds.

Canadian Heritage’s two strategic outcomes are linked in the Government of Canada’s overall strategic framework to the spending area “Social Affairs.”  For more information, see Canada’s Performance Report 2006-07 at http://www.tbs-sct.gc.ca/reports-rapports/cp-rc/2006-2007/cp-rctb-eng.asp and Table 1 in Section III of this report.

  • Strategic Outcome 1 is linked to a sub-area of Government spending described as “A vibrant Canadian culture and heritage.” Its performance indicator is participation in cultural and heritage activities.
  • Strategic Outcome 2 is linked to the sub-area “Diverse society that promotes linguistic duality and social inclusion.” Its four performance indicators are: attitudes toward diversity; attitudes toward linguistic duality; volunteerism; and political participation.

More broadly, Canadian Heritage makes a strong contribution to Government of Canada social, economic, and international policy through its activities in support of dynamic cultural industries, world-class cultural institutions, and healthy communities.  The Department’s outcomes do much to create value and quality of life for Canadians, while attracting talent, investment, and tourism to Canada from around the world.

4. ORGANIZATIONAL INFORMATION

Mandate, Roles and Responsibilities

The Department of Canadian Heritage is responsible for the Government of Canada’s role with respect to arts, culture, sport, heritage and citizen participation.

The Department of Canadian Heritage Act clearly sets out the Minister’s powers, duties and functions with respect to “Canadian identity and values, cultural development and heritage.” These responsibilities explicitly include:

  • the arts, including cultural aspects of the status of the artist;
  • cultural heritage and industries, including performing arts, visual and audio-visual arts, publishing, sound recording, film, video and literature;
  • broadcasting, except in respect of spectrum management and the technical aspects of broadcasting;
  • the formulation of cultural policy, including the formulation of cultural policy as it relates to foreign investment and copyright;
  • the conservation, exportation and importation of cultural property;
  • national museums, archives and libraries;
  • national battlefields;
  • the encouragement, promotion and development of sport;
  • the advancement of the equality of status and use of English and French and the enhancement and development of the English and French linguistic minority communities in Canada;
  • the promotion of a greater understanding of human rights, fundamental freedoms and related values;
  • multiculturalism; and
  • state ceremonial and Canadian symbols.

The Department of Canadian Heritage Act also states that in exercising the powers and performing the duties and functions assigned to the Minister, the Minister shall initiate, recommend, coordinate, implement and promote national policies, projects and programs with respect to Canadian identity and values, cultural development and heritage.  The Minister may enter into agreements with the government of any province or any agency thereof.

Other statutes, listed in Appendix C, also fall under the Department’s responsibility in whole or in part.

Organizational Structure

The Minister of Canadian Heritage, Status of Women and Official Languages is responsible before Parliament for the Department.  The Minister is assisted by the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics, by the Secretary of State, Foreign Affairs and International Trade (Sport) and the Secretary of State, Multiculturalism and Canadian Identity.

The Deputy Minister of Canadian Heritage supports the Ministers and the Secretaries of State in the Department’s overall orientation. The Deputy Minister and Associate Deputy Minister are jointly responsible for achieving the Department’s strategic outcomes with the support of the Assistant Deputy Ministers and other departmental staff which are located  in the National Capital region and throughout Canada as well as in few locations outside the country.

Organizational Structure of the Department of Canadian Heritage 2008-09

Organizational Structure of the Department of Canadian Heritage 2008-09
ADM = Assistant Deputy Minister

Within the Department, seven core functions report to the Deputy Minister:

  • Human Resources and Workplace Management is responsible for getting the right people in the right jobs at the right time by promoting a culture that supports performance, learning and innovation, and ensuring that employees feel valued, safe, and engaged; it also provides critical infrastructure to the entire Department.
  • The Corporate Secretariat is responsible for: Access to Information and Privacy Secretariat; Executive Services Secretariat; Ministerial Liaison Office; Parliamentary and Regulatory Affairs; Office of the Corporate Secretary; and Planning and Resource Management (which includes Minister, Secretaries of State and Executive Offices).
  • Portfolio Affairs integrates policy, planning, reporting, financial management, central agencies coordination, appointments, governance and communications issues relative to the Canadian Heritage Portfolio organizations.
  • Legal Services is the principal source of legal services and advice for the Department.
  • The Ombudsman is a neutral party who provides all employees at all levels with confidential, informal, and impartial support; in addition, the Canadian Heritage Ombudsman is the designated Senior Integrity Officer who is responsible for the implementation of the Public Servants Disclosure Protection Act.
  • The Office of the Chief Audit and Evaluation Executive provides the Department with independent and neutral evaluation, assurances and recipient compliance audit services; it is also the focal point for integrated risk management expertise and provides secretariat support to committees for evaluation and to the external members of the  Departmental Audit Committee.
  • The Communications Branch delivers professional and strategic services to ensure that communications across the Department are timely, well coordinated, effectively managed, and responsive to the diverse needs of the public that the organization serves.

It should be noted that in 2007, Public Affairs and Communications became Public and Regional Affairs as the Communications Branch now reports directly to the Deputy Minister. Also as of 2007, the Corporate Review Branch was repositioned to report directly to the Deputy Minister, in accordance with the new Internal Audit Policy and the forthcoming new Evaluation Policy. In 2008, its name was changed to the Office of the Chief Audit and Evaluation Executive.

The Department has five sectors each headed by an Assistant Deputy Minister (ADM). These sectors develop and implement policies, programs and initiatives aimed at achieving the Department’s strategic outcomes.


Accountability for the Strategic Outcomes

Minister of Canadian Heritage, Status of Women and Official Languages

The Honourable Josée Verner

Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics

The Honourable David Emerson

Secretary of State (Foreign Affairs and International Trade) (Sport)

The Honourable Helena Guergis

Secretary of State (Multiculturalism and Canadian Identity)

The Honourable Jason Kenney

Deputy Minister

Judith A. LaRocque

Associate Deputy Minister

Susan Peterson

Executive Committee

Decision-making body chaired by the Deputy Minister; the Associate Deputy Minister, Assistant Deputy Ministers and Corporate Secretary are members.

The Ministers and the Department's senior management team are accountable for the Department's progress toward the two strategic outcomes. Together, the Ministers are responsible to Parliament for the mandate of Canadian Heritage. The Minister of Canadian Heritage, Status of Women and Official Languages is also assisted by two Secretaries of State. The Deputy Minister reports to the Minister of Canadian Heritage, Status of Women and Official Languages; the Associate Deputy Minister reports to the Deputy Minister, as does the Executive Committee.

Accountabilities for the Program Activity Architecture

Assistant Deputy Minister, Cultural Affairs

Jean-Pierre Blais

Assistant Deputy Minister, Citizenship and Heritage

Diane Fulford

Assistant Deputy Minister, International and Intergovernmental Affairs and Sport

Marie-Geneviève Mounier

Assistant Deputy Minister, Public and Regional Affairs

Nicole Bourget

A/Assistant Deputy Minister, Planning and Corporate Affairs

Tom Scrimger

Each Assistant Deputy Minister is accountable for the management of his/her Sector and shares the accountability for the delivery of results associated with the seven departmental program activities as set out in the Program Activity Architecture. This model fosters collaboration among sectors. Directors General, Regional Executive Directors, Directors and Managers are accountable for program sub-activities and sub-sub-activities and report to their respective Assistant Deputy Minister.


Governance Model

Departmental governance is an important element of the Management Accountability Framework which sets out expectations for good management.  An overview of the Department of Canadian Heritage's internal governance structure is therefore provided in this report.

Over the past year, changes have been made to the Department’s governance structure.  In part, these changes are in response to the Federal Accountability Act, passed in December 2006, and are designed to strengthen accountability and management of the department. The Department’s internal governance structure consists of three levels.

Canadian Heritage Governannce Model

Management Level 1: The Decision-making Committees

  • The Executive Committee is the Department’s senior decision-making committee.  It acts as a “board of directors”, responsible for overall governance, strategic direction and decision-making in support of the Deputy Minister.
  • As part of the implementation of the new Internal Audit Policy, the audit function reports directly to the Deputy Minister since July 11, 2007. The Departmental Audit Committee is being created and implemented in response to the requirements of the Policy. This committee will provide the Deputy Minister with independent, neutral and objective advice on the state of risk management, internal controls and governance processes.

Management Level 2: The Operational Committees (Chaired by the Deputy Minister or by the Associate Deputy Minister)

  • The Communications and Coordination Committee is a forum for discussion on future communications and departmental events programming.
  • The Strategic Policy and Planning Committee. Following the creation of the Departmental Audit Committee, and in response to requirements of the revised Government of Canada Evaluation Policy, a new integrated Strategic Policy, Planning and Evaluation Committee, chaired by the Deputy Minister, is being created and will be operational in early 2008-09. This Committee will act as a catalyst in developing a strategic vision by linking policies, programs and evaluations, with a view to achieving the Department’s strategic outcomes. The Operations and Management Committee is responsible for reviewing processes and deciding how to implement operational and management strategies.

Management Level 3: The Advisory Committees

  • The Policy Committee provides advice on policy development and reports to the Strategic Policy, Planning and Evaluation Committee.
  • A new Integrated Planning Committee was created in April 2007 to provide advice to senior level committees with respect to the efficient delivery of the Department’s mandate. A risk management dimension has been integrated within the work of this Committee.
  • The Human Resources Advisory Committee, the Finance Committee, the Information Management and Information Technology (IM/IT) Committee, the Program Management and Service Delivery Committee and the Legal Services Planning and Priorities Committee all report on their respective areas of responsibility to the Operations and Management Committee.

A range of networks, forums and other committees allow directors general, directors, middle management, senior officers and employees to exchange information with departmental colleagues, based on shared expertise or management responsibilities.

This committee structure and the Department’s management structure are designed to strengthen governance and help the Department be more proactive on the Government’s management and policy program.  The model enhances overall consistency as well as the transparency of the decision-making process, to ensure progress toward achievement of the Department’s strategic outcomes.

Role of the Regions

In addition to its headquarters in Gatineau, Quebec, the Department connects with Canadians through five regional offices and 22 points of service across Canada, as well as through its Web site. These offices serve a wide range of client organizations at the community-level by managing certain grants and contributions programs.

In 2008-09, grants and contributions will again represent more than 80 % of total departmental spending. Regions play an important role in delivering programs. While the management and delivery of these grants and contributions programs form the core of regional work, regional employees also provide many more services. For instance, they provide outreach and communications support for Ministers' and Secretaries of State's visits in the regions and for major events and thematic days (e.g. Canada Games, local Canada Day events, activities for March 21 Anti-Racism Day). They also provide strategic analysis and advice for the development of policies and programs, and help build partnerships with other federal departments, other orders of government, and public institutions.

Regional offices help the Department ensure that its programs and services are effective and locally relevant, that its policies respond to the needs and concerns of Canadians, and that communications efforts are well targeted and the ministers well-supported.

Portfolio

The Canadian Heritage Portfolio plays a central role in supporting cultural and civic activities in Canada. It is comprised of the Department (including the Canadian Conservation Institute and the Canadian Heritage Information Network) and 19 other organizations ─ agencies, Crown corporations, and a Board - that operate in the areas of Audio-visual, Heritage, Arts, Human Rights, and Public Service Human Resources.

While these organizations are outside the Department’s direct governance structure, the Minister of Canadian Heritage is responsible for ensuring that the Portfolio agencies and Crown corporations support Government of Canada priorities.  The agencies in the Portfolio produce an individual Report on Plans and Priorities.  The Canadian Heritage Portfolio Crown corporations prepare corporate plans, the summaries of which are tabled in Parliament or are subject to the accountability requirements of their enabling legislation.

The following regroups these organizations by thematic areas and provides a brief description of each organization.

Audio-visual

The Canadian Broadcasting Corporation, Canada’s national public broadcaster, creates and delivers programming and information through a comprehensive range of media.

The Canadian Radio-Television and Telecommunications Commission regulates and supervises all aspects of the Canadian broadcasting system with a view to implementing the broadcasting policy set out in the Broadcasting Act.

The National Film Board produces and distributes audiovisual works that provide a uniquely Canadian perspective, including diverse cultural and regional perspectives, recognized across Canada and around the world.

Telefilm Canada is dedicated to the development and promotion of Canada's audiovisual industry. Telefilm fosters the production of original, diverse and high quality films, television programs and new media products that reflect Canada's linguistic duality, cultural diversity, and regional character.

Heritage

Library and Archives Canada preserves the documentary heritage of Canada for the benefit of present and future generations.  It is a source of enduring knowledge accessible to all, contributing to the cultural, social and economic advancement of Canada.  It facilitates cooperation in the Canadian knowledge community, and serves as the continuing memory of the Government of Canada and of its institutions.

The Canada Science and Technology Museum Corporation fosters scientific and technological literacy throughout Canada with its collection of scientific and technological objects. The Corporation oversees the operation of the Canada Science and Technology Museum, the Canada Aviation Museum and the Canada Agriculture Museum.

The Canadian Museum of Nature increases interest in, knowledge of, and appreciation and respect for, the natural world with its collection of natural history objects.

The Canadian Museum of Civilization Corporation increases knowledge and critical understanding of, and appreciation and respect for, human cultural achievements and human behaviour with its collection of objects of historical or cultural interest.  The Canadian War Museum is an affiliated museum.

The National Gallery of Canada furthers knowledge, understanding and enjoyment of art in general among all Canadians with its collection of art.  The Canadian Museum of Contemporary Photography is an affiliated museum.

The National Battlefields Commission preserves and develops the historic and urban parks of the National Battlefields Park in Québec City and in the surrounding area, including the Plains of Abraham and Des Braves Park.

The Canadian Cultural Property Export Review Board determines whether cultural property is of “outstanding significance and national importance” pursuant to the Cultural Property Export and Import Act.

Arts

The Canada Council for the Arts fosters the development of the arts in Canada by providing artists and professional arts organizations in Canada with a broad range of grants through peer evaluation committees.

The National Arts Centre has become Canada’s pre-eminent performing arts centre; it creates, showcases and celebrates excellence in the performing arts; and strives to symbolize artistic quality, innovation and creativity for all Canadians.

Human Rights

Status of Women Canada is the Government of Canada agency that promotes the full participation of women in the economic, social, and democratic life of Canada.  It develops strategic government policy advice and partnerships, and provides financial assistance for projects that create concrete outcomes for women.

Multiculturalism

The Canadian Race Relations Foundation is committed to building a national framework for the fight against racism in Canadian society. It sheds light on the causes and manifestations of racism; provides independent, outspoken national leadership; and acts as a resource and facilitator in the pursuit of equity, fairness and social justice.

Human Resources

The Public Service Commission is responsible for safeguarding the values of a professional public service : competence, non-partisanship and representativeness. It does this in the public interest as part of Canada's governance system.

The Public Service Labour Relations Board is an independent, quasi-judicial statutory tribunal responsible for administering the collective bargaining and grievance adjudication system in the federal Public Service and Parliament as well as providing mediation and conciliation services to help parties resolve differences without resorting to a formal hearing.

The Public Service Staffing Tribunal is an independent and quasi-judicial body which conducts hearings and provides mediation services in order to resolve complaints related to internal appointments and lay-offs in the federal public service.

The Public Servants Disclosure Protection Tribunal is a tTribunal responsible for determining, for each application referred by the Public Sector Integrity Commissioner, whether a complainant of wrongdoing has been subjected to a reprisal and whether the person or persons identified in the application as having taken the alleged reprisal actually took it; it , and may make an orders granting a remedy to the complainants.


5. PROGRAM ACTIVITY ARCHITECTURE

Introduction

The Program Activity Architecture (PAA) is a structured inventory of the Department of Canadian Heritage’s programs.  These programs are arranged in a hierarchical manner to depict the logical relationship between each program activity, its sub- and sub-sub- program activity level and the Department’s Strategic Outcomes to which they contribute.  In short, the PAA serves to create an overview of how the Department’s programs and activities are linked and how their expected results are organized to contribute to achieving the Department’s mandate and Strategic Outcomes. The PAA provides a skeleton structure to which financial and non-financial performance information are linked.

The Program Activity Architecture is a major component of the larger Management, Resources and Results Structure (MRRS).  A complete MRRS includes strategic outcomes, the PAA, the financial and non-financial information for each element of the PAA, and the departmental governance structure.

Explanation of Changes to the Department of Canadian Heritage’s Program Activity Architecture

In response to the Treasury Board Secretariat (TBS) requirements regarding full implementation of the Management, Resources and Results Structure Policy (MRRS), the Department of Canadian Heritage made some changes to its Program Activity Architecture (PAA) officially approved in June 2005.  The 2005 PAA contained two Strategic Outcomes and seven Program Activities.  In April 2007, minor changes were made to reflect changes to departmental programs. Minor editorial changes were also made to the description of some Program Activities. Internal Services was added as a separate Program Activity as per TBS requirements. These revisions come into effect on April 1, 2008.

Canadian Heritage also undertook a comprehensive and substantive renewal of its PAA and related Performance Measurement Framework (PMF) which will come into effect on April 1, 2009 following Treasury Board approval.  The revised PAA and PMF address comments and suggestions made by the Treasury Board Secretariat in the Round IV Management Accountability Framework Assessment.  In 2008-09, Canadian Heritage will focus its efforts on the implementation of these revised management tools.

The following table reflects the main changes from the 2005 Program Activity Architecture to the 2008 PAA.


Program Activity Architecture
As of June 2005

Program Activity Architecture Effective April 1, 2008

Strategic Outcome 1: Canadians express and share their diverse cultural experiences with each other and with the world.

Unchanged; French translation slightly modified.

Program Activity 1: Creation of Canadian Content and Performance Excellence.

Editorial change to make Program Activity description more concise and clear.

Athlete Assistance.

Changes in order of sub-sub activities titles

Sport Support.

Sport Support.

Sport Hosting.

Sport Hosting.

Athlete Assistance.

Program Activity 2: Sustainability of Cultural Expression and Participation.

Editorial change to make Program Activity description more concise and clear.

Vancouver 2010.

2010 Winter Games.

Program Activity 3: Preservation of Canada’s Heritage.

Editorial change to make Program Activity description more concise and clear.

Aboriginal Living Cultures.

Change in title in French: « Cultures autochtones vivantes » .

Addition of sub-sub activity: Aboriginal Living Cultures: Others.

Program Activity 4: Access and participation in Canada’s Cultural life.

Change in title: Access to Canada’s Culture.

Editorial change to make Program Activity description more concise and clear.

Book Publishing: Supply Chain Initiative.

Change in title: Book Publishing: Marketing.

Strategic Outcome 2: Canadians live in an inclusive society built on inter-cultural understanding and citizen participation.

Change in title: Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Program Activity 5: Promotion of inter-cultural understanding.

Editorial change to make Program Activity description more concise and clear.

Program Activity 6: Community Development and Capacity Building.

Editorial changes to make Program Activity description more concise and clear.

Program Activity 7: Participation in Community and Civic Life.

Changes in sub activitys title in French: « Participation communautaire et citoyenne » .

Aboriginal Communities.

Addition of sub-sub activity: Aboriginal Communities: Others.

Community Partnership.

Program was abolished on September 25, 2006.

Human Rights and Court Challenges.

Change in title: Human Rights. Court Challenges program was abolished on September 25, 2006.

 

Court Challenges: New sub-sub program activity created to reflect downsizing of the program.

Citizen Participation.

Sub-sub activity removed: Information and Research on Canada.

 

 

Program Activity 8: Corporate Services.

Changes as per TBS requirements: Program Activity: Internal Services now includes the following 13 components; Legal Services ; Information Technology Services; Information Management Services; Financial Management Services; Human Resources Management Services; Public Affairs/Communication Services; Evaluation Services; Internal Audit Services; Management and Oversight Services; Public Policy Services; Supply Chain Management Services; Facilities, Asset Management Services; Other Support Delivery Services.


The Department of Canadian Heritage’s Program Activity Architecture (effective as of April 1, 2008) is anchored by two Strategic Outcomes:

  • Canadians express and share their diverse cultural experiences with each other and the world.
  • Canada is an inclusive society built on intercultural understanding and citizen participation.

These two Strategic Outcomes are supported by seven Program Activities:

  • Creation of Canadian content and performance excellence.
  • Sustainability of cultural expression and participation.
  • Preservation of Canada’s heritage.
  • Access to Canada’s culture.
  • Promotion of inter-cultural understanding.
  • Community development and capacity-building.
  • Participation in community and civic life.

In addition, Program Activity 8 describes Internal Services. The following diagrams depict the 2008‑09 Program Activity Architecture

PCH Program Activity Architecture

 

Click here to see the PAA in ''pdf''

PCH Program Activity Architecture PCH Program Activity Architecture PCH Program Activity Architecture

6. VOTED AND STATUTORY ITEMS LISTED IN THE MAIN ESTIMATES


Voted or Statutory Item

Truncated Vote or Statutory Wording

2008–09 Main Estimates

2007–08 Main Estimates

1

Operating expenditures

272,193

252,110

5

Grants and contributions

1,088,828

1,080,643

(S)

Contributions to employee benefit plans

28,254

28,265

(S)

Minister of Canadian Heritage – salary and motor car allowance

76

75

(S)

Salaries of the Lieutenant-Governors

1,129

1,103

(S)

Payments under the Lieutenant-Governors Superannuation Act

637

637

(S)

Supplementary Retirement benefits-former Lieutenant-Governors

182

182

 

Total Canadian Heritage Department

1,391,299

1,363,015


Note:    This table shows amounts in thousands of dollars but in the rest of the document they are displayed in millions of dollars.



7. DEPARTMENTAL PLANNED SPENDING TABLE AND FULL-TIME EQUIVALENTS


($ millions)

Forecast Spending 2007–08

Planned Spending 2008–09

Planned Spending 2009–10

Planned Spending 2010–11

Program activities

 

 

 

 

Creation of Canadian Content and Performance

 341.1

339.6 

226.1 

215.6 

Sustainability of Cultural Expression and Participation

213.9

176.2

151.7

80.5

Preservation of Canadian Heritage

39.0

40.7

41.4

42.1

Access to Canada’s Culture

188.7

207.4

205.1

116.5

Promotion of Inter-Cultural Understanding

121.6

121.5

120.0

122.6

Community Development and Capacity Building

260.0

252.9

242.7

243.9

Participation in Community and Civic Life

203.9

257.2

200.1

153.6

Budgetary Main Estimates (gross)

1,368.2

1,395.5

1,187.1

974.8

 

 

 

 

 

Less: Respendable Revenue

5.2

4.2

4.0

4.0

Total Main Estimates

1,363.0

1,391.3

1,183.1

970.8

Supplementary Estimates

 

 

 

 

Additional Funding

99.0

 

 

 

Various transfers to/from other government departments and /agencies

-10.2

 

 

 

Reprofiling of funds

-38.1

 

 

 

 

 

 

 

 

Other planned initiatives

 

35.5

26.5

46.5

 

 

 

 

 

Total Adjustments

50.7

35.5

26.5

46.5

Total Planned Spending

1,413.7

1,426.5

1,209.6

1,017.3

Less: Non-respendable revenue

62.8

62.8

62.8

62.8

Plus: Cost of services received without charge

30.7

31.3

31.6

30.5

Net Cost of Program

1,381.6

1,395.3

1,178.4

985.0

Full-time Equivalents

2 252

2 354

2 351

2 074


Note: In the next two years, $342.3M in program funding will sunset ($184.7M) at the end of 2008-09 and $157.6M at the end of 2009-10). The major initiatives sunsetting during this period are: Tomorrow Starts Today ($107.5M), Canadian Television Fund ($99.6M), Community Historical Recognition Program ($15.1M), Urban Multipurpose Aboriginal Youth Centres ($25.0M), Katimavik ($19.8M), Vancouver 2010 ($42.5M) and Québec 2008 ($21.5M).

8. SUMMARY INFORMATION

8.1 Financial Resources ($ millions)


2008–09

2009–10

2010–11

1,426.8

1,209.6

1,017.3


8.2 Human Resources (FTEs)


2008–09

2009–10

2010–11

2 354

2 351

2 074


8.3 Departmental Priorities


Priority

Type

1. Adapting Cultural Policy to Changing Technology and a Global Marketplace.

Previously committed.

2. Promoting Canada Through Community Engagement and Major Events.

New.

3. Delivering New Support for Official Languages.

New.

4. Investing in Canadian Sport.

Previously committed.

5. Strengthening Management Practices.

Ongoing.


Priority 1: Adapting Cultural Policy to Changing Technology and a Global Marketplace

The October 2007 Speech from the Throne noted the Government of Canada's commitment to improve the protection of cultural and intellectual property rights, including copyright reform, thus ensuring that cultural policy is adapting to changing technology and a global marketplace. Responsive cultural policy helps secure a space for Canadian voices nationally and internationally, and furthers the Government's desire to create a national environment that encourages "the capacity of Canadians to (…) build an even stronger Canada, striving for excellence (…) with growing confidence that they can make a difference at home and in the world " (Speech from the Throne 2006).

Priority 2: Promoting Canada Through Community Engagement and Major Events

2008 is an important year for the promotion of Canada as the country will celebrate several major events such as the 400th anniversary of the founding of Québec City, the 250th anniversary of the establishment of Nova Scotia's representative assembly, and the 150th anniversary of the founding of the Crown colonyColony of British Columbia. The promotion of Canada also plays out in communities across the country, notably through recently funded local festivals and the expression and celebration of local arts and heritage.

Priority 3: Delivering New Support for Official Languages

The 2006 Speech from the Throne recognized that "linguistic duality is a tremendous asset for the country," while Budget 2007 announced significant funding dedicated to supporting official language minority communities and promoting linguistic duality, as well as for events surrounding the 400th anniversary of Québec City.

Priority 4: Investing in Canadian Sport

Canada's achievements as a sporting nation, with the excellence of its athletes recognized in national and international competitions, contribute to the strength of the Canadian identity as well as to the economic, social, and cultural fabric of the nation. Recognizing this, the Government has provided significant funding for the 2010 Olympic and Paralympic Winter Games while also supporting community sport participation, athletic development and excellence in winter sports.

Priority 5: Strengthening Management Practices

The Department is reviewing and continually adjusting its corporate management infrastructure and its governance structure to respond to new requirements regarding results-based management, comptrollership, risk management, internal audit and evaluation, service delivery, and public service modernization. Extensive redesign of the Department's Program Activity Architecture (PAA) and Performance Measurement Framework (PMF) is also currently under way, to further enhance governance and accountability through informed and transparent policy development, decision-making and risk management.

8.4 Program Activities by Strategic Outcome


Strategic Outcomes and Program Activities Expected Results

Planned Spending

($ millions)

Contributes to the Following Priorities

2008–09

2009–10

2010–11

Strategic Outcome 1

CANADIANS EXPRESS AND SHARE THEIR DIVERSE CULTURAL EXPERIENCES WITH EACH OTHER AND THE WORLD

Priority 1

Priority 4

Program Activity 1 

Creation of Canadian Content and Performance Excellence.

The Department expects two results by pursuing this first Program Activity: : Canadian content reflective of Canada's diverse society is created and produced for domestic and international markets; and Canadians excel domestically and internationally in culture and sport.

351.3

237.6

227.2

Priority 1

Priority 4

Program Activity 2 

Sustainability of Cultural Expression and Participation.

The result of this Program Activity is vibrant cultural and sport sectors in which Canadian cultural expression and participation can thrive and remain relevant at home and abroad.

188.1

153.6

77.4

Priority 1

Priority 4

Program Activity 3 

Preservation of Canada's Heritage

The ultimate goal of this Program Activity is that Canada's diverse heritage is preserved.

39.8

40.5

41.2

Priority 1

Program Activity 4 

Access to Canada's Culture

The Department's efforts in this regard will yield an important result: Canadians have access to and participate in a diverse range of Canadian cultural experiences.

210.6

209.7

121.1

Priority 1

Strategic Outcome 2

CANADA IS AN INCLUSIVE SOCIETY BUILT ON INTER-CULTURAL UNDERSTANDING AND CITIZEN PARTICIPATION

Priority 2

Priority 3

Priority 4

Program Activity 5 

Promotion of Inter-Cultural Understanding

By promoting inter-cultural understanding, the Department expects to foster a society where Canadians interact across diverse communities and value the diversity and linguistic duality of Canadian society.

 

121.5

120.0

122.6

Priority 2

Priority 3

Program Activity 6 

Community Development and Capacity Building

This Program Activity seeks to advance the cultural vitality of Canada's official languages minority and Aboriginal communities.

252.9

242.7

243.9

Priority 3

Program Activity 7 

Participation in Community and Civic Life

As a result of the activities that foster participation, Canadians will become more engaged in Canada's communities and civic life.

262.6

205.5

183.9

Priority 2

Priority 4

Total

(For the two Strategic Outcomes)

1,426.8

1,209.6

1,017.3

 


9. CONTEXT - CANADIAN HERITAGE PLANS AND PRIORITIES: OPERATING ENVIRONMENT

The Department of Canadian Heritage encourages access to and participation in our country’s cultural and civic life. The Department delivers over 60 programs, nine of which are delivered in conjunction with the regions. These programs support Canadians in sharing their cultural experiences with each other and with the world, and in living in an inclusive society based on intercultural understanding and citizen participation.

The Department provides financial assistance through grants and contributions, directly or indirectly, to individuals, institutions, community organizations, not-for-profit organizations and other levels of government. The Department has established and closely adheres to a Grants and Contributions Management Policy, in accordance with Treasury Board policies, founded on principles of sound justification, reasonable analysis, and accountability. Programs are managed in accordance with a legislative and strategic framework that encompasses the Financial Administration Act, the Official Languages Act, and Treasury Board Secretariat policies such as the Policy on Transfer Payments, the Policy on Payables at Year-End, and the Official Languages Policy Framework.

The Department also plays an important role in developing and implementing innovative policy options that help to ensure its responses to public policy issues are relevant to Canadians.

The Department works closely with the Canadian Heritage Portfolio to implement a coherent and integrated perspective on government priorities and policy objectives and to support cultural and civic participation in Canada. Key areas of Portfolio cooperation include heritage, audio-visual, arts, and human rights. The Department also facilitates reporting to Parliament for the human resources organizations in the Portfolio.

The Department and Portfolio operate in a context of enhanced accountability, with an emphasis on value for money that is consistent with significant new Government measures to ensure financial responsibility and public sector integrity.

Corporate Risks

The Department of Canadian Heritage takes an integrated approach to risk management across the organization. The Department has developed a Corporate Risk Profile that identifies key risk management themes, notably : 1)  Practicing sound management and stewardship; 2)  Demonstrating program results; and 3)  Effective and values-based human resource management.

These themes reflect an emphasis on horizontal management priorities which provide a solid foundation for program and policy functions and give support to the Government of Canada commitment to improve accountability and achieve results. The themes derive from horizontal analysis of past audit and evaluation studies as well as from the findings of the most recent assessment of practice against the Treasury Board Secretariat’s Management Accountability Framework. The Corporate Risk Profile notes that transfer payments are a significant feature of the Department and that the risk associated with the management of transfer payment programs represents an area that requires ongoing management attention and concerted efforts. In addition, the Department provides much of its support through third party delivery systems, and through regional points of service, and must manage the potential risk in these systems appropriately. In order to address these corporate risks, the Department is making the strengthening of management practices one of the five priorities outlined in the Report on Plans and Priorities 2008-09 as well as the subject of several key initiatives within that priority.

ENVIRONMENTAL SCAN: INTERNAL AND EXTERNAL FACTORS

The Department of Canadian Heritage continually monitors both immediate environmental changes and the broad, long-term trends that are shaping cultural participation, expression and consumption.  The findings of this year’s environmental scans include important observations on social, technological and economic trends that are affecting Canada’s cultural sector.

Demographic Trends

Aging society

Canada’s demographic makeup and social organization is changing. The Canada of the future will be quite different than the one of previous generations. Over 80% of Canadians now live in urban areas and, like other industrialized nations, Canada is experiencing a “greying” of its population. In 2006, the 65‑and‑over population made up a record 13.7% of the total population in Canada.  The proportion of the population under 15 years of age fell to 17.7%, its lowest level ever.

Diversity

Canada is an increasingly diverse country. Canada’s 32 million inhabitants reflect a very diverse cultural, ethnic and linguistic make-up. Approximately 225 000 immigrants a year from all parts of the globe continue to choose Canada, drawn by its quality of life and its reputation as an open and peaceful society that welcomes newcomers and values diversity. Immigration accounted for about two thirds of the demographic increase in 2006-07. Projections show that by 2017, visible minorities may account for one in every five people in Canada, a trend confirmed by the 2006 Census. Canada is also becoming much more multilingual. Results of the 2006 Census indicate that over 200 languages are spoken in Canada, and 20% of Canadians identified their mother tongue as being other than English or French.

Official-language minority communities throughout the country are an integral part of Canada’s identity. According to the 2006 Census, the number of Francophones in Canada living outside Quebec whose first official language is French has remained relatively stable, with a slight increase –  997 000 individuals compared to 988 000 in 2001. For the first time since 1976, the proportion of people in Quebec whose first official language is English has increased, from 12.9% to 13.4%. Moreover, between 2001 and 2006, knowledge of French has increased among Anglophones from 9.0% to 9.4%, and among allophones from 11.8% to 12.1%.

In 2006, the number of people who self-identified as Aboriginal reached 1 172 790, with 54% of Aboriginal Canadians living in urban areas. The Aboriginal population is also younger than the rest of the Canadian population. There are nearly twice as many Aboriginal children under the age of four as compared with non-Aboriginals and the median age for Aboriginal people is 27 years old as compared to 40 for non-Aboriginals.

The Department of Canadian Heritage works within its mandate to address persistent challenges to social inclusion faced by certain minority population, be they ethno-cultural minorities, official language minority communities, or youth at risk. By fostering intercultural understanding and supporting participation in Canada’s social and cultural life through arts, sport, and heritage, the Department’s activities align with those of other departments and other orders of government to decrease the likelihood of social fragmentation, alienation, and exclusion.

Technological Trends

As of 2006, 70% of Canadian households were connected to the Internet, with 86% of those households using high-speed connections. The number of Canadians who report having used the Internet to download music (31%), movies (5%) and television shows (4%), watch videos (29%) and television (6%), and listen to radio (22%) has increased in 2006 compared to 2005. 1

As new technologies permeate the content industries, the notion of “cultural products” is changing from fixed objects into something more fluid, flexible and increasingly difficult to define. At the same time, individual Canadians are playing an increasingly active role in cultural content production and expression. New technologies and social networking tools are permitting a greater range of citizens to generate their own cultural content and contribute to, and experience, new digital cultural spaces. While the transformations involved in this increasingly digital and networked environment are taking place at different rates and in different ways, overall, the business models that previously defined the creation, production and dissemination of cultural content products are changing.

It is important to note that the traditional ways that Canadians consume media have not been brought to an end by rapid changes in technology. Canadians are still watching television and listening to the radio, reading magazines and going to the movies. That said, the Department’s findings show that the cultural content industries are in a period of transition.

The needs and interests of Canadians are also changing. From a content perspective, Canadians – as citizens and consumers – are seeking information and entertainment choices personalized to reflect their tastes and interests, and meet their individual needs.  They want immediacy, they want mobility, they want to participate – and they do not distinguish among platforms. Growing expectations of instant and open access to content are altering attitudes around social interaction, sharing, copyright, and professional content. This transformation of the cultural experience puts the citizen at the centre and opens up new possibilities for collaboration with creators, new forms of engagement, and active participation in the cultural/creative environment. In the context of adapting cultural policy to a changing Canadian society and global marketplace, and in response to the October 2007 Speech of the Throne, the Department will continue to work with Industry Canada to review the Canadian copyright regime and respond to changing domestic and international environments.

Economic Trends

Overall, Canada’s economic performance has been rated as relatively strong, and the forecast is that it will continue to make gains, even if at a slower pace than in previous months. However, the high value of the Canadian dollar impacts areas like foreign location shooting and tourism, which are significant cultural exports. Furthermore, the effects of the economic uncertainty in the United States and union strikes in the American entertainment industry are being felt in the Canadian content production, distribution, and marketing chains. Fragmented audiences and changing consumption habits are affecting advertising revenues, a traditional source of revenue for the cultural industries. These industries are also re-imagining their business models in light of increasingly globalized value network and flows of capital and investment.

The Department will continue to monitor economic trends and their impacts on the cultural sector in order to find the appropriate balance of support for, and regulation of, these industries for the economic health of the sector but also for the social and cultural benefit of Canadians.

Strategic Review

In 2007, the Department of Canadian Heritage conducted an in-depth review of the funding, relevance and performance of all its programs and spending to ensure results and value for money from programs that are a priority for Canadians. The results of this Strategic Review were submitted to Treasury Board in fall of 2007, for subsequent review by Cabinet. The results of this Review will be reflected in future reporting to Parliament.

DEPARTMENT OF CANADIAN HERITAGE STRATEGIC  OUTCOMES  AND  PRIORITIES

The Department of Canadian Heritage has a Program Activity Architecture that sets out the key Strategic Outcomes on which programs and activities of the Department are focused.

The Department’s two inter-related Strategic Outcomes are as follows : Canadians express and share their diverse cultural experiences with each other and the world, and, Canada is an inclusive society built on inter-cultural understanding and citizen participation.

These Strategic Outcomes are interdependent and mutually reinforcing in that creative expression across diversity helps build an inclusive, cohesive, and self-confident country. Similarly, better inclusion and participation, along with openness to diversity, increase awareness and appreciation of the country’s values and history while generating new ideas in support of innovation and creativity.

These strategic outcomes and related program activities are aligned with Government of Canada priorities as expressed in a number of key Government of Canada documents, such as the Speech from the Throne, the Budget, and Canada’s Performance Report, an annual report to Parliament prepared by Treasury Board Secretariat. Out of the 13 Government of Canada’s strategic outcomes identified in Canada’s Performance Report 2006-07, two are specifically related to Canadian Heritage: 1)  a vibrant Canadian culture and heritage, and 2)  a diverse society that promotes linguistic duality and social inclusion. A table showing how the Department’s two Strategic Outcomes and related Program Activities align with these government-wide outcome areas over and above the ongoing delivery of its various programs and services can be found in Section III.

A number of announcements in Budget 2007 have impacted the Department, such as:

  • Local culture : $30 million per year over two years to encourage Canadians to get involved in their communities through the expression, celebration, and preservation of local arts and heritage.
  • Official Languages : $15 million per year over the next two years for official language minority communities.
  • Heritage sports : $1.5 million over the next two years to establish a fund to foster participation in Canadian heritage sports such as three-down football and lacrosse.
  • 2010 Winter Games : $11 million per year (over five years) in support of Canada’s elite winter athletes, as well as tax relief in ways consistent with host-nation traditions in order to facilitate the operation of the Games.

In keeping with Canadian Heritage’s mission and in light of the priorities expressed by the Government of Canada, the Department has added the following five priorities to the ongoing delivery of its various programs and services for 2008-09. These priorities, previously detailed in sub section 8.3, will contribute to the achievement of the Department’s Strategic Outcomes as well as the two government-wide outcomes mentioned above.

Priority 1:  Adapting Cultural Policy to Changing Technology and a Global Marketplace.
Priority 2:  Promoting Canada through Community Engagement and Major Events.
Priority 3:  Delivering New Support for Official Languages.
Priority 4:  Investing in Canadian Sport.
Priority 5:  Strengthening Management Practices.

In light of these priorities, the Department will focus on key initiatives that are presented below under the related departmental priority and with reference to the related Program Activities and Strategic Outcomes.


Priorities and Key Initiatives

Links to Program Activity (PA) Architecture 2008

Priority 1 : ADAPTING CULTURAL POLICY TO CHANGING TECHNOLOGY AND A GLOBAL MARKETPLACE

The October 2007 Speech from the Throne noted the Government of Canada's commitment to improve the protection of cultural and intellectual property rights, including copyright reform, thus ensuring that cultural policy is adapting to changing technology and a global marketplace. Responsive cultural policy helps secure a space for Canadian voices nationally and internationally, and furthers the Government's desire to create a national environment that encourages "the capacity of Canadians to (…) build an even stronger Canada, striving for excellence (…) with growing confidence that they can make a difference at home and in the world " (Speech from the Throne 2006).

(Strategic Outcome 1)

KEY INITIATIVE 1: Implementing supplementary funding to the Arts Presentation Canada program for professional arts festivals that make a significant and demonstrable commitment to community engagement activities.

PA 2 : Sustainability of Cultural Expressions and Participation (Strategic Outcome 1)

PA 4 : Access to Canada's Culture (Strategic Outcome 1)

KEY INITIATIVE 2: Responding to the evolving Canadian broadcasting environment.

PA 1 : Creation of Canadian Content And Performance Excellence (Strategic Outcome 1)

KEY INITIATIVE 3: Adapting the Canadian copyright regime to address changing domestic and international challenges.

PA 1 : Creation of Canadian Content And Performance Excellence (Strategic Outcome 1)

PA 2: Sustainability of Cultural Expressions and Participation (Strategic Outcome 1)

KEY INITIATIVE 4: Reviewing the Canadian Periodical Policy.

PA 1 : Creation of Canadian Content and Performance Excellence (Strategic Outcome 1)

PA 2 : Sustainability of Cultural Expressions and Participation (Strategic Outcome 1)

PA 4: Access to Canada’s Culture (Strategic Outcome 1)

KEY INITIATIVE 5: Moving forward on the Canadian Museum for Human Rights.

PA 2 : Sustainability of Cultural Expressions and Participation (Strategic Outcome 1)

PA 3: Preservation of Canada’s Heritage (Strategic Outcome 1)

PA 4: Access to Canada’s Culture (Strategic Outcome 1)

Priority 2 : PROMOTING CANADA THROUGH COMMUNITY ENGAGEMENT AND MAJOR EVENTS

2008 is an important year for the promotion of Canada as the country will celebrate several major events such as the 400th anniversary of the founding of Québec City, the 250th anniversary of the establishment of Nova Scotia’s representative assembly, and the 150th anniversary of the founding of the Crown colony of British Columbia. The promotion of Canada also plays out in communities across the country, notably through recently funded local festivals and the expression and celebration of local arts and heritage.

(Strategic Outcome 2)

KEY INITIATIVE 6: Supporting the Québec 2008 anniversary celebrations.

PA 7 : Participation in Community and Civic Life (Strategic Outcome 2)

KEY INITIATIVE 7: Implementing the Building Communities Through Arts and Heritage program for local community festivals and commemorations.

PA 7 : Participation in Community and Civic Life (Strategic Outcome 2)

KEY INITIATIVE 8: Supporting Canadian participation at Expo 2010 at Shanghai.

PA 7 : Participation in Community and Civic Life (Strategic Outcome 2)

KEY INITIATIVE 9: Supporting celebrations to mark the 150th anniversary of the colony of British Columbia.

PA 7 : Participation to Community and Civic Life (Strategic Outcome 2)

KEY INITIATIVE 10: Supporting activities related to the 250th anniversary of representative government in Nova Scotia (Democracy 250).

PA 7 : Participation to Community and Civic Life (Strategic Outcome 2)

KEY INITIATIVE 11: Developing next steps for the Community Historical Recognition Program and National Historical Recognition Program.

PA 7 : Participation to Community and Civic Life (Strategic Outcome 2)

KEY INITIATIVE 12: Moving forward on the Global Centre for Pluralism.

PA 7 : Participation to Community and Civic Life (Strategic Outcome 2)

Priority 3 : DELIVERING NEW SUPPORT FOR OFFICIAL LANGUAGES

The 2006 Speech from the Throne recognized that “linguistic duality is a tremendous asset for the country,” while Budget 2007 announced significant funding dedicated to supporting official language minority communities and promoting linguistic duality, as well as for events surrounding the 400th anniversary of Québec City.

(Strategic Outcome 2)

KEY INITIATIVE 13: Implementing new support for Official Languages.

PA 5: Promotion of Inter-cultural Understanding (Strategic Outcome 2)

PA 6 : Community Development and Capacity Building (Strategic Outcome 2)

Priority 4 : INVESTING IN CANADIAN SPORT

Canada's achievements as a sporting nation, with the excellence of its athletes recognized in national and international competitions, contributes to the strength of the Canadian identity as well as to the economic, social, and cultural fabric of the nation. Recognizing this, the Government has provided significant funding for the 2010 Olympic and Paralympic Winter Games while also supporting community sport participation, athletic development and excellence in winter sports.

(Strategic outcome 1)

(Strategic outcome 2)

KEY INITIATIVE 14: Investing in athlete support, strategic opportunities, and promotional activities in preparation for the 2010 Olympic and Paralympic Winter Games in Vancouver-Whistler.

PA 1: Creation of Canadian Content and Performance Excellence (Strategic Outcome 1)

PA 2: Sustainability of Cultural Expressions and Participation (Strategic Outcome 1)

PA 7: Participation to Community and Civic Life (Strategic Outcome 2)

KEY INITIATIVE 15: Implementing the Canadian Heritage Sport Fund.

PA 1: Creation of Canadian Content and Performance Excellence (Strategic Outcome 1)

PA 7: Participation to Community and Civic Life (Strategic Outcome 2)

Priority 5 : STRENGTHENING MANAGEMENT PRACTICES

The Department is reviewing and continually adjusting its corporate management infrastructure and its governance structure to respond to new requirements regarding results-based management, comptrollership, risk management, internal audit and evaluation, service delivery, and public service modernization. Extensive redesign of the Department's Program Activity Architecture (PAA) and Performance Measurement Framework (PMF) is also currently under way, to further enhance governance and accountability through informed and transparent policy development, decision-making and risk management.

 

KEY INITIATIVE 16: Implementation of Canadian Heritage Action Plan supporting Blue Ribbon Panel conclusions.

PA 8: Internal Services

KEY INITIATIVE 17: Public Service Renewal.

PA 8: Internal Services

KEY INITIATIVE 18: Canadian Heritage Management Accountability Framework (MAF) Action Plan.

 
  • KEY INITIATIVE 18 a: Results-Based Management – Renewal of Canadian Heritage Program Activity Architecture and Performance Measurement Framework; Integrated Business Planning.

PA 8: Internal Services

  • KEY INITIATIVE 18 b: Integrated Risk Management – Initiatives related to risk assessment and management in operations and/or corporate decision-making.

PA 8: Internal Services

  • KEY INITIATIVE 18 c: Implementing the new Treasury Board Policy on Internal Audit and contributing to strengthening accountability in the Department.

PA 8: Internal Services

  • KEY INITIATIVE18 d: Shared Services and Information Management/Information Technology (IM/IT).

PA 8: Internal Services


1 Canada, Canadian Radio-television and Telecommunications Commission, (CRTC), Broadcasting Policy Monitoring Report 2007.