ARCHIVED - Canadian Heritage

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

Program Activity: Arts

Name of Transfer Payment Program: Arts Presentation Canada Program

Start date: 2001-2002

End date: 2009-2010

Description: The objective of the Arts Presentation Canada program is to give Canadians direct access to a wide range of professional artistic experiences. The program supports presenters in the performing arts, arts festivals, and presenter support organizations. The activities supported by the program encourage a variety of programming; help to organize audience development and outreach activities; develop initiatives that bring professional artists into contact with residents of their community; and support networking and professional development for presenters. The program also supports the emergence of presenters and presenter networks for under-served communities or artistic practices.

Expected results:

1. A variety of professional artistic presentations are available to Canadians.
   Performance indicators:
   • Percentage of professional artistic presentations offered by discipline.
   • Percentage of professional artistic presentations that reach out to underserved communities.

Output:

1. Grants and contributions approved.
   Performance indicator: Number of grants and contributions approved and total amount of funds awarded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$10,500,000	$10,500,000	$3,500,000	$3,500,000
Total contributions	$17,262,112	$17,862,112	$11,505,484	$11,505,484
Total Transfer payments	$27,762,112	$28,362,112	$15,005,484	$15,005,484

Planned evaluations: A summative evaluation is planned for 2011–2012.

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

Program Activity: Arts

Name of Transfer Payment Program: Cultural Spaces Canada Program

Start date: 2001-2002

End date: 2009-2010

Description: Cultural Spaces Canada seeks to improve physical conditions for artistic creativity and innovation, as well as increase Canadians’ access to performing arts, visual arts, media arts, and to museum collections and heritage displays. It provides financial assistance for renovation and construction projects of arts and heritage facilities. Cultural Spaces Canada also provides support to acquire specialized equipment and prepare feasibility studies for cultural infrastructure projects. Funding is provided for non-profit arts and heritage organizations operating professionally. Provincial/territorial governments, municipal or regional governments and their agencies, as well as Aboriginal, Inuit and Métis equivalent agencies are also eligible recipients.

Expected results:

1. New and improved arts and heritage facilities are available to Canadians.
   Performance indicator: Number of new and improved arts and heritage facilities.

Output:

1. Grants and contributions approved.
   Performance indicator: Number of grants and contributions approved and the total amount of funds awarded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$3,000,000	$4,750,000	$1,750,000	$1,750,000
Total contributions	$26,342,801	$27,082,801	$1,750,000	$1,750,000
Total Transfer payments	$29,342,801	$31,832,801	$3,500,000	$3,500,000

Planned evaluations: A summative evaluation is planned for 2011–2012

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

Program Activity: Arts

Name of Transfer Payment Program: National Arts Training Contribution Program

Start date: 1997-1998

End date: 2012-2013

Description: The National Arts Training Contribution Program aims to contribute to the development of Canadian creators and future cultural leaders of the Canadian arts sector through the provision of stabilizing support to organizations that offer Canadians access to the highest quality training in preparation for national and international artistic careers; and through the provision of targeted funds to smaller, yet nationally significant institutions that may need to consolidate one aspect of their operations, such as administrative and/or governance capacity. The Program supports independent professional Canadian not-for-profit institutions or organizations that specialize in training Canadians seeking a professional career in the arts in Canada and abroad.

Expected results:

1. Nationally significant arts training of the highest quality is delivered by Canadian institutions.
   Performance indicators:
   • Quality of training offered by funded institutions.
   • Level of industry satisfaction with graduates’ professional training.

Output:

1. Contributions approved under the National Arts Training Contribution Program
   Performance indicator: Number of contributions approved and total amount of funds awarded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$16,703,920	$16,703,920	$10,708,920	$10,708,920
Total Transfer payments	$16,703,920	$16,703,920	$10,708,920	$10,708,920

Planned evaluations: A summative evaluation is planned for 2011–2012

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

Program Activity: Arts

Name of Transfer Payment Program: Canadian Arts and Heritage Sustainability Program

Start date: 2001-2002

End date: 2009-2010

Description: The Canadian Arts and Heritage Sustainability Program (CAHSP) aims to strengthen organizational effectiveness, build operational and financial capacity within the arts and heritage sectors, and ensure that those organizations operate in communities that value their existence, see them as a key asset, and support them. The Program has four active components: Capacity Building; Endowment Incentives; Cultural Capitals of Canada and Networking Initiatives. Two components, Stabilization Projects and Limited Support to Endangered Arts Organizations, are inactive.  CAHSP provides grants and contributions to Canadian not-for-profit professional arts and heritage organizations, and Canadian communities, including First Nations, Métis, and Inuit equivalent governments.

Expected results:

1. Well-managed arts and heritage organizations are supported in Canadian communities as demonstrated through financial and other partners.
   Performance indicators:
   • Well-managed as indicated by the number of arts and heritage organizations that implement improved management practices contributing to sustainability (Capacity Building Component).
   • Supported as demonstrated by the number of partners involved in the proposed projects to be carried out by municipalities seeking the Cultural Capitals of Canada designation.
   • Well-managed and supported as demonstrated by the amount requested by arts organizations applying to and eligible for Endowment Incentives component.
     

Output:

1. Grants and contributions approved under CAHSP.
   Performance indicator: Number of grants and contributions approved and total amount of funds awarded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$2,000,000	$2,000,000	$0	$0
Total contributions	$5,134,043	$3,365,479	$0	$0
Total Transfer payments	$7,134,043	$5,365,479	$0	$0

Planned evaluations: A summative evaluation is planned for 2012–2013.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canadian Television Fund

Start date: 1996-1997

End date: 2010-2011

Description: The Canadian Television Fund provides policies and one program that encourage the creation and production of Canadian television programs. The Canadian Television Fund contributes to enhance the creation and broadcast of high-quality Canadian television programs. It is a public-private partnership funded by the Government of Canada, cable companies and direct-to-home satellite service providers. Support is provided to independent television producers to make programs licensed by Canadian broadcasters in English, French and Aboriginal languages in the genres of drama, documentaries, children’s and youth and variety and performing arts. Support is provided in the form of a license fee top-up and equity investment.

Expected results:

1. Canadian producers create Canadian television programming in both official languages and Aboriginal languages and by genre.
   Performance indicator: Number of hours of CTF-funded Canadian programming produced annually, by genre and language.
              
2. Increased audience viewership of CTF-funded Canadian programming.
   Performance indicator: Audience share of CTF-funded productions as percentage of viewing to all Canadian programming by genre and languages.

Output:

1. A contribution agreement is signed on an annual basis with the single-recipient of the public funds, the CTF corporation (CFTC) which reports the results on an annual basis through an annual report.
   Performance indicator: A contribution agreement is signed between PCH and the CTFC and the funds flow to the CFTC as per the terms of the contribution agreement.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$119,950,000	$20,400,000	$20,400,000	$20,400,000
Total Transfer payments	$119,950,000	$20,400,000	$20,400,000	$20,400,000

Planned evaluations: A summative evaluation is planned for 2010–2011.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada Music Fund

Start date: 2001-2002

End date: 2009-2010

Description: The Canada Music Fund supports diversity, capacity and excellence in the sound recording industry at every level, from creators to audience. The Canada Music Fund consists of seven components: 1) Canadian Music Memories; 2) Collective Initiatives; 3) Creator’s Assistance; 4) Music Entrepreneur; 5) New Musical Works; 6) Support to Sector Associations; and 7) Canadian Musical Diversity. These components are designed to: enhance Canadians’ access to a diverse range of Canadian music choices through existing and emerging media, increase the opportunities available for Canadian music artists and entrepreneurs to make a significant contribution to Canadian cultural expression, and ensure that Canadian music artists and entrepreneurs have the means to succeed in a global and digital environment.

Expected results:

1. A range of Canadian music content is created and produced by Canada Music Fund recipients.
   Performance indicator: Number of Canadian music works produced that were supported by the Canada Music Fund (by genre, language, province, etc.).
   
2. The portion of the Canadian-owned music industry supported by the Canada Music Fund is sustainable.
   Performance indicator: Gross revenues of Program recipients.
   
3.  Canadian music content supported by the Canada Music Fund is accessible in Canada and abroad.
   Performance indicator: Domestic and international sales of Canada Music Fund recipients.

Ultimate outcome: Enhance Canadians’ access to a diverse range of Canadian musical choices.

Output:

1. Contribution Agreements under the Canada Music Fund are signed.
   Performance indicator: Number of contribution agreements signed and the total funding amounts approved to clients.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$22,614,982	$23,364,082	$18,416,758	$18,416,758
Total Transfer payments	$22,614,982	$23,364,082	$18,416,758	$18,416,758

Planned evaluations: A summative evaluation is planned for 2012–2013.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: Book Publishing Industry Development Program

Start date: 1980-1981

End date: 2010-2011

Description: The Book Publishing Industry Development Program (BPIDP) has four components: 1) Aid to Publishers; 2) Supply Chain Initiative; 3) Collective Initiatives; and 4) International Marketing Assistance. The BPIDP supports the activities of Canadian book publishers and other sectors of the book industry to improve the capacity of the Canadian-owned book industry to publish and market Canadian-authored books. This support is aimed at achieving BPIDP’s objective of ensuring access to a diverse range of Canadian-authored books in Canada and abroad.

This support is delivered through formula funding for Canadian-owned book publishers, as well as funding for collective projects that improve the capacity of the industry to publish and market Canadian-authored books.

Expected results:

1. Canadian-authored books are produced by BPIDP recipients.
   Performance indicator: Number of Canadian-authored books published by BPIDP recipients (by genre, language, province, etc.).
   
2. The portion of Canadian-owned book publishing industry supported by PCH is sustainable.
   Performance indicator: Aggregate profit margin of BPIDP recipient publishers.
   
3. Canadian-authored books supported by BPIDP are accessible in Canada and abroad.
   Performance indicator: Domestic and international sales of BPIDP recipient publishers.

Ultimate outcome:  Increased access to a diverse range of Canadian-authored books in Canada and abroad.

Output :

1. Contribution Agreements under BPIDP are signed.
   Performance indicator: Number of Contribution Agreements signed and total funds awarded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$37,637,660	$37,637,660	$31,344,798	$31,594,798
Total Transfer payments	$37,637,660	$37,637,660	$31,344,798	$31,594,798

Planned evaluations: A summative evaluation is planned for 2012–2013.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada Magazine Fund

Start date: 1999-2000

End date: 2010-2011

Description: The Canada Magazine Fund (CMF) has four components: 1) Support for Arts and Literary Magazines; 2) Support for Business Development for Magazine Publishers; 3) Support for Industry Development; and 4) Support for Editorial Content. CMF provides support to Canadian magazine publishers and not-for-profit organizations in the publishing sector to: foster the creation of Canadian editorial content in Canadian magazines; increase Canadians' access to Canadian magazines; enhance the range and diversity of Canadian magazines; and strengthen the infrastructure of the Canadian magazine industry. The support is provided through formula funding for magazines, including arts and literary magazines, to support and enhance their editorial content, and through project support for business development for small magazine publishers and for projects that develop the periodical industry as a whole.

Expected results:

1. A range of Canadian magazine content is created and produced.
   Performance indicator: Number and type of magazines publishing Canadian content with support from the CMF.
   
2. Canadian magazine publishing industry is sustainable.
   Performance indicator: Profit margin of Program recipients.

Outputs:

1. Contribution Agreements signed under the Canada Magazine Fund
   Performance indicator: Number of contribution agreements signed, and amount of funding approved.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$15,381,182	$14,881,182	$15,067,998	$15,067,998
Total Transfer payments	$15,381,182	$14,881,182	$15,067,998	$15,067,998

Planned evaluations: A summative evaluation is planned for 2010–2011.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: Publications Assistance Program

Start date: 1996-1997

End date: 2009-2010

Description: The Publications Assistance Program decreases the costs of mailing eligible Canadian periodicals to Canadian readers, ensuring they have access to a wide diversity of Canadian periodicals. Assistance is provided to more than 800 publishers of almost 1,200 different Canadian periodicals, supporting the delivery of 210 million eligible copies of periodicals including: general interest magazines, non-daily community newspapers; and ethno-cultural, farm, and official language minority periodicals. The Program is delivered in partnership with the Canada Post Corporation. Canadian Heritage receives and assesses applications for financial support, while Canada Post tracks mailings by eligible recipients.

Expected results:

1. Canadian periodicals are accessible across Canada.
   Performance indicator: Number of copies of periodicals (funded under the PAP) mailed out per year to Canadians (circulation).

Output:

1. Subsidies processed.
   Performance indicator: Number of subsidies processed (attestations, reapplications, applications) and amounts of funding approved.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$45,400,000	$45,400,000	$45,400,000	$45,400,000
Total Transfer payments	$45,400,000	$45,400,000	$45,400,000	$45,400,000

Planned evaluations: A summative evaluation is planned for 2009–2010.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canadian Culture Online Program

Start date: 2001-2002

End date: 2009-2010

Description: The objectives of the Canadian Culture Online program, which includes the Partnerships Fund and the Gateway Fund, are to provide Canadians access to and encourage their participation in interactive digital resources that reflect Canada’s diverse heritage, cultures and languages.

Expected results:

1. Canadian digital cultural content is created.
   Performance indicator: Number of Web sites funded through Canadian Culture Online that present Canadian cultural content.
   
2. Canadian digital cultural content is accessible.
   Performance indicator: Number of visits to Web sites funded through Canadian Culture Online.

Output:

1. Contribution agreements and memoranda of understanding signed under Canadian Culture Online.
   Performance indicator: Number of contribution agreements and memoranda of   understanding signed under Canadian Culture Online as well as funding amounts awarded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$14,068,643	$5,567,143	$0	$0
Total Transfer payments	$14,068,643	$5,567,143	$0	$0

Planned evaluations: A summative evaluation is planned for 2011–2012.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: Canada New Media Fund

Start date: 2000-2001

End date: 2009-2010

Description: The Canada New Media Fund, administered by Telefilm Canada, supports the development, production, marketing and distribution of Canadian cultural interactive products, in both official languages. It also assists the Canadian interactive media industry to become more competitive in domestic and international markets.

Expected results:

1. Canadian interactive media sector is sustainable.
   Performance indicator: Trends in annual gross revenues and employment in the interactive media sector.

Output:

1. Agreements signed under Canada New Media Fund.
   Performance indicator: Number of agreements signed under Canada New Media Fund and funding amounts awarded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$14,196,077	$14,196,077	$6,625,000	$6,625,000
Total Transfer payments	$14,196,077	$14,196,077	$6,625,000	$6,625,000

Planned evaluations: A summative evaluation is planned for 2011–2012.

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

Program Activity: Cultural Industries

Name of Transfer Payment Program: TV5 Contributions

Start date: 1990–1991

End date: 2012–2013

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

Expected results:

1. Canadian content is part of TV5 Monde’s international programming.
   Performance indicator: Percent of Canadian content broadcast on TV5 Monde.
   
2. Canadians have access to the wealth and diversity of the international Francophonie through TV5 Québec Canada (TV5 QC).
   Performance indicators:
   • TV5 market share in Quebec.
   • Number of households with access to TV5 QC.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$4,440,000	$4,940,000	$5,000,000	$5,000,000
Total contributions	$2,470,000	$2,470,000	$2,500,000	$2,500,000
Total Transfer payments	$6,910,000	$7,410,000	$7,500,000	$7,500,000

Planned evaluations: A summative evaluation is planned for 2011–2012.

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

Program Activity: Heritage

Name of Transfer Payment Program: Museums Assistance Program

Start date: 1972-1973

End date: 2009–2010

Description: The Museums Assistance Program (MAP) supports museums in their effort to reach audiences and care for their collections by providing grants and contributions to Canadian museums and related organizations for projects to develop and circulate travelling exhibitions across different regions of Canada, to preserve and protect Aboriginal heritage, and to enhance professional knowledge, skills and practices in the management of key museological functions. MAP also provides funding for projects submitted under the Canada-France Agreement on Museum Cooperation and Exchanges, and it provides support to the Canadian Museums Association for activities that help to sustain professional standards across Canada’s museum community.

In addition, MAP includes the Young Canada Works at Building Careers in Heritage and the Young Canada Works in Heritage Organizations components, in support of the Youth Employment Strategy, a horizontal initiative coordinated by Human Resources and Social Development Canada. The objective for the heritage components is to enable heritage institutions to benefit from the assistance of young, qualified workers by providing summer employment and career internship opportunities to help students develop and upgrade their skills in heritage institutions and to encourage them to pursue advanced studies in this field.

Expected results:

1. Heritage institutions and heritage workers undertake projects to improve key museological knowledge, skills and practices.
   Performance indicator: Number and value of projects funded to improve key museological knowledge, skills and practices and of youth employment opportunities created through YCW.
   
2. Aboriginal cultural heritage is preserved and presented.
   Performance indicator: Improvement in preservation and presentation of Aboriginal heritage reported by program recipients.
   
3. Heritage institutions create opportunities for Canadians to access their heritage.
   Performance indicator: Number of travelling exhibitions projects and venues.

Output:

1. Grants and contributions agreements signed under MAP and YCW
   Performance indicator: Number of applications assessed and number approved.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$2,500,000	$2,500,000	$2,500,000	$2,500,000
Total contributions	$11,945,845	$11,945,845	$12,076,284	$12,076,284
Total Transfer payments	$14,445,845	$14,445,845	$14,576,284	$14,576,284

Planned evaluations: A summative evaluation is planned for 2009–2010.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity: Promotion of and Attachment to Canada

Name of Transfer Payment Program: Celebration and Commemoration Program

Start date: 2003­–2004

End date: 2011–2012

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

Expected results:

1. Canadians participate in community celebrations and commemorations; and celebrations of national significance.
   Performance indicator: Number of participants at local and national activities.
   
2. Increased sense of pride and belonging to Canada.
   Performance indicator: Perceived sense of pride and belonging to Canada by Canadians.
   
3. Coordinated federal approach to celebrations and commemorations.
   Performance indicator: Number and scope of interdepartmental initiatives; number of     meetings of the Interdepartmental Commemorations Committee.

Outputs:

1. Grants and contribution agreements signed under the Celebration and Commemoration Program.
   Performance indicator: Number and type of agreements and distribution across Canada.
   
2. Promotional materials supporting the Celebration and Commemoration Program.
   Performance indicator: Number and type of promotional materials distributed.
   
   
3. Five-year Commemoration plan.
   Performance indicator: Updates to the Five-year Commemoration Plan.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$6,234,000	$9,784,000	$5,500,000	$5,500,000
Total contributions	$35,636,423	$34,555,687	$1,777,018	$1,777,018
Total Transfer payments	$41,870,423	$44,339,687	$7,277,018	$7,277,018

Planned evaluations: A summative evaluation is planned for 2011–2012.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity:  Promotion of and Attachment to Canada

Name of Transfer Payment Program: Exchanges Canada Program

Start date: 2000–2001

End date: 2009–2010

Description: The Exchanges Canada Program supports youth participation initiatives that allow young Canadians across the country to learn about Canada, create linkages with each other and better appreciate the diversity and common aspects of the Canadian reality. The Program has two main components: Youth Exchanges Canada and Youth Forums Canada. The Program works with non-profit delivery organizations to enable young Canadians to: access a range of exchange and national/international forum activities; experience Canada's cultural, geographical and linguistic diversity; build their knowledge of Canada; and develop their Canadian identity and sense of belonging to Canada.

Expected results:

1. Young participants enhance their knowledge and understanding of Canada.
   Performance indicator: Percent of participants who report enhanced knowledge and understanding of Canada.
   
2. Young participants connect and create linkages with one another.
   Performance indicator: Percent of participants who report increased connections with other young Canadians as a result of the exchange.
   
3. Young participants enhance their appreciation of the diversity and shared aspects of the Canadian experience.
   Performance indicator: Percent of participants who report enhanced appreciation for diversity and commonalities.

Outputs:

1. Contribution agreements and grants in support of youth exchanges.
   Performance indicator: Number and demographic representativeness of youth participating in exchanges.
   
2. Information available to Canadians about youth exchanges.
   Performance indicator: Number of information products developed and targeted promotional activities undertaken; number of information requests served; Number of Web site visitors.
   
3. Strategic alliances with governmental, non-governmental and private sector organizations.
   Performance indicator: Range of partners and amount of funding for youth exchanges stemming from strategic partnerships.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$17,686,359	$17,686,359	$17,686,359	$17,686,359
Total Transfer payments	$17,686,359	$17,686,359	$17,686,359	$17,686,359

Planned evaluations: A summative evaluation is planned for 2009–2010.

Strategic Outcome: Canadians have a sense of their Canadian Identity

Program Activity: Promotion of and Attachment to Canada

Name of Transfer Payment Program: Katimavik Program

Start date: 1997–1998

End date: 2009–2010

Description: Through the Katimavik Program, young Canadians are provided with opportunities to create ties with communities and with other Canadians, and to improve their employability. The objectives of the Katimavik program are to contribute substantially to the personal, social and professional development of the participants; to promote community service; and to offer a diverse experience, fostering a better understanding of the Canadian reality and linguistic duality. Through a nine-month program comprised of community service, training and group interaction, participants aged 17 to 21 have the opportunity to acquire personal and professional skills by involving them in community projects in one French-speaking and two English-speaking regions of Canada.

Expected results:

1. Young participants enhance their knowledge and understanding of Canada and its diversity.
   Performance indicator: Number of participants indicating that they know and understand Canada better (and in what way) since participating in the Program.
   
2. Participants develop their personal, social and professional skills.
   Performance indicator: Number of participants indicating that they have developed their personal, social and professional skills during their participation in the Program in accordance with each of the skills covered by the Program).
   
3. Host-community partner organizations improve their ability to serve their community.
   Performance indicator: Number of community partners that have seen their capacity improve and in what way.

Output:

1. Contribution agreement signed under the Katimavik Program.
   Performance indicator: Number and demographic representativeness of youth and number of communities benefiting from the Katimavik experience.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$19,776,000	$19,776,000	$19,776,000	$19,776,000
Total Transfer payments	$19,776,000	$19,776,000	$19,776,000	$19,776,000

Planned evaluations: An evaluability assessment is planned for 2009–2010 and a summative evaluation is planned for 2010–2011.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity: Engagement and Inclusion

Name of Transfer Payment Program: Multiculturalism Program

Start date: 1982–1983

End date: 2009–2010

Description: The Multiculturalism Program is one important means by which the Government of Canada pursues the three goals of the Multiculturalism Policy: identity, social justice, and civic participation. Funding provided under the Program's terms and conditions supports these goals to achieve the following objectives:

• Ethno-cultural/racial minorities participate in public decision-making (civic participation);
        
• Communities and the broad public engage in informed dialogue and sustained action to combat racism (anti-racism, anti-hate, cross cultural understanding);
  
• Public institutions eliminate systemic barriers (institutional change).

The funding priorities are:

• Economic, social and cultural integration;
  
• Mentorship, volunteerism, leadership and civic education;
  
• Inter-cultural understanding and Canadian values.

NOTE: Following the recent transfer of the portions in the Multiculturalism and Human Rights Branch of the Department of Canadian Heritage that relate to multiculturalism to Citizenship and Immigration Canada (CIC), this transfer payment program will be reported in CIC’s reports  when the transition period is finalized.

Expected results:

1. Outcomes (1 to 3 years):
   Decision-makers in public institutions identified by the Program:
   • Recognize barriers to access and participation;
   • Commit to changes to policies and practices;
   • Initiate changes to policies and practices.
2. Individuals and groups identified by the Program gain:
   • Awareness of racism and discrimination;
   • Knowledge of how to counter intolerant, racist or hate motivated-behaviours;
   • Strategies to foster more inclusive behaviours.
3. Participating public institutions, targeted communities and ethno-cultural/racial community group members collaborate on initiatives to combat racism and promote diversity.
   
4. Ethno-cultural/racial communities identified by the Program:
   • Gain awareness, knowledge and skills for civic engagement;
   • Identify and take action toward resolving issues affecting their communities;
   • Participate in the wider civil society with improved inter-cultural understanding.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$7,315,204	$7,315,204	$7,481,650	$7,481,650
Total contributions	$9,487,997	$9,394,780	$8,880,780	$8,880,780
Total Transfer payments	$16,803,201	$16,709,984	$16,362,430	$16,362,430

Planned evaluations: An evaluation is planned for 2009–2010.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity: Engagement and Inclusion

Name of Transfer Payment Program: Building Communities through Arts and Heritage Program

Start date: September 1, 2007

End date: March 31, 2012

Description: The program’s objective is to build stronger citizen engagement in communities through the performing and visual arts and in the expression, celebration and preservation of local heritage. The Building Communities Through Arts and Heritage program has two components: 1) Local Arts and Heritage Festivals; and 2) Community Historical Anniversaries Programming. The Program provides support for both local arts and heritage festivals that feature the presentation of local artists or local heritage, and major historical anniversaries of local importance.

Expected results:

1. Canadians are engaged in the expression, celebration and preservation of local arts and heritage at the community level.
   Performance indicator: Level of engagement of artists, volunteers, local organizations and attendees in arts and heritage events and festival (at the community level).

Output:

1. Program and policy implementation.
   Performance indicator: Variations between program and policy design and actual implementation achievement of policy and operational goals.
   
2. Grants and contribution agreements signed under the Building Communities through Arts and Heritage Program.
   Performance indicator: Number and geographic distribution of grant and contribution agreements.
   
3. Regional coordination and consultation.
   Performance indicator: Coordination and consultation mechanisms established and operating issues identified and resolved.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$5,400,000	$12,405,000	$12,405,000	$12,405,000
Total contributions	$1,600,000	$1,350,000	$1,350,000	$1,350,000
Total Transfer payments	$7,000,000	$13,755,000	$13,755,000	$13,755,000

Planned evaluations: A summative evaluation is planned for 2010–2011.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity: Engagement and Inclusion

Name of Transfer Payment Program: Aboriginal Peoples’ Program

Start date: 1971–1972

End date: 2009–2010

Description: The Aboriginal Peoples’ Program is organized around two broad themes: 1) the Aboriginal Communities Component supports the efforts of Aboriginal communities to develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede community and personal prospects, by funding the network of Aboriginal Friendship centres across Canada, urban Aboriginal youth projects including Young Canada Works for Aboriginal Urban Youth, and projects undertaken by Aboriginal women's organizations; and 2) the Aboriginal Living Cultures Component supports the preservation and promotion of Aboriginal languages and cultures through community-based projects, and funds the production and distribution of Aboriginal radio and television programming by northern Aboriginal communications societies.

Expected results:

1. Aboriginal languages are preserved and promoted.
   Performance indicator: Trends in language use.
   
2. Aboriginal people participate and are engaged in their communities through funded initiatives.
   Performance indicator: Number and geographic distribution of Aboriginal people participating and engaged in community activities supported by PCH programs.
   
3. Aboriginal youth are empowered with leadership skills and a sense of community.
   Performance indicator: Trends in Aboriginal youth leadership in urban Aboriginal communities.

Output:

1. Grants and contribution agreements signed under the Aboriginal Peoples’ Program.
   Performance indicator: Number and type of agreements.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$1,340,000	$1,340,000	$1,340,000	$1,340,000
Total contributions	$56,602,911	$56,522,911	$55,041,407	$55,015,177
Total Transfer payments	$57,942,911	$57,862,911	$56,381,407	$56,355,177

Planned evaluations: A summative evaluation is planned for 2009–2010.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity:  Engagement and Inclusion

Name of Transfer Payment Program: Community Historical Recognition Program

Start date: 2006–2007

End date: 2011–2012

Description: In 2006–2007, the Community Historical Recognition Program replaced the Acknowledgement, Commemoration and Education Program. It provides funding for eligible community-based projects that (i) commemorate and/or recognize the historical experiences of communities affected by federally legislated wartime measures and/or immigration restrictions or prohibitions that were applied in Canada, and (ii) promote their respective contributions. It aims to provide recognition for, and educate Canadians about, the historical experiences of these communities, and highlight their contributions to Canada.

NOTE: Following the recent transfer of the portions in the Multiculturalism and Human Rights Branch of the Department of Canadian Heritage that relate to multiculturalism to Citizenship and Immigration Canada (CIC), this transfer payment program will be reported in CIC’s reports  when the transition period is finalized.

Expected results:

Outcomes (1 to 3 years):

1. Historical experiences of affected communities are recognized.
   
2. Information on the historical experiences of affected communities is available.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$11,853,392	$1,127,672	$300,000	$200,000
Total contributions	$0	$9,932,614	$1,700,000	$800,000
Total Transfer payments	$11,853,392	$11,060,286	$2,000,000	$1,000,000

Planned evaluations: A summative evaluation is planned for 2011–2012.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity: Official Languages

Name of Transfer Payment Program: Development of Official Languages Communities Program

Start date: 2003–2004

End date: 2013–2014 (pending approval)

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

Expected results:

1. Maintain and increase the school enrolment of eligible students in the minority system.    
   Performance indicator: Rate of enrolment of eligible students in the minority system.
   
   
2. Members of official-language minority communities (OLMCs) have greater access to quality education in their language, in their community.
   Performance indicators:
   • Students receiving their education in the minority system as compared with those in the majority system in the following respects:
     • Results to provincial and territorial tests.
     • Percentage graduating from high school.
     • Percentage pursuing postsecondary education.
     • Proportion of OLMC members who believe that their education system is of comparable quality to that of the majority or that progress has been made toward these objectives and comparison with data from previous years.
3. Members of OLMCs have greater access to programs and services offered in their language by federal institutions, provincial/territorial governments, municipalities and community organizations.
   Performance indicators:
   • Proportion of OLMC members who believe that the services they are offered are sufficient or that progress has been made in key areas such as health, culture, community development, and comparison with data from previous years.
   • Programs and services provided in a number of areas.
     
4. Members of OLMCs have a greater ability to live in their own language, to participate in Canadian society and to ensure their long-term development.           
   Performance indicators:
   • Population data.
   • Rate of language transfer.
   • Degree of community social development.
   • Perception of OLMC members’ satisfaction with access to programs and services provided by community agencies and the various orders of government; confidence of the OLMCs in their communities’ future.
   • Capacity to involve multiple partners.
     
5. The multiple partners work together more closely on OLMC development and better target their efforts.       
   Performance indicators:
   • Perception of partners and OLMCs regarding the increased degree of cooperation among partners.
   • Measures taken by federal institutions to integrate their section 41 responsibilities and OLMC concerns.

Output:

1. Agreements (e.g. cooperation agreements, intergovernmental, etc.).
   Performance indicator: Number of agreements with communities and with provinces and territories.
   
2. Grants, contributions, funding transfers.
   Performance indicator: Number of grants and contributions agreements with communities and provinces and territories.
   
3. Federal institutions’ support and coordination mechanisms, action plan summaries and section 41 record of achievement summaries from federal institutions.
   Performance indicator: Action plans submitted by federal institutions; number of sectoral thematic and general meetings of coordinators or program/policy analysts from federal institutions.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$34,240,021	$36,823,293	$37,323,293	$37,323,293
Total contributions	$203,508,637	$204,372,464	$192,998,788	$192,998,788
Total Transfer payments	$237,748,658	$241,195,757	$230,322,081	$230,322,081

Planned evaluations: Based on the approved 2008–2009 to 2012–2013 risk-based, rolling multi-year evaluation plan, no evaluation is scheduled for this transfer payment program during this period. The plan is revised annually based on an assessment of risks and departmental needs and emerging priorities. The content of the current plan is therefore subject to change.

Strategic Outcome: Canadians have a sense of their Canadian identity

Program Activity: Official Languages

Name of Transfer Payment Program: Enhancement of Official Languages Program

Start date: 2003–2004

End date: 2013–2014 (pending approval)

Description: The Enhancement of Official Languages Program has two components: Promotion of Linguistic Duality and Second Language Learning. The Program promotes a better understanding and appreciation of the benefits of linguistic duality. Through partnerships and agreements with the provinces and territories and non-governmental organizations in support of second-language learning and initiatives that foster understanding between Anglophone and Francophone Canadians, the Program encourage the public to recognize and support linguistic duality as a fundamental value of Canadian society.

Expected results:

1. Greater number of Canadians have a working knowledge of both official languages.      
   Performance indicator: Number of Canadians with a knowledge of both official languages.
   
2. Greater number of Canadians have a better understanding and appreciation of the benefits of the official languages; accept the rights of official-language minorities and foster their participation in Canadian society.      
   Performance indicators:
   • Canadians’ perception of the importance of learning their second official language.
   • Student enrolment in second-language programs.
   • Canadians’ attitude to the benefits of both official languages.
3. Federal institutions are aware of their responsibilities relating to enhancement of official languages and increase their efforts in this regard.
   Performance indicators:
   • Measures taken by federal institutions to integrate their section 41 responsibilities. and the linguistic duality dimension.
   • Degree of increase in efforts.
4. Many partners contribute more to the enhancement of official languages and better target their efforts.
   Performance indicator: Perception of partners as regards increased degree of cooperation.

Output:

1. Agreements (e.g. federal-provincial/territorial agreements, CMEC).
   Performance indicator: Number of agreements with communities and provinces and territories.
   
2. Grants and contributions.
   Performance indicator: Number of grant and contribution agreements with communities and provinces and territories.
   
3. Support and coordination mechanisms and summaries of action plans and section 41 records of achievement.
   Performance indicator: Action plans submitted by federal institutions; number of sectoral thematic and general meetings of coordinators or program/policy analysts from federal institutions

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	$5,097,638	$5,098,093	$5,600,297	$5,600,297
Total contributions	$108,133,289	$106,912,889	$105,923,289	$105,923,289
Total Transfer payments	$113,230,927	$112,010,982	$111,523,586	$111,523,586

Planned evaluations: Based on the approved 2008–2009 to 2012–2013 risk-based, rolling multi-year evaluation plan, no evaluation is scheduled for this transfer payment program during this period. The plan is revised annually based on an assessment of risks and departmental needs and emerging priorities. The content of the current plan is therefore subject to change.

Strategic Outcome: Canadians participate and excel in sport

Program Activity:  Sport

Name of Transfer Payment Program: Hosting Program

Start date: 1967

End date: 2010–2011

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

Expected results:

1. Hosting sport event in Canada creates sport development opportunities and benefits.
   Performance indicators:
   • Number of competition opportunities for Canadian athletes, coaches and officials.
   • Number of hosting projects that have met their legacy sport commitments.
2. Hosting sport event has social and economic benefits for Canadians.
               Performance indicator: Reported social and economic benefits.

Output:

1. Contribution/multiparty agreements.
   Performance indicator: Number and type of events funded.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$64,054,404	$43,992,404	$16,915,000	$19,865,000
Total Transfer payments	$64,054,404	$43,992,404	$16,915,000	$19,865,000

Planned evaluations: A summative evaluation of Sport Canada (including Sport Support Program; Hosting Program; Athlete Assistance Program) is planned for 2010–2011.

Strategic Outcome: Canadians participate and excel in sport

Program Activity: Sport

Name of Transfer Payment Program: Sport Support Program

Start date: 1961

End date: 2010–2011

Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Canadian Sport Policy. Sport Support Program funding is aimed at: developing athletes and coaches at the highest international levels; providing sound, technically based sport programming for all athletes; increasing the number of Canadians from all segments of society involved in sport; and advancing Canadian interests and values in Canada and abroad. Funding helps to ensure that the essential components of an ethically based, athlete/participant-centred development system are in place and is provided to eligible organizations for programming that supports the goals of the Canadian Sport Policy.

Expected results:

1. Canada has a technically and ethically based sport system.
   Performance indicators:
   • Number of sport stakeholders who adopt long-term athlete development-tenets.
   • Ratio of doping infractions.
2. Canada has a coordinated sport system that reflects Canadian interests and value at home and abroad.
   Performance indicator: Collaboration initiatives with stakeholders domestically and internationally.

Output:

1. Contribution / bilateral agreements.
   Performance indicator: Number and type of contributions/bilateral agreements.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$108,686,209	$101,113,183	$116,527,481	$116,527,481
Total Transfer payments	$108,686,209	$101,113,183	$116,527,481	$116,527,481

Planned evaluations: A summative evaluation of Sport Canada (including Sport Support Program; Hosting Program; Athlete Assistance Program) is planned for 2010–2011.

Strategic Outcome: Canadians participate and excel in sport

Program Activity: Sport

Name of Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: 2010–2011

Description: The Athlete Assistance Program contributes to the pursuit of excellence through its support for improved Canadian athlete performances at major international sporting events, enabling athletes to combine their sport and academic or working careers while training intensively in pursuit of world-class performances. To this end, the Program identifies and supports athletes already at or having the potential to be in the top 16 in the world in their sport.

Expected results:

1. Canadian athletes achieve international-level performance standards.
   Performance indicator: Number of athletes who are at the international level performance standards.
2. Canadian athletes remain at international-level performance standards.
   Performance indicators:
   • Number of athletes remaining at international-level performance standards.
   • Average number of years that athletes remain at international level performance standards.

Output:

1. Direct support for high-performance athletes.
   Performance indicator: Total amount allocated, by card type, to identified athletes; number of athletes supported, by card type.

	Forecast Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total contributions	$26,676,000	$26,676,000	$27,000,000	$27,000,000
Total Transfer payments	$26,676,000	$26,676,000	$27,000,000	$27,000,000

Planned evaluations: A summative evaluation of Sport Canada (including Sport Support Program; Hosting Program; Athlete Assistance Program) is planned for 2010–2011.

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

Program activity: Heritage

Name of recipient: The Trans Canada Trail Foundation

Start date: December 2003

End date: March 2010

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

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

Total Funding	Prior Years' Funding	Planned Funding 2009-10	Planned Funding 2010-11	Planned Funding 2011-12
$15 million	$15 million	Nil	Nil	Nil

Summary of annual plans of recipient: Over 14,000 kilometres of the Trans Canada (TC) Trail have already been built, with only 7,500 kilometres remaining. The TC Trail Strategic Plan to 2010 calls upon the trail-building community and related entities, as well as individual citizens, corporate Canada, all levels of government and those trade sectors that benefit most from trail use, to join with them in creating a national legacy. The plan outlines the following key action steps: Funding (including Fundraising), Creation of Trail (including Trail development) and Promotion (including Communications, Government relations, and Partnership development).

Planned evaluations: Progress reports are provided annually by the recipient; a final report will be submitted at the end of the period.

Planned audits: Audited financial statements are provided annually by the recipient.

URL of recipient site: http://www.tctrail.ca/

Strategic outcome: Canadians have a sense of their Canadian identity

Program activity: Engagement and Inclusion

Name of recipient: National Aboriginal Achievement Foundation

Start date: 2003–2004

End date: 2009–2010

Description: The National Aboriginal Achievement Foundation (NAAF) promotes the development and education of Aboriginal peoples and their professional advancement in Canadian society through the implementation of such initiatives as: the Blueprint for the Future, Post-Secondary Education Program, the National Aboriginal Achievement Awards and Taking Pulse. Overall, the Foundation's programs are made possible through the support of the federal government, corporate sponsors, charitable foundations and individual donors.

The Foundation's core focus continues to be providing scholarships for Aboriginal students. NAAF is the largest supporter of Aboriginal education outside the federal government. In 2003–2004 Canadian Heritage provided a $12-million endowment for the establishment of an Aboriginal Post-secondary Scholarship Program. An additional endowment of $10 million was approved in March 2007. Investment revenues of the endowment are used to award scholarships and bursaries to Aboriginal post-secondary students across Canada.

This Endowment Fund encourages higher levels of achievement in education to help Aboriginal Canadians gain the skills and learning needed to contribute fully to the economic life of their communities and Canadian society. More specifically, the scholarship program assists Status Indian, Non-Status Indian, Métis and Inuit post-secondary students engaged in fields of study that support and contribute to Aboriginal self-government and self-reliance goals.

Total Funding	Prior Years' Funding	Planned Funding 2009-10	Planned Funding 2010-11	Planned Funding 2011-12
$22 million	$22 million	Nil	Nil	Nil

Summary of annual plans of recipient: The NAAF is a nationally registered non-profit organization devoted to recognizing excellence and to providing the tools necessary for Aboriginal youth to achieve brighter futures. NAAF encourages and empowers Aboriginal youth by providing important career planning information, by connecting youth with industry and by providing financial support for post-secondary studies in all disciplines.

The objectives of the NAAF are to:

• Actively assist Aboriginal people by providing financial resources that will allow them to pursue further education and professional development.
  
• Encourage young Aboriginal people to discover their talents and realize their potential by creating awareness of the full spectrum of career development possibilities in all areas.
  
• Encourage the retention and cultivation of language and culture by financially supporting the Aboriginal organizations and initiatives related to cultural preservation.
  
• Instill pride—individually and collectively—in the Aboriginal community.
  
• Identify and honour the exemplary achievements of Aboriginal people in all areas of endeavour so that their accomplishments can serve as inspiration to young people.
  
• Raise the Canadian public's awareness of the contributions that First Nations, Inuit, and Métis people have made to Canada.

The multi-year agreement will enable the NAAF to leverage resources; to recognize excellence and role models in Aboriginal communities; to inform and motivate youth regarding potential career options; and to provide Aboriginal youth with bursary and scholarship awards to achieve brighter futures and support Aboriginal cultural projects. The target populations for NAAF Programs are First Nations, Inuit and Métis peoples across Canada.

Scholarships and Youth Initiatives (SYI)

SYI includes the NAAFs Blueprint for the Future (BFF) activities, scholarships and bursaries awarded through the Education Program. The BFF is a series of one-day career fairs that give Aboriginal high-school students valuable resources and information on career opportunities, while promoting education as being significant to labour market participation. The events are held across the country.

More than 28,000 Aboriginal students from across the country have attended BFF career fairs over the event's 10-year history. Students across Canada have had the opportunity to meet experts in their fields, learn about individual career options, the education and training required, and the employment trends in these areas. Planned career fairs:

• Fiscal 2008–2009: Iqaluit, NU, and Calgary, AB (subject to confirmation)
• Fiscal 2009–2010: Prince Rupert, BC and St. John's, NL (subject to confirmation)

The NAAF's Education Program encompasses the Post-secondary Scholarship Program, which disburses approximately $2 million a year to First Nations, Inuit and Métis students across Canada. NAAF scholarships cover three categories:  Fine Arts and Cultural Projects; Health Careers; and Post-secondary Education. Since 1988, the NAAF has allocated over $21.4 million to more than 5,400 recipients.

The NAAF will support post-secondary studies that are a minimum of two academic years at an accredited university, college or CEGEP for the pursuit of a certificate, diploma or degree. An exception is made for one-year upgrading or certification programs after the completion of a Bachelor's degree, or specialization certificates of one year if an applicant has an existing diploma or degree. Study outside of Canada is eligible for jury consideration when the student is enrolled in graduate studies towards Master's or PhD degrees.

The NAAF monitors and tracks the students who receive bursary and scholarship awards. On an annual basis, students are asked to complete questionnaires regarding their existing studies and future plans. A final report is prepared annually.

Planned evaluations: The evaluation is the responsibility of the NAAF. The Department of Canadian Heritage is working with the NAAF on its evaluation, which was originally scheduled for completion by March 31, 2008. The evaluation will take approximately six months, finishing early in 2009. NAAF Horizontal evaluation of scholarships and youth initiatives by Canadian Heritage, Indian and Northern Affairs and Health Canada is planned for completion in 2009-2010.

Planned audits: There is no audit scheduled for this Conditional Grant.

URL of recipient site: http://www.naaf.ca

Strategic outcome: Canadians have a sense of their Canadian Identity

Program activity: Engagement and Inclusion

Name of recipient: Global Centre for Pluralism

Start date: 2006–2007 – One Time Grant

End date: perpetual

Description: The Global Centre for Pluralism is a not-for-profit organization, founded by the Aga Khan Development Network, which addresses a global gap in institutions that advocate pluralism as a foundation for new governance, peace, and human development.

Total Funding	Prior Years' Funding	Planned Funding 2009-10	Planned Funding 2010-11	Planned Funding 2011-12
$30 million	$30 million	Nil	Nil	Nil

Summary of annual plans of recipient:
Recipient's Objectives

The Centre will pursue its mandate through four core functions: (1) sustaining an international policy dialogue on pluralism in governance, elections, judicial systems, media, and education to help factions integrate in states at risk; (2) providing programs for academic and professional development; (3) fostering and sharing the results of research and learning in pluralism; and (4) fostering research and learning in pluralism.

These activities will target primarily the developing world, offering a platform from which existing organizations and experts on pluralism in Canada can reach an international audience.

Recipient's Performance Expectations

The Centre has identified medium-term results for the next 5 to 7 years, including the following:

• Research on the theory and practice of pluralism will have been conducted, and related findings, knowledge and new ideas disseminated widely.
• Teaching, training and awareness-raising material and tools regarding pluralism will have been developed and used by various organizations around the world.
• Public dialogue and discourse on pluralism, its various facets and its benefits will have intensified.
• International networks on pluralism will have been developed.
• A number of programs and projects will have been carried out and capacity will have been developed accordingly in selected countries that promote pluralism in practice.

The Centre's long-term results, over the next ten years, include the concept of pluralism, in all its dimensions and applications, being better understood, talked about, promoted and embraced in some parts of the world; and the governance of some states, including respect for human rights, improving as a consequence of embracing the principles and related practices of pluralism.

Planned evaluations:  An independent third party will evaluate the Centre's activities and projects every five years. No evaluation is planned for fiscal year 2009–2010.

Planned audits: The Centre will carry out an independent performance audit every five years. No audit is planned for fiscal year 2009–2010.

URL of recipient site: http://www.pluralism.ca

Strategic outcome: Canadians have a sense of their Canadian identity

Program activity: Official Languages

Name of recipient: Endowment Fund—Canadian Institute for Research on Linguistic Minorities

Start date: 2001–2002

End date: Perpetual

Description: Thanks to an endowment funded by the Department of Canadian Heritage, the Canadian Institute for Research on Linguistic Minorities was created in March 2002 for the purpose of becoming a national centre of expertise to better understand the challenges that official-language minority communities face and the trends in their environment. Although it is housed at the Université de Moncton, it has a national mission. It carries out activities related to official-language minority communities through revenues generated by the Endowment Fund and other revenues.

The goal of the Institute is to increase research on issues related to minority official-language communities. More and improved research will ensure that leaders of minority-language communities and officials responsible for developing public policy will have a better understanding of the issues that affect the development of Canada's Francophone and Anglophone minority communities.

Total Funding	Prior Years' Funding	Planned Funding 2009-10	Planned Funding 2010-11	Planned Funding 2011-12
$ 10 millions	$ 10 millions	Nil	Nil	Nil

Summary of annual plans of recipient:
Four key objectives were identified in the 2007–2010 Business Plan to guide the Institute's programming and operations over three years:

• the research mandate;
• the association and organization of researchers;
• the visibility, credibility and funding of the Institute; and
• the administrative operation of the Institute.

The Programs Committee identified the following five research fields to guide its research:

1. Culture, identity and diversity
2. Family, childhood and education
3. Vitality of communities
4. Health in minority settings
5. Official-language minority community (OLMC) law, governance and public policies

Planned evaluations: There is no evaluation scheduled for this Conditional Grant.

Planned audits: There is no audit scheduled for this Conditional Grant.

URL of recipient site: http://www.icrml.ca

Strategic outcome: Canadians participate and excel in sport

Program activity: Sport

Name of recipient: Grant to the 2010 Games Operating Trust

Start date: 2004–2005

End date: perpetual

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

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

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

Total Funding	Prior Years' Funding	Planned Funding 2009-10	Planned Funding 2010-11	Planned Funding 2011-12
$55 million	$55 million	Nil	Nil	Nil

Summary of annual plans of recipient: The 2010 Games Operating Trust Society will continue to monitor the investment of the Legacy Endowment Fund with regular advice and guidance from a team of investment professionals in order to maximize the Fund's growth and ensure the continued operation of legacy venues, leaving a lasting sports legacy for all Canadians beyond 2010. The Society will hold annual general meetings to determine and approve the annual distribution amounts for the venues and determine if funds are available for related high-performance sports development initiatives. Payments are contingent upon post-Games Operating Agreements provided by the legacy venues owners and operators and are monitored regularly by a Society sub-committee. The Society is also committed to undertaking and publicly disclosing annual audits of the Trust and the Trust Society's Financial Statements.

Planned evaluations: There is no evaluation scheduled for this Conditional Grant.

Planned audits: There is no audit scheduled for this Conditional Grant.

URL of recipient site: http://www.vancouver2010.com

How is your department planning to meet the objectives of the Policy on Green Procurement?

The Contracting and Materiel Management Directorate is developing a Departmental Strategy Paper on Green Procurement which will identify specific targets, how they will be tracked and how they will contribute to supporting the Governement of Canada’s overall Sustainable Development Strategy. Use of PWGSC’s “Green” Standing Offers is mandatory and Green Procurement is an integral part of all departmental training related to procurement and contracting. Green procurement training has been identified for all procurement staff and is targeted for completion by March 31, 2009.

Has your department established green procurement targets?

In progress

Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

Our green procurement targets for 2009–2010 will contribute to environmental objectives by:

• Reducing waste and supporting re-use, recycling and re-furbishing.
• Identifying performance measures for planning and reporting on green procurement.
• Incorporating environmental performance considerations into the commodity management process.
• Ensuring tender documents include environmental related evaluation criteria.
• Ensuring that procurement staff completes the online course on green procurement.
• Implementing a tracking feature for green purchases and suppliers through the Department's integrated finance and materiel system.
• Continuing departmental initiatives that contribute to the reduction of Green House Gas (GHG) emissions.

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

Name of lead department: Canadian Heritage

Lead department program activity: Official Languages

Start date of the Horizontal Initiative: April 1, 2008

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date): $1,110.10 M

Description of the Horizontal Initiative (including funding agreement): The Roadmap for Canada’s Linguistic Duality 2008–2013: Acting for the Future (Roadmap) is a Government of Canada policy statement that includes a number of initiatives to strengthen and promote linguistic duality. Thirteen federal institutions have received funds for sectoral programs and activities related to official languages. The Roadmap contributes to the attainment of a strategic outcome for Canadian Heritage (Canadians have a sense of their Canadian identity) and to the Government of Canada’s outcome (A diverse society that promotes linguistic duality and social inclusion).

Another key component of the Roadmap is the implementation of an accountability framework and a coordinated government-wide approach to official languages. The implementation of the Roadmap is a component of the broader Official Languages Program (OLP), as defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004.

Web site: http://www.pch.gc.ca/slo-ols/

Shared outcomes:

Three levels of outcomes have been established.

Ultimate outcome: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in the language of choice.

Three intermediate outcomes:

• Enhanced capacity of Canadians (English‑speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in the language of choice.
• Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
• Strengthening capacity of the Government of Canada relating to official languages.

Eight immediate outcomes:

• Continued and improved access to justice services in both official languages.
• Continued and improved access to health services in both official languages.
• Improved social and economic development of official‑language minority communities (OLMC).
• Strengthened capacity of language industries.
• Improved knowledge and use of both official languages.
• Improved access to cultural expressions of both linguistic groups.
• Reinforced coordination for the Official Languages Program (OLP).
• Reinforced linguistic duality in federal public service.

Governance structure: The Minister of Canadian Heritage and Official Languages is responsible for the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages. With respect to roles and responsibilities, the OLS is responsible for developing and coordinating the results of the Roadmap. The OLS ensures that all information (financial and non-financial) needed is gathered and that the content of all logic models of the Roadmap’s structure is taken into consideration. The OLS is also responsible for the complete implementation and the accountability framework for the Roadmap. This role was given to the OLS by the partners through the development of a Management Framework for the Roadmap, which outlines the activities and results structure, the governance structure, as well as the roles and responsibilities of departments and different interdepartmental committees, while also identifying the relevant operational issues concerning its horizontal implementation. The OLS will also support the governance of the Official Languages Program through various mechanisms and committees.

A governance structure has been established; the highest level is the Committee of Assistant Deputy Ministers on Official Languages (CADMOL). It acts on behalf of all federal departments, agencies and organizations that are partners in the Roadmap in a variety of ways: it supports the Minister of Canadian Heritage and Official Languages and all ministers who have responsibilities under the Official Languages Act (OLA); it ensures leadership for managing the OLP, and particularly the Roadmap, by making decisions and overseeing the coordination of partners’ actions; it guides the implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF) and oversees the evaluation of the government strategy regarding official languages (the Roadmap). During CADMOL meetings, departments having specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Canada Public Service Agency) report on achievements that are specific to their mandate and describe the challenges and issues related to these responsibilities.

Three interdepartmental committees support CADMOL’s work by providing recommendations. Firstly, the Interdepartmental Policy Committee (IPC) provides an information-sharing forum between partners in order to present a joint approach to strategic issues regarding the OLP. The Interdepartmental Management Committee for the Official Languages Program (IMCOLP) seeks to ensure that interdepartmental coordination of the OLP is formalized and structured, most notably by assessing the implementation of the OLP and strengthening the accountability process. The Coordinating Committee on Official Languages Research (CCOLR) ensures that official-languages research is coordinated. The committees may create working groups as needed to complete specific projects. For example, the Working Group on the HRMAF Revision (Working Group) was created in the summer of 2008.

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. Canadian Heritage	Official Languages	a. Accountability and Coordination Framework Results for the 2008–2013 Roadmap: 1) The Government of Canada has official languages strategies. 2) The partners are supported in the implementation of their official languages initiatives. 3) The results of the research on official languages are communicated to the partners. 4) The Minister of Official Languages is advised on official languages files. 5) The quality of information on results (financial and non-financial) provided by the partners is improved.	$13.5 M	$2.8 M	Support to Minister of Canadian Heritage and Official Languages and senior officials in elaborating timely documentation and in insisting on quality assurance of given information and strategic advice. Update of the Accountability and Coordination Framework on Official Languages in collaboration with partners (synthesis of the documentation, quality of information, utility of the documentation for partners). To facilitate the implementation of the Roadmap by organizing regular meetings of interdepartmental committees of various levels, by consulting with the partners, by coordinating the collection of information for ministerial reports, by sharing timely financial and non-financial information and by preparing the organization of a symposium on research on official languages. Implementation of the Horizontal Results-based Management Accountability Framework (HRMAF).
	Official Languages	b.1 Minority-Language Education – Component: Support to Second-Language and Minority-Language Education. Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Increased access of OLMCs to quality education in their language in their milieu.	$470.0 M	$94 M	Renew the Multilateral Protocol with the Council of Ministers of Education, Canada (CMEC) and various agreements containing action plans with the provinces and territories concerning minority‑language education and second-language instruction.
	Official Languages	b.2 Minority-Language Education – Component: Official-language Monitors Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a quality education in their language and milieu.	$20.0 M	$4.0 M	Implementation of an agreement with the CMEC for Monitors Accent and Odyssee program delivery to support learning in minority area and in second-language classrooms.
	Official Languages	b.3 Minority-Language Education – Component: Summer Language Bursaries Results for the 2008–2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a first-rate education in their language in their environment.	$40.0 M	$8.0 M	Implementation of an agreement with the CMEC Drench bursary program delivery for young francophones of OLMCs (Destination CLIC) and second-language bursaries (Explore).
	Official Languages	c.1 Community vitality – Component: Youth Initiatives. Results for the 2008–2013 Roadmap: 1) More young Canadians have a practical knowledge of their second language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially for youth).	$12.5 M	$12.5 M	Grants and contributions for the implementation of youth projects and activities in different areas, which allows the use of the language of the minority, the use of the second language and the exposure to the second language.
	Official Languages	c.2 Community vitality – Component:  Support to Official-language Minority Communities Result for the 2008–2013 Roadmap: Improved capacity of OLMCs to live in their own language in their milieu and improved access to a range of programs and services offered in their language.	$22.5 M	$4.5 M	Grants and contributions for the creation, improvement and delivery of activities and services to support life environments fostering the use of the language in minority area.
	Official Languages	c.3 Community vitality –Component: Intergovernmental Cooperation. Result for the 2008–2013 Roadmap: Increased access of OLMCs to provincial, territorial and municipal services in the minority language.	$22.5 M	$4.5 M	Implementation of agreements with provincial and territorial governments for the delivery of provincial and territorial services in the language of the minority.
	Official Languages	c.4 Community vitality –Component: Cultural Development Funds Results for the 2008–2013 Roadmap: 1) Increased access to provincial, territorial and municipal services in the minority language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially in culture)	$14.0 M	$3.5 M	Grants and contributions for the implementation of services, activities and cultural products fostering the development of cultural vitality in OLMCs.
	Cultural Industries	d. Musical Showcase Program for Artists from Official-language Communities Result for the 2008–2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$4.5 M	$1.0 M	Funding agreements are in place with partners who organize showcases and finance the artists. Music showcases are organized and presented. Artists from OLMCs perform at these showcases.
	Official Languages Broadcasting Policy and Programs	e. CTRC Study Results for the 2008–2013 Roadmap: 1) CRTC report is issued on the availability and quality of broadcasting services to English and French linguistic minority communities in Canada. 2) The findings of the report will inform policy and decision-making on the availability and quality of broadcasting services in English and French linguistic communities in Canada.	Non- monetary	N/A	CRTC report on availability and quality of English- and French-language services in the linguistic minority communities in Canada completed by March 31, 2009.
	Cultural Industries	f. National Translation Program for Book Publishing Result for the 2008–2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$5 M	$0.75 M	Funding is allocated to book publishers for eligible translations. Canadian publishers produce translations of Canadian-authored books in both official languages.
2. Justice Canada	Legal Services to Government	a. 1 Accountability and Coordination Framework Result for the 2008–2013 Roadmap: Support to ministers with statutory or sectoral responsibilities for official languages and to work with them.	$2.18 M	$0.44 M	Client-focused service delivery.  Effective management of legal risks.
	Internal Services	a. 2 Accountability and Coordination Framework	$0.15 M	$0.03 M	N/A
	Justice, Policy, Legislation and Programs	b. 1 Contraventions Act Fund Result for the 2008–2013 Roadmap: Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages.	$47.46 M	$9.49 M	Continued and increased access to justice in both official languages by the implementation of the Contraventions regime in one province.
	Internal Services	b. 2 Contraventions Act Fund	$1.92 M	$0.38 M	N/A
	Justice, Policy, Legislation and Programs	c.1 Initiative of support to access to justice in both languages (new component: justice training) Result for the 2008–2013 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.	$38,02 M	$6.97 M	Training priorities established following results of the nationwide needs analysis on training needs in both official languages in the area of justice. Coordination mechanism related to training is created and functional. Eight financial agreements concluded in terms of core funding from the Support Fund. 30% of financed projects will focus on awareness or knowledge. 35% of projects will have other sources of funding (other than from the Department).Five projects will fall under the training component.
	Internal Services	c.2 Initiative of support to access to justice in both languages (new component: justice training)	$1.89 M	$0.44 M	N/A
3. Health Canada	Canadian Health System	Training, Networks and Access to Health Services Results for the 2008–2013 Roadmap: 1) Increased number of health professionals to meet health service needs of OLMCs in both official languages. 2) Increased coordination and integration of health services for OLMCs within institutions and communities. 3) Increased partnerships, interaction of networks in provincial, territorial health systems. 4) Increased awareness among stakeholders that networks are a focal point for addressing health concerns of OLMCs. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of OLMCs.	$174.3 M	$34.8 M	Elaborate a baseline study to identify gaps in information, to strengthen the database, to systematically collect baseline information on performance indicators, to serve as a reference point, and to measure change over time. Elaborate a Program Recipient Guide to provide guidance to program applicants on the nature of program requirements. Sign new funding agreements with all primary funding recipients.
4. Human Resources and Skills Development Canada	Social Development	a. Strengthening NGOs’ means for Early Childhood Development Result for the 2008–2013 Roadmap: The capacity of NGOs in early childhood in minority environment will be increased.	$4.0 M	$0.8 M	Develop tools for the implementation of the National Framework for Collaboration on Early Childhood Development to enhance the language and culture of minority Francophone communities in Canada: Create a repertory of existing training resources for Early Childhood Development in French. Take an inventory of existing research in Early Childhood Development in French. Develop a mechanism to share information for members of the Table nationale en développement de la petite enfance francophone and their affiliate organizations in communities across Canada.
	Skills and Employment	b. Family Literacy Result for the 2008–2013 Roadmap: Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of OLMCs that need them.	$7.5 M	$1.8 M	Initiate four research projects on the specific literacy needs of new groups such as immigrants, fathers, grand-parents, exogamous families, eligible clients, and on ways of integrating family literacy in other areas such as the workplace, sport, and theatre. Initiate the development, testing and adaptation of six new family literacy models responding to the needs of new groups. Initiate the development of four new promotion and awareness models for partner literacy organizations targeting new groups. Implement a performance and results-based measurement framework.
	Social Development	c. Child Care Pilot Project Result for the 2008–2013 Roadmap: New knowledge on child care services for minority Francophone communities	$13.5 M	$2.7 M (Note: a portion of funds for 2009–2010 may be spent on projects to better understand issues around literacy and/or immigration.)	Conduct child assessments and parent and community surveys in order to add to the collective knowledge of what works to help ensure Francophone minority children have the abilities to succeed when they start school.
	Skills and Employment	d. Enabling Fund for  Official-Language Minority Communities Results for the 2008–2013 Roadmap: 1) Contribute to synergies among Government of Canada programming relevant to OLMCs; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and OLMCs. 2) Program results are available to inform management and program policy issues. 3) OLMCs’ access to Government of Canada programs and services. 4) Collaborative arrangements.	$69.0 M	$13.8 M	Sign contribution agreements with 14 organizations responsible for enhancing community economic development and human resources development within official-language minority communities.  Sign new memoranda of understanding between Human Resources and Skills Development Canada, other federal departments and community partners involved in activities of both national committees in order to clarify the activities of these two committees. Produce annual reports that describe activities and results for each of the two national committees.
5. Citizenship and Immigration Canada	Integration of French-speaking immigrants	a. Recruitment and integration of immigrants Result for the 2008–2013 Roadmap: French-speaking immigrants obtain reinforced services of establishment in OLMCs.	$20.0 M	$4.5 M	For 2009–2010, CIC will continue existing activities to foster immigration to Francophone minority communities (FMCs). This period will be used to strengthen implementation of the Strategic plan to Foster Immigration to Francophone Minority Communities. More specifically, CIC is expecting to: Intensify coordination and research activities among key partners (Integration). Inform more prospective French-speaking immigrants of immigration opportunities in Francophone Minority communities. (Recruitment and Promotion). Strengthen French-speaking immigrant settlement services in FMCs (Integration).
6. Public Works and Governmental Services Canada	Linguistic Services            Linguistic Stewardship	a. Government of Canada Language Portal Result for 2008–2013 Roadmap: Canadians have better access to quality language resources in both official languages.	$16.0 M	$4.48 M	Launch of the Government of Canada Language Portal in Fall 2009.
	Linguistic Services          Linguistic Stewardship	b. Language Industry Initiative Result for the 2008–2013 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector.	$10.0 M	$1.68 M	Launch of the Language Industry Initiative in Spring 2009.
	Linguistic Services            Linguistic Stewardship	c. University Scholarships Program in Translation Result for the 2008–2013 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.	$8.0 M	$1.45 M	Launch of the University Scholarships Program in Translation in Fall 2009.
7. Canada School of Public Service	Foundational learning Official Languages Learning Language retention services	a. Expanding Universities’  Access to Language Learning Result for the 2008–2013 Roadmap: Increased access to language training products to Canadians through new partnerships with Canadian universities.	$2.5 M	$0.9 M	New partnerships with Canadian universities.
8. Canada Public Service Agency	Policy Direction. Partnerships and Integration Program Integrity and Sustainability Program	a. Centre of excellence Result for the 2008–2013 Roadmap: Linguistic duality is reinforced in the federal public service.	$17.0 M	$3.4 M	Simplified, updated and restructured official languages policy instruments to allow deputy heads to better discharge their responsibilities regarding the implementation of the Official Languages Act. An interpretation service for policy instruments made available to institutions subject to the Official Languages Act. Support reviewing the policy instruments of other policy centres for everything regarding official languages. Support, opinion and advice provided to institutions subject to the Official Languages Act to better assist them in applying the provisions of the relevant policy instruments. Information sessions and workshops offered to federal institutions to help them to better understand the requirements of the Act and of the policy instruments. Awareness-raising activities with institutions’ senior management in need of additional support.
	Strategic Services Program				Renewed method of cooperation with champions to encourage stronger leadership on official languages. Renewed method of cooperation with advisory committees to suggest ideas to them and encourage them to take shared initiatives to improve the overall official languages performance of institutions.
	Integrity and Sustainability Program				Monitoring of official languages management practices and controls in the context of conducting risk-based official languages annual reports. An assessment of the state of official languages in the institutions that make up the core public administration in the context of the Management Accountability Framework (MAF). An Annual Report on Official Languages presented to Parliament that gives a strategic picture of the Program in the institutions subject to the Official Languages Act while focusing on a specific theme for the year.
9. Atlantic Canada Opportunities Agency	Community Development	a. Support to francophone immigration in New-Brunswick Result for the 2008–2013 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick.	$10.0 M	$2.7 M	Number of immigration centres opened in OLMCs (2). Number of immigration awareness sessions to business owners (4).
	Community Development	b. Economic Development  Initiative Results for the 2008–2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs.	$6.2 M	$1.8 M	Number of partnerships in Atlantic Canada with groups representing OLMCs (10). Number of projects approved (10).
10. Industry Canada—FedNor Indian and Northern Affairs Canada (INAC)	Community, Economic and Regional Development Northern Economy	a. Economic Development  Initiative Results for the 2008–2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs.	$10.9 M	$2.7 M	Industry Canada will hold community consultations at the national level with partners. FedNor: Expected results for 2009-2010 are to develop 30 projects with the planned funding for the same year. The emphasis will be put on community strategic planning and economic and enterprise development initiatives to foster economic development of OLMCs. INAC:  Encourage the economic development of OLMCs across the territories and will complement current economic development efforts in these communities.
11. Canada Economic Development (CED) for Quebec regions	Community Development	a. Economic Development  Initiative Results for the 2008–2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs.	$10.2 M	$2.0 M	CED will put in place the Economic Development Initiative for English communities of Quebec. The priority will be put on projects, such as local planning, entrepreneurship, creation and development of SME, tourism, integration of targeted groups and attractive funding in order to create an economic environment which helps and attracts the development of enterprises in OLMCs, especially for young people.
12. Western Economic Diversification Canada	Research and Analysis; Community Economic Planning, Development and Adjustment; Business Development and Entrepreneurship;        Innovation	a. Economic Development  Initiative Results for the 2008–2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs.	$3.2 M	$0.8 M	Improved understanding of western Canadian economic issues, challenges, opportunities and priorities. Communities have increased economic opportunities and capacity to respond to challenges. Strong SMEs in Western Canada with improved capacity to remain competitive in the global marketplace. A stronger knowledge-based economy.
13. National Research Council of Canada	Information Technologies	Languages Technologies Research Centre Results for the 2008–2013 Roadmap: 1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs. 2) Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content. Transfer of knowledge and technology.	$10.0 M	$2.0 M	Immediate result: Transfer of knowledge and technology. Implementation of a machine translation system PORTAGE in the Translation Bureau (Public Works and Government Services Canada) and, at least, in a translation firm of the private sector. Negotiation of a commercial license for machine translation technology, PORTAGE. Immediate result: Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content; running-in of the machine translation system PORTAGE. Immediate result: Collaboration with key partners in elaborating an R&D strategy responsive to industry needs; signature of at least two agreements of cooperation with Canadian translation firms, a governmental firm and a firm of the private sector.
Total			$1,110.1 M	$235.61 M

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

Contact information: Geneviève Postolec (819) 934-9196

Name of Horizontal Initiative: 2010 Olympic and Paralympic Winter Games—Delivering on our Commitments

Name of lead department(s): Department of Canadian Heritage

Lead department program activity: Sport

Start date of the Horizontal Initiative: 2003–2004

End date of the Horizontal Initiative: March 31, 2012

Total federal funding allocation (start to end date): $654.65M

Description of the Horizontal Initiative (including funding agreement): To monitor and report on the Government of Canada’s contribution to the 2010 Winter Games, which engage Canadians from across the country; to reflect Canadian values and priorities in the Games’ planning, delivery, and international profile; to promote opportunities to advance public policy goals; and to make strategic investments that support long-term tangible economic benefits and sport, social, cultural and environmental legacies for all Canadians (www.pch.gc.ca).

The Government of Canada is a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage works horizontally to support and promote federal engagement in planning and delivering the Games, which includes providing high quality essential federal services as well as capital and legacy funding. The 2010 Federal Secretariat works with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians (www.canada2010.gc.ca).

Shared outcome(s):

• Canadian excellence and values will be promoted nationally and internationally.
• Sport, economic, social and cultural legacies will be established for the benefit of all Canadians, in alignment with federal policy objectives.
• Early planning and seamless, cost-effective delivery of mandated federal responsibilities, including federal essential services (security, entry of individuals, etc.) will contribute to high quality 2010 Winter Games.

Governance structure(s):

2010 Federal Games Secretariat

Representative Working Group (RWG)

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

1. A Deputy Ministers and Heads of Agency Coordination Committee facilitating interdepartmental and intergovernmental consultation and coordination of Games-related issues and commitments.
2. An Assistant Deputy Minister-level Representative Working Group (RWG) reporting on the progress of essential federal service delivery.
3. Working-level Issue Clusters supporting intergovernmental coordination and information sharing.

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

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
A. Canadian Heritage	Sport	Sport Hosting Program 2010 Federal Secretariat	$527.05 M	$94 M	Positive domestic and international exposure. Canada has established sport, social and cultural legacies.
B. Royal Canadian Mounted Police (RCMP), Public Safety Canada, Department of National Defence (DND), Canadian Security Intelligence Agency (CSIS), Public Health Agency of Canada (PHAC)	The goal is to ensure a safe and secure Games through an Integrated Security Model as partners in safety, peace and celebration.	Security and Safety	$87.5 M	Total planned spending is currently being revisited.	Security and public safety partners at the federal, provincial and municipal levels confirm their level of preparedness and interoperability. Security and safety operations.
C. Canada Border Services Agency	Access	Security	$15.8 M	$11.2 M	Finalize/implement plans, processes and policies. Deliver training and perform accreditation screening. Operational readiness. Delivery of integrated border services.
D. Citizenship and Immigration	Maximum contribution to Canada’s economic, social and cultural development from migration.	Temporary Resident Program	$5.0 M	$2.7 M	All processing of applications will be completed.
E. Human Resources and Social Development Canada	Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.	Foreign workers and immigrants	N/A The Temporary Foreign Workers Program (TFWP) has not received funding through this mechanism to support its Olympic Process.	N/A The Temporary Foreign Workers Program (TFWP) has not received funding through this mechanism to support its Olympic Process.	HRSDC/Service Canada, in collaboration with CIC/CBSA will develop an end-to-end process to facilitate the entrance of temporary foreign workers, when warranted, for employers to support the 2010 Games.
F. Health Canada	Reduced health and environmental risks from products and substances, and safer living and working environments.	Regions and Programs Branch: Health Protection of Foreign Dignitaries Health Protection of Public Servants Healthy Environments and Consumer Safety Branch: Health Protection of travelling public Health Products and Food Branch: Import of drugs	TB support: $2.6 M	TB support:   $1.275 M   $0.200 M         $0.200 M     $0.325 M	Address operational requirements related to the implementation of the health contingency plan for dignitaries and implement the plan. Identify requirements, develop and implement plans with stakeholders to ensure the health and safety of federal employees working on location during the event, including emergency preparedness and response capacity, and psycho-social health of federal government employees who must meet the challenges of a terrorist attack or disease outbreak. Identify requirements, develop and implement plans with stakeholders to: Ensure that all points of entry are meeting recommended public health standards or guidelines; respond to any quarantine-related issues as they pertain to conveyances, goods and cargo. Prepare and be able to respond to communicable diseases. Ensure that there are no gastro-intestinal disease outbreaks. HPFB Inspectorate: Compliance and verification of imported products. Monitoring and return of imported products to country of origin. Additional funding will be needed to cover: Accommodation costs in Whistler and Vancouver; Audit and reporting requirements and the Gold exercise; and Radiation Protection Bureau V2010 costs.
G. Environment Canada	Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.	Improved knowledge and information on weather and environmental conditions influence decision-making.	$9.3 M	$2.3 M	Delivery of weather services in support of Federal Partners, Games operations and for the benefit of the public and visitors to Canada.
	Canada's natural capital is restored, conserved and enhanced.	Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes.	$2.6 M	$0.5 M	Coordination and communication of 2010 partner initiatives that: Reduce the environmental impact of Games operations and federal services; Showcase sustainability innovations. Engage the public in sustainability actions.
	Environmental Assessment is integral part of program and policy decision-making.	Efficient and effective environmental assessments.	$1.5 M	$0.1 M	Completion of environmental assessment follow-up activities.
H. Fisheries and Oceans Canada	Healthy and productive aquatic eco-systems.	Habitat Management	$0.6 M	$0.1 M	Environmental Assessment work conducted as required.
			Total : $654.65M (Includes $2.7M for PHAC in non-security funding, $26M for CTC and $34.55M for INAC Legacy Grant)	Total : $112.9M

Results to be achieved by non-federal partners (if applicable): n/a

Contact information: Karen Mackarous (613) 949-7816