ARCHIVED - Canadian Heritage

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Minister's Message

From sea to sea to sea, Canadian Heritage supports arts and culture, citizenship and heritage, youth, Aboriginal peoples, official languages, and sport. The 2010–2011 Report on Plans and Priorities outlines what the Department will be doing over the next year to foster the development and growth of these sectors across the country.

Arts and culture are essential to our communities and our economy, and we continue to make unparalleled investments in this sector. This year, through Canada's Economic Action Plan, the Department is investing over $170 million in our country's artists and cultural organizations.

Our Government is committed to ensuring that Canadian consumers and creators are able to take advantage of rapidly changing technologies.  We have revamped and modernized programs to help our creative and cultural industries navigate the changing landscape. Last summer, through nationwide consultations that we held on Canada's copyright legislation, Canadians provided the input that will help us develop approaches to enable our creators to be competitive internationally.

Canadian Heritage continues to support initiatives that engage Canadians. Through the Roadmap for Canada's Linguistic Duality, we will continue to invest in official-language minority communities in diverse sectors. Hosting celebrations, participating in international events such as Expo 2010 in Shanghai, and encouraging young Canadians to engage in programs that allow them to be active citizens are just a few examples of the work we do to provide challenging and meaningful choices to Canadians. 

By the time this report is tabled, Canada will have welcomed thousands of visitors to the 2010 Olympic and Paralympic Winter Games. Our Government is proud to be part of the 2010 Winter Games, which have been a unique opportunity to showcase this country's excellence in sport and culture. Moving forward, my colleague the Honourable Gary Lunn, Minister of State (Sport) and I will explore new ways to build on the positive momentum of this incredible experience.

As the Minister of Canadian Heritage and Official Languages, I am pleased to present the Department of Canadian Heritage's 2010-2011 Report on Plans and Priorities.

Section I – Departmental Overview

Summary Information

Raison d'être

The Department of Canadian Heritage and Canada's major national cultural institutions play a vital role in the cultural, civic and economic life of Canadians. We work together to promote culture, the arts, heritage, official languages, citizenship and participation, as well as Aboriginal, youth, and sport initiatives.

Responsibilities

The Department of Canadian Heritage is responsible for formulating policies and delivering programs that help all Canadians participate in their shared cultural and civic life. The Department's legislative mandate is set out in the Department of Canadian Heritage Act, which offers an extensive but not exhaustive list of responsibilities for the Minister under the heading of “Canadian identity and values, cultural development, and heritage.”

The Department oversees the administration of a large set of governing legislation, notably: the Broadcasting Act, the Copyright Act (shared with Industry Canada), the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act, the Physical Activity and Sport Act (shared with Health Canada) and the Investment Canada Act in the cultural sector.

The Department of Canadian Heritage is specifically responsible for formulating and implementing cultural legislation related to copyright, foreign investment and broadcasting, as well as policies related to arts, cultural industries, heritage, official languages, sports, state ceremonial and protocol, and Canadian symbols. The Department's main activities involve funding community and other third-party organizations to promote the benefits of culture, identity, and sport for Canadians. The Minister of Canadian Heritage and Official Languages is accountable to Parliament for the Department and the 19 organizations that make up the Canadian Heritage Portfolio.

Strategic Outcomes

The Department's activities are structured around three strategic outcomes. Further details on Strategic Outcomes are provided in Section II of this Report.

1. Canadian artistic expressions and cultural content are created and accessible at home and abroad - this speaks to the importance of the continued existence and public availability of Canadian cultural products, artistic work by Canadian creators and performers, and Canada's cultural heritage.
2. Canadians share, express and appreciate their Canadian identity - this supports the mandate of fostering a stronger Canadian identity through active, engaged, inclusive citizenship, and the recognition of the importance of both linguistic duality and a shared civic identity.
3. Canadians participate and excel in sport - this speaks to the beneficial effects of sport participation on the health and well-being of individuals and to the impact of international achievement in sport on Canadian pride.

Program Activity Architecture (PAA)

The Program Activity Architecture (PAA) provides an overview of how the Department's programs and activities are linked and how their expected results are organized to contribute to achieving the Department's Strategic Outcomes and mandate. A Performance Measurement Framework (PMF) has been developed to serve as an objective basis for collecting information related to the intended results of the Department's programs. The 2010–2011 Report on Plans and Priorities is primarily based on the PAA and the expected results and performance indicators identified in the PMF.

Canadian Heritage has undertaken a major review of its PAA in order to develop better representation of its programs and activities as well as to enhance the management of its resources and the production of its financial and non-financial reports. The restructuring of the PAA was conducted in accordance with the Management, Resources and Results Structure (MRRS) Policy and recommendations from assessments conducted under the Management Accountability Framework (MAF).

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Planning Summary

Financial Resources

The table below provides a summary of the total planned spending for Canadian Heritage for the next three fiscal years.

Financial Resources ($ millions)

2010-11	2011-12	2012-13
1,291.3	1,135.9	1,257.4*

*The increase in planned spending in 2012-2013 is primarily due to the 2015 Pan American Games, which will be funded through contribution funds.  Therefore, this has no impact on the full-time equivalents for the Department.

Human Resources

The table below provides a summary of the total planned human resources for Canadian Heritage for the next three fiscal years.

Human Resources (FTEs)

2010-11	2011-12	2012-13
2,309.6	1,752.8**	1,746.0**

^**Government-wide resource re-allocation measures affecting Canadian Heritage have been applied to salaries and operation and maintenance expenditures for the time being, therefore, a reduction in full-time equivalents is showns.

Strategic Outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Performance Indicator	Targets
Range and volume of Canadian cultural content and artistic works created and produced, by category	Under development
Range of Canadian cultural and heritage content and artistic works accessible domestically and internationally, by category	Under development

Program Activity 1	Expected Results	Forecast Spending ($ millions) 2009-2010	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
			2010-2011	2011-2012	2012-2013
Arts	Canadian artists are prepared for professional artistic careers in Canada and abroad; The sustainability of arts and heritage organizations receiving Canadian Heritage support is strengthened; Canadians in a variety of communities have access to arts, culture and heritage activities.	153.1	125.8	122.9	123.4	Vibrant Canadian culture and heritage
Cultural Industries	A range of Canadian cultural content is created and produced; Canadian cultural industries receiving funding from Canadian Heritage are sustainable; Canadian cultural content is accessible in Canada and abroad.	342.2	328.8	208.6	208.7	Vibrant Canadian culture and heritage
Heritage	Heritage institutions and heritage workers have improved their professional knowledge, skills and practices; Heritage collections are preserved by heritage institutions for current and future generations; Canadian and international audiences access content presented by heritage institutions.	36.8	40.9	37.0	37.0	Vibrant Canadian culture and heritage
Total Planned Spending			495.5	368.5	369.1

¹ For program activity descriptions, please see Section II of this document or access the Main Estimates online at http://www.tbs-sct.gc.ca/est-pre/estime.asp.

Strategic Outcome 2: : Canadians share, express and appreciate their Canadian identity

Performance Indicator	Targets
Level of appreciation by Canadians of Canadian shared values	Under development
Level of active participation by Canadians in their society	Under development

Program Activity	Expected Results	Forecast Spending ($ millions) 2009-2010	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
			2010-2011	2011-2012	2012-2013
Promotion of and Attachment to Canada	Knowledge of and appreciation for Canada's shared values and common interests by Canadians, particularly youth, and by the international community.	132.7	79.2	72.8	72.8	Diverse society that promotes linguistic duality and social inclusion
Engagement and Community Participation	Canadians are engaged and have the opportunity to participate in the civil, social and cultural aspects of community life in Canada.	98.0	89.4	86.6	86.6	Diverse society that promotes linguistic duality and social inclusion
Official Languages	Canadians recognize and support linguistic duality; Official-language minority communities can live in their language, in their communities.	374.6	359.8	356.4	356.4	Diverse society that promotes linguistic duality and social inclusion
Total Planned Spending			528.4	515.8	515.8

 

Strategic Outcome 3: Canadians participate and excel in sport

Performance Indicator	Targets
Rate of participation by Canadians in sport activities	28% of Canadians over 15 years of age participate and excel in sport by 2010
International ranking at Olympic/Paralympic Games and World Championships

Program Activity	Expected Results	Forecast Spending ($ millions) 2009-2010	Planned Spending($ millions)			Alignment to Government of Canada Outcomes
			2010-2011	2011-2012	2012-2013
Sport	Canada has an effective sport system.	252.3	179.8	176.6	297.5	Vibrant Canadian culture and heritage
Total Planned Spending			179.8	176.6	297.5

Contribution of Priorities to Strategic Outcomes

Operational Priorities	Type	Links to Strategic Outcome	Description
Implement new and renewed programs and adjust policies and key legislative frameworks to better manage the transition to emerging digital technologies.	New	Strategic Outcome 1	This operational priority acknowledges the importance of developing the appropriate strategy for Canada and its cultural, heritage and other public institutions to successfully manage the ongoing transition to digital technologies. It acknowledges that with the transition to digital platforms comes a paradigm shift in how Canadians and the world engage in and consume arts and culture products and services. The Department supports this priority through the new and renewed policies, programs and legislative framework found under program activities 1, 2 and 3.
Promote the creation, preservation and dissemination of Canadian cultural content to domestic and international audiences.	Ongoing	Strategic Outcome 1	This operational priority supports the creation and preservation of Canadian cultural content and artistic works by Canadian creators and performers. It also supports the availability and accessibility of Canadian cultural and heritage content and products, both at home and abroad as well as access to Canada's cultural heritage. The Department supports this priority through its policies, programs and legislative framework found under program activities 1, 2 and 3.
Ensure that Canada's heritage is accessible to Canadians now and in the future.	New	Strategic Outcome 1	This operational priority acknowledges the importance of ensuring that key Government legislation and programs that promote the preservation and presentation of heritage reflect the contemporary context and recognize the important role played by national museums in representing Canada's collective memory.  The Department supports this priority through activities related to policies, programs and legislation found under program activity 3.
Promote greater knowledge and understanding of Canada, and increase Canadians' pride and engagement in our country and its communities.	Ongoing	Strategic Outcome 2	This operational priority supports the implementation of program activities that foster promotion of and attachment to Canada, through learning about Canada's history, symbols and institutions, and participation in national and international events that celebrate and foster attachment to a strong and vibrant Canadian identity. It also supports ongoing efforts to engage Canadians of various backgrounds in the social, cultural and civic life of their communities and country. The Department supports this priority through its policies, programs and legislative framework found under program activities 4 and 5.
Foster linguistic duality in Canadian society and enhance the development of official-language minority communities.	Ongoing	Strategic Outcome 2	Through partnerships and agreements, this priority fosters the vitality of Canada's English- and French-speaking minority communities and enables them to participate fully in all aspects of Canadian life while enhancing the capacity of official language minority communities to have greater access to quality education and different programs and services in their language in their communities. This priority also promotes a better understanding and appreciation of the benefits of linguistic duality and encourages the public to recognize and support linguistic duality as a fundamental value of Canadian society. The Department supports this priority through its policies, programs and legislative framework found under program activity 6.
Support high-performance athletes, opportunities for all Canadians to participate and excel in sport, and the hosting of international sport events and the Canada Games.	Ongoing	Strategic Outcome 3	This operational priority provides direct support to Canadian high-performance athletes, enhances Canada's ability to host the Canada Games and international sport events in Canada, supports the development of excellence in the Canadian sport system and contributes to increasing participation in sport by Canadians of all ages and abilities.

 

Management Priorities	Type	Links to Strategic Outcome	Description
Integration of financial and non-financial information	Ongoing	Supports all Strategic Outcomes	This management priority supports the implementation of the Management, Resources and Results Structure policy that provides a common government-wide approach to the collection, management and public reporting of financial and non-financial performance information.
Management of Security and Business Continuity	New	Supports all Strategic Outcomes	As part of its Management Accountability Framework (MAF) Action Plan, the Department has committed to the review of internal practices and structures and ensuring that they are in compliance with Treasury Board policies. This is to support and enhance an effective and efficient business environment.
Grants and Contributions Reform	Ongoing	Supports all Strategic Outcomes	This management priority supports the implementation of the Independent Blue Ribbon Panel's recommendations and the provisions of the Policy on Transfer Payments to streamline the delivery of grant and contribution programs and reduce administrative burden,  while continuing to ensure accountability.
Public Service Renewal	Ongoing	Supports all Strategic Outcomes	This management priority supports the Clerk of the Privy Council's initiative to ensure the federal public service preserves and strengthens its capacity to contribute to Canada's successes through the provision of effective policy advice and efficient program and service delivery.

Risk Analysis

The Department of Canadian Heritage has a legislated mandate that links to - and seeks to influence - many vital, complex and dynamic facets of society and the Canadian economy. Areas of responsibility such as arts and culture, copyright, broadcasting and digital communications, official languages, citizenship, and sport address ever-present and shifting risk challenges and opportunities through the delivery of policy and program activities for Canadians.

An increasingly diverse population, global connectivity and unprecedented technological change are contributing significantly to the transformation Canada is witnessing in social and consumer behaviours, civic participation and social cohesion. In this context, the Department of Canadian Heritage is committed to ensuring its policies, programs and services are reflective of the changing environment and relevant to the needs of Canadians. Now more than ever, responding effectively to change is required for the Department of Canadian Heritage to contribute to the preservation and celebration of Canadian society, culture and identity. As such, the Department takes a continuous and integrated approach to the identification and treatment of operational and strategic risks. The departmental Corporate Risk Profile identifies one key strategic (external) risk theme and three key operational (internal) risk themes; these are described below.

Strategic (External) Risk

The main external risk is managing change and remaining responsive to the evolving needs of Canadian citizens and society. This strategic risk reflects the need for the Department to respond effectively to change and continually enhance the relevance of its activities. In response to the changing environment, the Department is implementing a vigorous and active suite of initiatives to better position its policies and programs. Through this work, the Department is better able to anticipate and respond in a timely manner to possible risk opportunities and demonstrated risk threats in ways that meet the needs of citizens and society. Several examples of these actions can be found throughout Section II of this document; each demonstrates how Canadian Heritage addresses risk in strategy setting and decision making. The following are some examples of risk mitigation and initiatives that take advantage of risk opportunity by responding in a way that goes beyond basic risk mitigation to effectively strengthen results achievement through durable and innovative public policy solutions.

• To help meet the Departmental Strategic Outcome that states "Canadian artistic expressions and cultural content are created and accessible at home and abroad," the Department is planning to launch a suite of new and renewed grant and contributions programs to support the arts and cultural industries. Among these is the Canada Media Fund (CMF), an initiative that resulted from a specific effort to adapt an area of cultural policy and programming to changing technology and the evolving global marketplace. This fund is an innovative response to profound change in the way Canadians expect to consume media content—furthering Canadian media production on a variety of distribution platforms in a global environment.
  
• The Department will also address this strategic risk through consideration of actions that stem from the recent review of the Cultural Property Export and Import Act. Building on consultations in 2008–2009 and subsequent analysis, the goal is to ensure that the Act remains as effective as possible in the protection of Canadian and international heritage.
  
• A major initiative under the Official Languages program activity will be to continue to coordinate the implementation of the Roadmap for Canada's Linguistic Duality 2008–2013, a $1.1 billion investment over five years being delivered through 15 departments and agencies. This strategic policy and programming initiative addresses a range of risks facing Canada's heritage of linguistic duality and supports the second Department Strategic Outcome: “Canadians share, express and appreciate their Canadian identity”.

Operational (Internal) Risk

The operational risks are: sound management and stewardship (to support proper management and distribution of transfer payment program funding); demonstrating program results (to underscore the value and benefits of government public policy to Canadians); and effective and values-based human resource management (to support all results achievement). These operational risks derive in large part from a range of risks that are identified in a majority of Branch and Sector risk registers.

The likelihood of the three operational risks occurring and having a negative impact on departmental plans and priorities will be further reduced in 2010–2011 thanks to specific risk mitigation actions in each area that include: more efficient and effective processes and tools for the management of grants and contribution programs; implementation of a robust performance management framework for the Department; and the launch of several strategic human resource management initiatives that focus on recruitment and internal management improvements.

Expenditure Profile

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Resources were stable between 2006–2007 and 2008–2009, reflecting funding of some programs and initiatives such as Québec 2008, the Building Communities through Arts and Heritage programs, the Official Languages support programs and the Federal policy for hosting international sport events.

Increased forecast spending for 2009–2010 reflects funding of initiatives related to the 2010 Olympic and Paralympics Games in Vancouver (such as Torch Relay initiatives and funding to enhance Canada's strategic investment in the 2010 Olympic and Paralympic Winter Games) and Canada's Economic Action Plan, but are offset somewhat by the transfer of the Multiculturalism program to Citizenship and Immigration Canada.

The reduction in planned spending for 2010–2011 and 2011–2012 reflects the end of the 2010 Olympic and Paralympics Games in Vancouver, the winding-down of additional funding provided under Canada's Economic Action Plan, and the permanent transfer of the Multiculturalism program. The increase shown in 2012–2013 reflects the need for funding for the Pan American Games.

Voted and Statutory Items

This table illustrates the way in which Parliament approved resources, and shows the changes in resources derived from supplementary estimates and other authorities, as well as how funds were spent.

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2009-2010 Main Estimates($ millions)	2010-2011 Main Estimates($ millions)
1	Operating expenditures	265.7	216.8
5	Grants and contributions	959.8	901.3
(S)	Salaries of the Lieutenant-Governors	1.2	1.2
(S)	Payments under the Lieutenant-Governors Superannuation Act	0.6	0.6
(S)	Supplementary Retirement Benefits—Former Lieutenant-Governors	0.2	0.2
(S)	Contributions to employee benefit plans	26.9	25.8
(S)	Minister of Canadian Heritage and Official Languages—Salary and motor car allowance	0.1	0.1
Total		1,254.5	1,146.0

Canada's Economic Action Plan

In January 2009, the Government of Canada unveiled its two-year Economic Action Plan to help protect and create jobs during the global economic downturn. The Plan also seeks ways to nurture an environment that is conducive to strong, creative, and innovative Canadian businesses. The Economic Action Plan recognizes that arts and cultural industries are important economic drivers, employers, and providers of opportunities for Canadians. In 2010-2011, its final year of operation, the Economic Action Plan will continue to grant additional funding for several Canadian Heritage programs dedicated to arts and culture, in recognition of the important role artistic institutions and endeavours play in Canadians' lives.

For additional information on Canada's Economic Action Plan initiatives at the Department of Canadian Heritage, please see Section II: Canada's Economic Action Plan in this report. For complete financial information on these and other programs of the Department, see the Details on Transfer Payment Programs.

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