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Minister's Message
At the outset of the 21st century, Canadian society faces rapid technological change driven by the digital revolution.
As the Department responsible for promoting, protecting and preserving many aspects of our national identity, Canadian Heritage will continue to adjust its policies and programs to effectively respond to the effects of technology on the ways in which Canadians create, share and consume arts, culture and heritage.
We look forward to continuing to support initiatives that offer Canadians access to diverse cultural experiences and opportunities to learn about and celebrate our rich history and heritage, and to take pride in the achievements of our athletes.
Canadians have much to look forward to as we plan to mark the 60th anniversary of the reign of Her Majesty Queen Elizabeth II and to commemorate the Bicentennial of the War of 1812, a significant historical milestone in the evolution of our national identity as a bilingual country with a constitutional monarchy.
Our two official languages continue to be a defining part of our identity as we continue to implement The Roadmap for Canada’s Linguistic Duality 2008-13: Acting for the Future.
As a leading sport nation, we will proudly support our athletes as they get ready to participate at the 2011 Pan American and Parapan American Games in Guadalajara, Mexico. We will also provide the necessary resources for Canadian athletes to prepare for the 2012 Olympic and Paralympic Games in London, England, and the 2014 Winter Games in Sochi, Russia.
As Minister of Canadian Heritage and Official Languages, I am pleased to present the 2011-12 Report on Plans and Priorities for the Department of Canadian Heritage.
The Honourable James Moore, P.C., M.P
Section I - Departmental Overview
Summary Information
Raison d'être
The Department of Canadian Heritage (the Department) and Canada’s major national cultural institutions play a vital role in the cultural, civic and economic life of Canadians. We work together to support culture, the arts, heritage, official languages, citizenship and participation, Aboriginal, youth, and sport initiatives.
Responsibilities
The Department of Canadian Heritage is responsible for policies and the delivery of 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 and in other statutes for which the Minister of Canadian Heritage and Official Languages is responsible, which presents a wide-ranging list of responsibilities for the Minister under the heading of “Canadian identity and values, cultural development, and heritage.”
The Department oversees the administration of numerous laws, notably: the Broadcasting Act, the Copyright Act and the Investment Canada Act (the latter two acts are 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, and the Physical Activity and Sport Act (shared with Health Canada).
The Department of Canadian Heritage is specifically responsible for formulating and implementing cultural policies related to copyright, foreign investment and broadcasting, as well as policies related to arts, culture, heritage, official languages, sport, state ceremonial and protocol, and Canadian symbols. The Department’s main program activities are the funding of community and 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 20 organizations that make up the Canadian Heritage Portfolio.
Contribution to the Federal Sustainable Development Strategy
The Federal Sustainable Development Strategy (FSDS) represents a major step forward for the Government of Canada by including environmental sustainability and strategic environmental assessment as an integral part of its decision-making processes. Contributions of the Department of Canadian Heritage to the FSDS are further explained in Sections II, III and IV of this Report.
For additional details on the Department of Canadian Heritage’s activities to support sustainable development, please see the Departmental Website, and Section III table, and for complete details on the FSDS please see Environment Canada Website.
Tag Legend:
Theme I: Addressing Climate Change and Air Quality
Theme II: Maintaining Water Quality and Availability
Theme III: Protecting Nature
Theme IV: Shrinking the Environmental Footprint – Beginning with Government
Due to the nature of its activities, the Department of Canadian Heritage will contribute to Theme IV of the FSDS, Shrinking the Environmental Footprint – Beginning with Government.
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.
- 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.
- 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.
- 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
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 2011-12 Report on Plans and Priorities is primarily based on the PAA and the expected results and performance indicators identified in the PMF.
2011-12 Program Activity Architecture
[2011-12 PROGRAM ACTIVITY ARCHITECTURE]
Planning Summary
Financial Resources ($ millions)
The table below provides a summary of the total planned spending for Canadian Heritage for the next three fiscal years.
| 2011–12 | 2012–13 | 2013–14 |
|---|---|---|
| 1,186.6 | 1,269.0 | 1,271.7 |
* The increase in planned spending for 2012-13 and 2013-14 is primarily due to the 2015 Pan American and Parapan American Games, which will be funded through contribution funds (Vote 5 Contribution funding). Therefore, this has no impact on the full-time equivalents for the Department.
Human Resources (FULL-TIME EQUIVALENT - FTE)
The table below provides a summary of the total planned human resources for Canadian Heritage for the next three fiscal years and is calculated based on the expected salary dollars. These numbers will change over the upcoming months since the Department has undertaken an important Transformation Initiative exercise. Its aim is to modernize the Department of Canadian Heritage’s operations and seek innovative solutions to better serve Canadians and address departmental challenges.
| 2011–12 | 2012–13 | 2013–14 |
|---|---|---|
| 1,752.8 | 1,746.3 | 1,731.0 |
| Performance Indicators | Targets |
|---|---|
|
|
| Program Activity | Expected Results | Forecast Spending 2010–11 |
Planned Spending ($ millions) |
Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|---|
| 2011–12* | 2012–13 | 2013–14 | ||||
| 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. | 125.4 | 121.3 | 121.7 | 121.7 |
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. |
318.6 | 203.4* | 199.0 | 198.0 |
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. |
45.5 | 36.2 | 36.2 | 36.2 |
Vibrant Canadian culture and heritage |
| Total Planned Spending ($ millions) |
489.5 | 360.9 | 356.9 | 355.9 | ||
* Variance between fiscal year 2010-11 and 2011-12 is mainly due to the wind down of the Canada's Economic Action Plan, which included funding for the Canada Media Fund and the Canada Periodical Fund. At the time of writing, no decision had been made about future funding.
| Performance Indicators | Targets |
|---|---|
|
|
| Program Activity | Expected Results | Forecast Spending 2010–11 |
Planned Spending ($ millions) |
Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|---|
| 2011–12 | 2012–13 | 2013–14 | ||||
| Promotion of and Attachment to Canada | Knowledge of and appreciation for Canada’s shared values and common interests by Canadians, including youth, and by the international community. | 76.7 | 71.4 | 69.5 | 69.5 | Diverse society that promotes linguistic duality and social inclusion |
| Engagement and Community Participation | Canadians are engaged and have the opportunity to participate in social and cultural aspects of community life in Canada. | 92.5 | 88.7 | 88.7 | 88.7 | 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. | 359.5 | 353.1 | 353.1 | 348.0 | Diverse society that promotes linguistic duality and social inclusion |
| Total Planned Spending ($ millions) |
528.7 | 513.2 | 511.3 | 506.2 | ||
| Performance Indicators | Targets |
|---|---|
|
|
| Program Activity | Expected Results | Forecast Spending 2010–11 |
Planned Spending ($ millions) |
Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|---|
| 2011–12 | 2012–13 | 2013–14 | ||||
| Sport | Canada has a sport system where high-performance athletes and Canadians can participate and excel in sport with a technically sound and ethically supportive structure. | 209.9 | 220.2 | 306.6 | 318.6 | Vibrant Canadian culture and heritage |
| Total Planned Spending ($ millions) |
209.9 | 220.2 | 306.6 | 318.6 | ||
| Program Activity | Forecast Spending 2010–11 ($ millions) |
Planned Spending ($ millions) | ||
|---|---|---|---|---|
| 2011–12 | 2012–13 | 2013–14 | ||
| Internal Services | 101.3 | 92.3 | 94.2 | 91.0 |
Contribution of Priorities to Strategic Outcomes
| Operational Priorities | Type | Links to Strategic Outcomes | Description |
|---|---|---|---|
| Ensure programs, policies and legislative frameworks respond to the evolving digital environment in arts, culture and heritage. | Ongoing | Strategic Outcome 1 | The Department continues to implement its programs and work toward adjusting key policies and legislative frameworks to respond to the digital revolution and the shift in how Canadians create, share and consume arts, culture and heritage products and services. The Department supports this priority through its programs, policies and legislative frameworks found under program activities 1, 2 and 3. |
| Support the preservation, presentation and access to Canada's rich and multifaceted heritage. | Ongoing | Strategic Outcome 1 | This priority supports the preservation of Canadian cultural and heritage content by Canadians. It 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 museums in representing Canada’s collective memory. The Department supports this priority through its programs, policies and legislative framework found under program activities 1, 2 and 3. |
| Ensure programs, policies and legislative frameworks reinforce Canadians’ sense of identity through knowledge and experiences that build shared values. | Ongoing | Strategic Outcome 2 | This priority focuses on the role of knowledge and experiences of Canada in fostering a strong sense of Canadian identity. It supports efforts to increase Canadians’ knowledge of Canada relating to our history, symbols, institutions, cultures, language and fundamental principles. It also supports efforts to provide Canadians with opportunities to experience their country through community engagement, civic participation, as well as national and community-based celebrations and commemorations, such as those marking Canada’s 150th in 2017. The Department supports this priority through its programs, policies and legislation under program activities 4 and 5. |
| Enable Canadians to benefit from linguistic duality. | Ongoing | Strategic Outcome 2 | This priority contributes to the vitality of Anglophone and Francophone minority communities in Canada and the important role they play in Canadian society. It also supports activities aimed at helping more Canadians experience and benefit from the advantages of linguistic duality. Canadian Heritage supports this priority through its programs and policies, including the horizontal initiative The Roadmap for Canada’s Linguistic Duality 2008-13: Acting for the Future, and its legislative framework under program activity 6. |
| Strengthen the Canadian sport system through strategic investments and enhanced collaboration with provinces and territories. | Ongoing | Strategic Outcome 3 | This priority provides support to enhance opportunities for Canadians to participate and excel in sport. Support for the sport system “from the playground to the podium” will encourage participation in sport by all Canadians and enable Canada’s high-performance athletes to achieve excellence on the international stage. The Department supports this priority through its programs, policies and legislation under program activity 7. |
| Management Priorities | Type | Links to Strategic Outcome | Description |
|---|---|---|---|
| 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. |
| Grants and Contributions Modernization. | 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 the administrative burden, while continuing to ensure accountability. |
| Integration of financial, human resources and program performance 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. |
| Maximization of the effectiveness and efficiency of internal services. | New | Supports all Strategic Outcomes | This management priority supports the internal services review undertaken by the Department, which aims to re-examine Canadian Heritage’s internal services in order to improve efficiency, avoid duplication and optimize service delivery to support the Department’s mandate. |
Risk Analysis
Significant demographic shifts, increased global connectivity, rapid economic changes and unprecedented technological advances are contributing considerably to the transformation Canada is witnessing. Furthermore, government organizations are increasingly affected by policy challenges that now cross geographic, political and disciplinary boundaries. Equally important, the nature of policy
challenges increases the number of players involved in both the development and the implementation of policy.
Additionally, while Canada has fared well following the global recession, it is entering a period of slow recovery. This fragile recovery is setting out the roadmap to increased government financial restraints. At the same time, citizen expectations for responsive, service-oriented, efficient and effective government programs are on the rise. Accountability, financial responsibility, and
transparency remain paramount in this context. As a result, policy challenges are growing in number and complexity, requiring government organizations to establish a more integrated approach to managing risks to ensure policy and program relevance and achievement of results.
Strategic (External) Risks
One of the main external risks faced by the Department of Canadian Heritage comes from the ability to anticipate change in Canadian society and adapt to the evolving needs of citizens and stakeholders. The Department continues to monitor the external environment, especially as it relates to the impact of the digital revolution, and will continue to implement its programs and work toward
adjusting key policies and legislative frameworks.
Among the Department’s strategic risks is the ability to address challenges in light of current financial pressures and realities. To mitigate this risk, the Department is strengthening its business planning and budgeting process to ensure that its resources are devoted to the highest priority items. Canadian Heritage will also take steps to realign human resources to better address the
shifting workload demands, and manage complex policies and events.
Operational (Internal) Risks
In 2010-11, the Department embarked on an important Transformation Initiative exercise. This exercise will continue over the course of fiscal year 2011-12. Its aim is to modernize the Department of Canadian Heritage’s operations and seek innovative solutions to better serve Canadians and address departmental financial challenges. Overall, this initiative will help Canadian Heritage turn potential risks into opportunities leading to an alignment of resources, processes and organizational design that delivers on priorities and expected results in a more effective, empowering and efficient manner. The following are key initiatives to be addressed through the Transformation Initiative to mitigate the risks related to previously planned departmental budget reductions:
- An Internal Services Review initiative designed to streamline and simplify internal processes to effectively support the Department’s mandate while meeting central agency and legislative requirements.
- A Grants and Contributions Modernization initiative designed to simplify processes for repeat, reliable clients, implement affordable technological improvements, and standardize our business processes to significantly reduce costs while improving services.
In 2011-12, the Department of Canadian Heritage will continue to promote integration of risk management practices to address ongoing challenges related to stewardship, accountability and governance by engaging and supporting all levels of management in their responsibilities. The Department will continue to be a prudent manager of public funds, an innovative department in policy development and a well-balanced workplace.
Expenditure Profile
Departmental Spending Trend
Between 2007-08 and 2008-09, actual spending remained stable, mainly due to the funding of some programs/initiatives such as Québec 2008, the Building Communities through Arts and Heritage program, the Official Languages support programs and the federal policy for hosting international sport events. In 2009-10, the increase in actual spending is mainly due to the 2010 Olympic and
Paralympic Winter Games (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.
The reduction in forecast spending for 2010-11 is mainly due to the end of the 2010 Olympic and Paralympic Winter Games.
Estimates by Vote
For information on our organizational votes and/or statutory expenditures, please see the 2011-12 Main Estimates publication. An electronic version of the Main Estimates is available at http://www.tbs-sct.gc.ca/est-pre/20112012/me-bpd/toc-tdm-eng.asp.