ARCHIVED - Canadian Heritage - Supplementary Tables

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

Program activity: Arts

Name of the Transfer Payment Program: Canada Arts Presentation Fund

Start date: 2001-02

End date: 2014-15

Description: The Canada Arts Presentation Fund (CAPF) aims to give Canadians access to a variety of professional artistic experiences in their communities. It provides financial assistance to Canadian not-for-profit organizations that professionally present arts festivals or performing arts series, as well as their support organizations. The CAPF also supports the emergence of presenters and presenter support organizations for under-served communities or artistic practices. The expected result is that Canadians, from all regions, experience and value professional artistic experiences.

Expected results:

1) Presenters offer a variety of professional artistic experiences to Canadians.

Performance indicator:

• Percentage of professional arts presenter recipients, by discipline.

2) Canadians, including those in underserved communities across Canada, engage and participate in a variety of professional artistic experiences.

Performance indicator:

• Percentage of professional arts presenters whose activities reach out to underserved communities, by type of underserved community.

Output:

1) Grants and contributions approved under the CAPF.

Performance indicator:

• Number of grants and contributions approved and total amount of funds awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$10,500,000	$10,500,000	$10,500,000	$10,500,000
Total contributions	$17,001,855	$18,028,682	$18,472,742	$18,472,742
Total Transfer payments	$27,501,855	$28,528,682	$28,972,742	$28,972,742

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Arts

Name of the Transfer Payment Program: Canada Cultural Spaces Fund

Start date: 2001-02

End date: 2014-15

Description: The Canada Cultural Spaces Fund (CCSF) seeks to contribute to the improvement of physical conditions for arts and heritage related to creation, presentation, preservation and exhibition. The program also aims to increase and improve access for Canadians to performing arts, visual arts, media arts, and to museum collections and heritage displays and/or exhibitions. To achieve these objectives, the CCSF provides financial assistance in the form of grants and contributions to Canadian not-for-profit arts and heritage organizations, other levels of government or agencies as well as equivalent Aboriginal people's institutions or organizations for construction/renovation projects, specialized equipment purchases and/or feasibility studies for cultural infrastructure projects. The expected result is that Canadians in all regions, including underserved communities, have access to new or improved arts and heritage spaces in their communities for creation, presentation, preservation and/or exhibition.

Expected results:

1) Arts and heritage organizations have resources to build and improve facilities and    
infrastructure.

Performance indicator:

• Number of new or improved arts and heritage facilities.

2) A variety of arts and heritage experiences are available in underserved communities.
Definition:
Underserved communities: Aboriginal, culturally diverse, official languages, young audiences.

Performance indicator:

• Percentage of Canadian Heritage supported infrastructure and specialized equipment projects located in underserved communities.

Output:

1) Grants and contributions approved under the CCSF.

Performance indicator:

• Number of grants and contributions approved and total amount of funds awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$4,000,000	$3,000,000	$3,000,000	$3,000,000
Total contributions	$22,949,850	$22,508,613	$22,458,613	$22,358,613
Total Transfer payments	$26,949,850	$25,508,613	$25,458,613	$25,358,613

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Arts

Name of the Transfer Payment Program: Canada Arts Training Fund

Start date: 1997-98

End date: 2012-13

Description: The Canada Arts Training Fund aims to contribute to the development of Canadian creators and future cultural leaders of the Canadian arts sector by supporting the training of artists with high potential through institutions that offer training of the highest calibre. It provides financial assistance to independent professional Canadian not-for-profit institutions that specialize in providing focused, intensive and practice-based studies. These schools provide professional training at the highest level in disciplines such as ballet, contemporary dance, theatre, circus arts, and music (opera, orchestral), etc. It also supports some training that reflects Aboriginal and culturally diverse artistic practices. The expected result is that Canadians and the world benefit from high-quality artistic achievements by Canadian artists trained in Canada.

Expected result:

1) Graduates have professional careers in Canada and internationally.

Performance indicator:

• Percentage of graduates employed professionally in their field in Canada or abroad.

Output:

1) Contributions approved under the Canada Arts Training Fund.

Performance indicator:

• Number of grants and contributions and total amount awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	-	-	-	-
Total contributions	$22,742,440	$22,779,440	$22,779,440	$22,779,440
Total Transfer payments	$22,742,440	$22,779,440	$22,779,440	$22,779,440

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Arts

Name of the Transfer Payment Program: Canada Cultural Investment Fund

Start date: 2001-02

End date: 2014-15

Description: The Canada Cultural Investment Fund (CCIF) aims to help arts and heritage organizations build and diversify their revenue streams, strengthen their organizational capacity, business skills and competencies, and to assist them in being better rooted and recognized in their communities. This will be achieved through four components: Endowment Incentives, Cultural Capitals of Canada, Strategic Initiatives, and Limited Support to Endangered Arts Organizations. The CCIF provides financial assistance to Canadian not-for-profit organizations in the arts and heritage sectors, foundations, Canadian municipalities, as well as First Nations, Métis, and Inuit equivalent governments. The expected result is to contribute to the long-term organizational, administrative and financial health of Canadian arts and heritage organizations.

Expected result:

1) Arts and heritage organizations are supported within Canadian communities that value their existence.

Performance indicators:

• Number of new or maintained partnerships and initiatives developed per applicant/recipient.
  Partnerships include: financial and non-financial investments in the delivery/execution of a project.
  Initiatives include: tools, strategies, activities, programs, approaches developed as a result of project funding.
• Number of types of demonstrated community support (by community constituency), other than Canadian Heritage, per applicant/recipient.
  Types of community support include: private sector, foundations, schools, community associations, other levels of government, etc.
• Amount of funds raised through private-sector donations by arts organizations applying to and eligible for Endowment Incentives component.

Output:

1) Grants and contributions approved under the CCIF.

Performance indicator:

• Total amount of funds awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$19,038,432	$19,038,432	$19,038,432	$19,038,432
Total contributions	$6,144,273	$6,144,273	$5,997,023	$6,183,773
Total Transfer payments	$25,182,705	$25,182,705	$25,035,455	$25,222,205

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Cultural Industries

Name of the Transfer Payment Program: Canada Media Fund

Start date: 2010-11

End date: 2014-15

6. Description: The Canada Media Fund (CMF), a public/private partnership, provides funding for the creation of television convergent digital content in both official languages and leading-edge non-linear content and applications designed for distribution on multiple platforms (e.g. television broadcast, the Internet, and/or mobile phones). The CMF focuses investments on the creation of content Canadians want and harnesses the opportunities provided by new technologies to deliver the content to Canadians where and when they want it. Organizations supported by the CMF include, but are not limited to, Canadian television and interactive production companies, broadcasters, broadcast distribution undertakings, Internet service providers and mobile communications operators. Canadians as consumers of convergent programs and creators of leading-edge content and applications represent to ultimate target group. Aboriginal communities and Francophones in minority language communities are also targeted by specific production envelopes.

Expected results:

1) Leading-edge non-linear content and applications are created for commercial potential or public use.
Definitions:
Leading-edge, non-linear content and applications: innovative content or applications presented on or developed for a digital platform that allows for interaction, such as offering user choices to control progress or to direct a story or presentation.
Commercial potential: potential uptake of products by mainstream media companies.
Public use: taking the form of projects whose products are used freely and/or directly by the public.

Performance indicator:

• Number of leading-edge non-linear content and applications projects supported by the CMF.

2) Canadians watch or interact with CMF supported television programs or digital convergent content.

Performance indicators:

• Audience share for CMF-funded television productions as a percentage of total audiences, by genre and by language.
• Number of users of digital convergent content from platforms other than television.

Output:

1) Contribution agreement with the CMF Corporation.

Performance indicator:

• A contribution agreement between Canadian Heritage and the Canada Media Fund Corporation is signed.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	-	-	-	-
Total contributions*	$134,146,077	$34,596,077	$34,596,077	$34,596,077
Total Transfer payments	$134,146,077	$34,596,077	$34,596,077	$34,596,077

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

* 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.

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

Program activity: Cultural Industries

Name of the Transfer Payment Program: Canada Interactive Fund

Start date: 2010-11

End date: 2014-15

Description: The Canada Interactive Fund (CIF) provides funding for the creation of online Canadian content developed by Official Language Minority Community (OLMC), Aboriginal, ethnocultural and other not-for-profit cultural organizations by focusing on the creation of interactive cultural products and applications. Examples of projects supported under the CIF could be where not-for-profit cultural organization partners with a targeted community to develop a living history of a community which combines a blog, an interactive timeline, community photos and stories of individual members. As Canadians increasingly adopt new technologies, the CIF is needed to ensure that OLMC, Aboriginal, ethnocultural and other not-for-profit cultural organizations contribute to leading-edge content online. This will complement action the Government has taken to update cultural programs, in particular the Canada Media Fund, which ensures the for-profit sector to create and distribute Canadian programming on multiple platforms.

Expected results:

1) Digital interactive content and applications are created by official language minority community, Aboriginal, ethnocultural and other not-for-profit cultural organizations.

Performance indicator:

• Number of digital interactive products created with support from the CIF.

2) Canadians access digital interactive content produced by official language minority community, Aboriginal, ethnocultural and not-for-profit cultural organizations.

Performance indicator:

• Number of annual visitors to projects supported through the CIF.

Output:

1) Contributions issued under the CIF.

Performance indicator:

• Number of contribution agreements signed and total amount of funds awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	-	-	-	-
Total contributions	$4,435,130	$10,770,684	$6,346,244	$6,724,894
Total Transfer payments	$4,435,130	$10,770,684	$6,346,244	$6,724,894

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Cultural Industries

Name of the Transfer Payment Program: Canada Music Fund

Start date: 2001-02

End date: 2014-15

Description: The Fund supports activities of music creators, artists and entrepreneurs to ensure Canadians' access to a diverse range of Canadian music choices. The Fund consists of the following components: 1) Music Entrepreneur, which provides financial assistance to established firms with a track record for the creation, production, distribution and marketing of Canadian music, including touring activities; 2) New Musical Works, which provides financial assistance to small and medium music entrepreneurs for the creation, production, distribution and marketing of Canadian music, including attendance to music showcases; 3) Collective initiatives, which provides financial assistance to a diverse range of collective activities aiming to enhance presence of Canadian music artists at home and abroad; 4) Creators' Assistance, which provides financial support to professional development and acquisition of business knowledge of music creators; 5) Canadian Music Memories, which provides financial support for the preservation of Canada's musical heritage for future generations.

Expected results:

1) A range of Canadian music is produced by Canada Music Fund recipients.

Performance indicator:

• Number of Canadian music releases that were supported by the Canada Music Fund (by genre, language, province, etc.).

2) The portion of the Canadian-owned music industry targeted by the Canada Music Fund is sustainable.

Performance indicator:

• Gross revenues, in Canadian dollars, of Canada Music Fund - Music Entrepreneur Component recipients.

3) Canadian music supported by the Canada Music Fund is accessed in Canada and abroad.

Performance indicator:

• Total number of domestic and international unit sales of Canada Music Fund supported music.

Output:

1) Grants and contributions issued under the Canada Music Fund.

Performance indicator:

• Number of grants and contributions issued and total dollar amount awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$2,000,000	$2,000,000	$2,000,000	$2,000,000
Total contributions	$23,828,331	$23,828,331	$23,828,331	$22,829,231
Total Transfer payments	$25,828,331	$25,828,331	$25,828,331	$24,829,231

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Cultural Industries

Name of the Transfer Payment Program: Canada Book Fund

Start date: 2010-11

End date: 2014-15

Description: The Fund supports the activities of Canadian book publishers and other sectors of the book industry to ensure access to a broad range of Canadian-authored books. This support is delivered through the following streams of funding:

1) Support for Publishers, which provides funding distributed primarily through a formula that rewards success in delivering content that Canadians value. This funding contributes to the sustainable production and marketing of Canadian-authored books by offsetting the high costs of publishing in Canada and building the capacity and competitiveness of the sector;

2) Support for Organizations, which provides project funding to develop the Canadian book industry and the market for its products by assisting industry associations and related organizations to undertake collective projects offering a broad benefit to the industry and, ultimately, to readers everywhere.

Expected results:

1) A range of Canadian-authored books is produced by the Canada Book Fund (CBF) recipients.

Performance indicator:

• Number of Canadian-authored titles published by CBF recipients (by genre, language, province, etc.).

2) The portion of the Canadian-owned book publishing industry targeted by the CBF is sustainable.

Performance indicator:

• Aggregate profit margin (%) of CBF recipient publishers.

3) Canadian-authored books supported by the CBF are accessed in Canada and abroad.

Performance indicator:

• Value, in Canadian dollars, of domestic and international sales of CBF recipient publishers.

Output:

1) Grants and contributions issued under the CBF.

Performance indicator:

• Number of grants and contribution agreements issued and total dollar amount awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$8,300,000	$8,300,000	$8,300,000	$8,300,000
Total contributions	$28,366,301	$28,366,301	$28,366,301	$28,366,301
Total Transfer payments	$36,666,301	$36,666,301	$36,666,301	$36,666,301

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Cultural Industries

Name of the Transfer Payment Program: Canada Periodical Fund

Start date: 2010-11

End date: N/A

Description: The Fund supports the activities of Canadian publishers and magazines and non-daily newspaper associations to ensure that Canadians have access to diverse Canadian magazines and non-daily newspapers. It is delivered through the following components: 1) Aid to Publishers, which provides formula funding to Canadian magazines and non-daily newspapers for publishing activities, such as distribution, content creation, online activities and business development; 2) Business Innovation, which provides project funding to print and online magazines for business development and innovation; 3) Collective Initiatives, which provides project funding to Canadian magazines and non-daily newspaper associations for industry-wide projects to increase the overall health of the Canadian magazine and non-daily newspaper industries.

Expected results:

1) A range of Canadian periodicals is produced by the Canada Periodical Fund (CPF) recipients.

Performance indicator:

• Number of Canadian periodicals (titles) published by the CPF recipients (by genre, language, region, etc.).

2) The portion of the Canadian-owned periodicals industry targeted by the CPF is sustainable.

Performance indicator:

• Aggregate profit margin (%) of CPF recipient publishers.

3) Canadian periodicals supported by the CPF are accessed by Canadian readers.

Performance indicator:

• Number of copies of CPF-supported periodicals distributed to Canadians per year.

Output:

1) Grants and contributions issued under the CPF.

Performance indicator:

• Number of grants and contributions issued and total dollar amount awarded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants*	$72,775,054	$58,015,054	$58,015,054	$58,015,054
Total contributions	$1,999,544	$1,999,544	$1,999,544	$1,999,544
Total Transfer payments	$74,774,598	$60,014,598	$60,014,598	$60,014,598

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

* 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 Periodical Fund.

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

Program activity: Cultural Industries

Name of the Transfer Payment Program: TV5

Start date: 1990-91

End date: 2012-13

Description: The international French-language TV channel TV5 is a partnership between France, Belgium's Francophone community, Switzerland, Canada and Quebec. The Department of Canadian Heritage provides annual funding to channels (single-recipient program) through a contribution agreement to TV5 Québec Canada and a grant to TV5 MONDE. Funding from Canadian Heritage and the Government of Quebec enables Canadian productions to be presented both in Canada, through TV5 Québec Canada, and around the world, through TV5 MONDE, alongside a rich diversity of programming from the international Francophonie.

Expected results:

1) Canadian content is part of TV5 MONDE's international programming.

Performance indicator:

• Percentage 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 indicator:

• Number of Canadian households with access to TV5 QC.

Outputs:

1) Contribution agreement (TV5 Québec Canada).

Performance indicator:

• Implementation of contribution agreement.

2) Grant to TV5 MONDE.

Performance indicator:

• Implementation of grant agreement.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$8,000,000	$8,500,000	$8,500,000	$8,500,000
Total contributions	$4,460,900	$4,460,900	$4,460,900	$4,460,900
Total Transfer payments	$12,460,900	$12,960,900	$12,960,900	$12,960,900

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Note:            

As of 2011-12, the Grants to institutions and public authorities in Canada in accordance with section 35 of the Cultural Property Export and Import Act are included in the Museum Assistance Program.

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Promotion of and Attachment to Canada

Name of the Transfer Payment Program: Celebration and Commemoration Program

Start date: 2008

End date: 2013

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 1 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:

• Percentage of Canadians who agree that national celebrations and commemorations are a good way to share, express and appreciate their Canadian identity.

3) Coordinated federal approach to celebrations and commemorations.

Performance indicator:

• Percentage of members attending meetings of the Interdepartmental Commemorations Committee.

Outputs:

1) Grants and contribution agreements signed under the Celebration and Commemoration Program.

Performance indicator:

• Number of grants and contributions agreements signed.

2) Five-year Commemoration Plan.

Performance indicator:

• Number of updates to the Five-year Commemoration Plan.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$5,500,000	$5,500,000	$5,500,000	$5,500,000
Total contributions	$6,329,473	$4,994,367	$4,994,367	$4,994,367
Total Transfer payments	$11,829,473	$10,494,367	$10,494,367	$10,494,367

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Promotion of and Attachment to Canada

Name of the Transfer Payment Program: Exchanges Canada Program

Start date: 2000-01

End date: Ongoing

Description: The Exchanges Canada Program provides grants and contributions in support of youth participation initiatives that allow young Canadians to learn about Canada, create linkages with each other and better appreciate the diversity and shared aspects of the Canadian reality. The Program supports not-for-profit organizations to provide Canadian youth with a range of exchange and forum activities to strengthen their sense of belonging to Canada and therefore their sense of Canadian identity. The program has two components: Youth Exchanges Canada (YEC) and Youth Forums Canada (YFC). YEC funds reciprocal homestay exchanges for young Canadians, and also includes the Summer Work / Student Exchange sub-component, which provides summer job opportunities for 16 and 17 year-olds in their second official language. YFC enables young Canadians to connect with one another through forums, study sessions and workshops of interest to them. The Exchanges Canada website also provides a single window to information on a wide range of exchanges available in Canada.

Expected results:

1) Young participants enhance their knowledge and understanding of Canada.

Performance indicator:

• Percentage of participants who report enhanced knowledge and understanding of Canada.

2) Young participants connect and create linkages with one another.

Performance indicator:

• Percentage of participants who report having created new ties 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:

• Percentage of participants who report enhanced appreciation for diversity and commonalities.

Outputs:

1) Grants and contribution agreements in support of youth exchanges.

Performance indicator:

• Number of grants and contribution agreements.

2) Information available to Canadians about youth exchanges.

Performance indicator:

• Number of people accessing information about youth exchanges.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$100,000	$100,000	$100,000	$100,000
Total contributions	$17,736,359	$17,686,359	$17,686,359	$17,686,359
Total Transfer payments	$17,836,359	$17,786,359	$17,786,359	$17,786,359

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Promotion of and Attachment to Canada

Name of the Transfer Payment Program: Katimavik Program

Start date: 1997-98

5. End date: March 31, 2011

Description: The Katimavik Program, delivered by an independent, not-for-profit organization, the Katimavik-OPCAN Corporation, is a national youth volunteer and training program that provides young Canadians with the opportunity to learn more about their country and create ties with communities and with other Canadians. The objectives of the Program are to contribute significantly 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. Groups of youth aged 17 to 21 participate in a six- or nine-month program and collaborate on projects that involve volunteer work, training and group interaction, in various regions of Canada, including French-speaking and English-speaking communities.

Expected results:

1) Participants value Canada and its diversity.

Performance indicator:

• Percentage of participants indicating that they value Canada and its diversity more since participating in the Program.

2) Host-community partner organizations improve their capacity to serve their community.

Performance indicator:

• Percentage of community partners indicating that they have seen their capacity to serve their community improve.

3) Participants improve their personal, social and professional skills.

Performance indicator:

• Percentage of participants indicating that they have improved their personal, social and professional skills during their participation in the Program (in accordance with each of the skills covered by the Program).

Output:

1) Contribution agreement signed under the Katimavik Program.

Performance indicator:

• Number of contribution agreements signed.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12*	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	-	-	-	-
Total contributions**	$15,000,000	$16,294,320	$16,294,320	$19,776,000
Total Transfer payments	$15,000,000	$16,294,320	$16,294,320	$19,776,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

* Of this amount, $1 M will be transferred to Action Canada pending approval by Parliament.  Refer to announcement by Minister Moore ‘Minister Moore Announces Renewed Youth Program Funding’, October 2009. http://www.pch.gc.ca/pc-ch/infoCntr/cdm-mc/index-eng.cfm?action=doc&DocIDCd=CJM091543

** In fiscal years 2010-11, 2011-12 and 2012-13, funds from the Katimavik Program were allocated to fund the Youth Take Charge Program (YTC).

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Promotion of and Attachment to Canada

Name of the Transfer Payment Program: Youth Take Charge

Start date: April 1, 2010

End date: March 31, 2013

Description: The objective of the Youth Take Charge Program is to strengthen youth attachment to Canada through engagement in the fields of history and heritage, civic engagement and youth service, arts and culture, and economic activities. The Program provides grants and contributions to eligible organizations in support of youth-led projects involving youth generally aged 7 to 30, which demonstrate the ability to strengthen attachment to Canada while addressing one or more of the above-mentioned thematic areas. It is expected that the Program will increase awareness among youth participants of the importance of being an active and engaged citizen; will increase relevance of youth-serving organizations for youth; and will increase youth engagement in communities. These outcomes will, in the long-term, lead to increased youth attachment to Canada and an increased sense of shared Canadian identity among youth.

Expected results:

1) Youth have a sense of attachment to Canada.

Performance indicator:

• Percentage of youth participants who have a sense of attachment to Canada.

2) Youth have a sense of shared Canadian identity.

Performance indicator:

• Percentage of youth participants who have a sense of shared Canadian identity.

Output:

1) Grants and contribution agreements.

Performance indicator:

• Number of signed agreements.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14*
Total grants	-	$3,400,000	$1,700,000	-
Total contributions	$1,440,680	$2,081,680	$1,781,680	-
Total Transfer payments	$1,440,680	$5,481, 680	$3,481,680	-

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

* Funding for the Youth Take Charge Program ends in 2013-14.

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Engagement and community participation

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

Start date: September 1, 2007

End date: March 31, 2012

Description: The Building Communities through Arts and Heritage (BCAH) program provides grants and contributions in support of local festivals and capital projects. Funding is made available to eligible stakeholders presenting arts and heritage festivals, events and activities that place emphasis on local engagement. Its objective is to engage citizens in their communities through performing and visual arts as well as through the expression, celebration and preservation of local historical heritage. The program has three components: 1) Local Festivals supports festivals, events and activities that involve the whole community and give opportunities to local artists and artisans and/or celebrate local history and heritage; 2) Community Anniversaries supports one-time commemorations through festivals or other activities that celebrate a major anniversary of a significant local person or event; and 3) Legacy Fund supports tangible, lasting capital projects that commemorate or celebrate a major anniversary of a significant local person or event.

Expected result:

1) Canadians are engaged in the expression, celebration and preservation of local arts and heritage.

Performance indicators:

• Number of volunteers at BCAH supported events.
• Number of local artists, artisans, and performers of historical heritage activities at BCAH supported events.
• Number of visitors/attendees at BCAH supported events.

Outputs:

1) Grants and contribution agreements signed under the BCAH Program.

Performance indicator:

• Number of grant letters and agreements signed.

2) Regional coordination and consultation

Performance indicator:

• Number of annual coordination and consultation meetings.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$14,355,000	$14,355,000	$14,355,000	$14,355,000
Total contributions	$4,800,000	$3,300,000	$3,300,000	$3,300,000
Total Transfer payments	$19,155,000	$17,655,000	$17,655,000	$17,655,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Engagement and community participation

Name of the Transfer Payment Program: Aboriginal Peoples' Program

Start date: 1971-72

End date: 2010-11

Description: The Aboriginal Peoples' Program (APP) focuses primarily on strengthening cultural identity, encouraging the full participation of Aboriginal peoples in Canadian life, and on supporting the continuation of Aboriginal cultures and languages as living elements of Canadian society. APP programming incorporates Aboriginal values, cultures and traditional practices into community-driven activities designed to strengthen cultural identity and enable positive life choices. The APP is composed of two complementary components:

• 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.
  
  
• The Aboriginal Living Cultures Component supports the preservation and revitalization of Aboriginal languages and cultures.

Expected results:

1) Aboriginal languages are preserved and revitalized.

Performance indicator:

• Degree to which Aboriginal language resources produced (printed materials, electronic materials, video productions) are utilized by Aboriginal people in the preservation and revitalization of their language.

2) Aboriginal peoples are engaged in their communities and have the opportunity to participate in social and cultural aspects of life in Canada.

Performance indicator:

• Number of Aboriginal peoples engaged and participating in community activities.

3) Aboriginal youth are empowered with leadership skills and a sense of community.

Performance indicator:

• Number of Aboriginal youth participating in projects that promote leadership in urban Aboriginal communities.

Output:

1) Grants and contribution agreements signed under the APP.

Performance indicator:

• Number and type of agreements.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$1,340,000	$1,340,000	$1,340,000	$1,340,000
Total contributions	$54,874,907	$55,375,899	$55,375,899	$55,375,899
Total Transfer payments	$56,214,907	$56,715,899	$56,715,899	$56,715,899

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Official Languages

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

Start date: 2009-10

End date: 2013-14

Description: The Development of Official-Languages Communities Program has three components: Community Life, Minority Language Education and Language Right Support. 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, different programs and services in their language in their communities, as well as linguistic rights support, as guaranteed by the Constitution.

Expected results:

1) Members of official language minority communities (OLMC) have access to programs and services in their language, in their communities.

Performance indicator:

• Number of Sectors in which Federal-Provincial-Territorial provide programs and services to OLMC's.

2) Section 41 of the Official Languages Act (OLA) responsibilities and OLMC perspectives in federal institutions are better known and integrated in development of initiatives and programs.

Performance indicator:

• Quality of measures taken by Federal Institutions to integrate section 41 OLA and OLMC perspectives (low, medium, high).

Outputs:

1) Agreements (ex.: cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.).

Performance indicator:

• Number of bilateral agreements with communities and PTs.

2) Grants and contributions.

Performance indicator:

• Number of grant and contribution agreements with communities and PTs.

3) Support and coordination mechanisms and summaries of action plans and section 41 records of achievement.

Performance indicator:

• Number of action plans submitted by federal institutions.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$33,322,973	$33,322,973	$33,322,973	$33,322,973
Total contributions	$192,134,987	$191,797,917	$191,797,917	$188,349,017
Total Transfer payments	$225,457,960	$225,120,890	$225,120,890	$221,671,990

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians share, express and appreciate their Canadian identity.

Program activity: Official Languages

Name of the Transfer Payment Program: Enhancement of Official Languages Program

Start date: 2009-10

End date: 2013-14

Description: The Enhancement of Official Languages Program has three components: Promotion of Linguistic Duality, Second Language Learning and Language Right Support. The Program promotes a better understanding and appreciation of the benefits of linguistic duality while offering linguistic rights support as guaranteed by the Constitution. 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 better understanding of and appreciation for the benefits of linguistic duality.

Performance indicator:

• Percentage of Canadians that have a working knowledge of the second official language.

2) Knowledge and Integration of section 41 of the Official Languages Act (OLA) responsibilities toward linguistic duality perspectives in federal institutions' development of initiatives and programs.

Performance indicator:

• Number of Federal Institutions that have taken measures in regards to their responsibilities toward section 41 OLA and linguistic duality perspectives.

Outputs:

1)  Grants and contributions.

Performance indicator:

• Number of grant and contribution agreements with communities and provinces and territories.

2) Support and coordination mechanisms and summaries of action plans and section 41 records of achievement.

Performance indicator:

• Number of action plans submitted by federal institutions.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$5,599,842	$5,599,842	$5,599,842	$5,599,842
Total contributions	$105,923,289	$105,923,289	$105,923,289	$105,923,289
Total Transfer payments	$111,523,131	$111,523,131	$111,523,131	$111,523,131

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians participate and excel in sport.

Program activity: Sport

Name of the Transfer Payment Program: Hosting Program

Start date: 1967

End date: June 2011. The continuation of the terms and conditions is underway.

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 for 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, 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 result:

1)  Canadian athletes, coaches and officials have opportunities to participate at sport events in Canada funded by Sport Canada.

Performance indicators:

• Number of competition opportunities for Canadian athletes, coaches and officials at funded events.
• Number of athletes from under-represented groups participating at funded events.

Output:

1)  Contribution agreements.

Performance indicator:

• Number of events funded.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	-	-	-	-
Total contributions	$16,043,739	$33,320,500	$122,866,900	$134,865,000
Total Transfer payments	$16,043,739	$33,320,500	$122,866,900	$134,865,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians participate and excel in sport.

Program activity: Sport

Name of the Transfer Payment Program: Sport Support Program

Start date: 1961

End date: June 2011. The continuation of the terms and conditions is underway.

Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Canadian Sport Policy. The 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. This funding is provided to eligible organizations in support of programming that supports the goals of the Canadian Sport Policy.

Expected result:

1) Canadians have access to quality sport programs and services.

Performance indicators:

• Percentage of funded National Sport Organizations that have their coaching programs aligned with Long-Term Athlete Development (LTAD) tenets.
• Percentage of funded organizations that have adopted the current Canadian Anti-Doping Program.
• Number of projects that are completed, as proposed in domestic and international bilateral agreements. Activity/project refers to a set of activities or functions that a recipient proposes to undertake as per the bilateral agreement.

Output:

1) Contribution/bilateral agreements.

Performance indicator:

• Number of agreements in place during the fiscal year. Note: Agreements represent any domestic or international contribution or bilateral agreement.

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	-	-	-	-
Total contributions	$146,883,812	$146,814,464	$143,815,064	$143,815,064
Total Transfer payments	$146,883,812	$146,814,464	$143,815,064	$143,815,064

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

Strategic outcome: Canadians participate and excel in sport.

Program activity: Sport

Name of the Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: June 2011. The continuation of terms and conditions is underway.

Description: The Athlete Assistance Program (AAP) 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 have the financial resources to achieve higher levels of athletic performance.

Performance indicator:

• Percentage of athletes agreeing that AAP has made it possible to achieve higher levels of athletic performance (scale is 1 [strongly disagree] to 7 [strongly agree]). Note: A score of 5-7 on the scale indicates agree.

2) Canadian athletes access academic opportunities.

Performance indicator:

• Number of currently and formerly carded athletes using tuition grant (including deferred tuition).

Output:

1) Direct support for high-performance athletes.

Performance indicators:

• Total dollar amount of AAP support allocated to high-performance athletes, per fiscal year.
• Number of athletes supported (Living & Training, Tuition, Deferred Tuition, Special Needs).

($ millions)

	Forecast Spending 2010-11	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	$27,000,000	$27,000,000	$27,000,000	$27,000,000
Total contributions	-	-	-	-
Total Transfer payments	$27,000,000	$27,000,000	$27,000,000	$27,000,000

Summary of the 3 Year Plan: http://www.pch.gc.ca/pc-ch/publctn/3yr-pln/index-eng.cfm

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

Program activity: Heritage

Name of recipient: Trans Canada Trail - Sentier transcanadien

Start date: December 2003

End date: March 2011*

*The agreement with Canadian Heritage terminates March 31, 2011. Agreement closing procedures will take place in 2011-12, including an update of the 2010 evaluation of the fund's performance. Should a portion of the fund remain unexpended on March 31, 2011, it will be returned to the Consolidated Revenue Fund.

Description: The Trans Canada Trail - Sentier transcanadien 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 was 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, their environment, and Canada's cultural and natural diversity.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2011-12	Planned Funding 2012-13	Planned Funding 2013-14
15.0	15.0	N/A	N/A	N/A

Summary of annual plans of recipient:

The March 31^st, 2010 Trans Canada Trail (TCT) Audited Statements indicate that over 16,574 kilometres (approximately 73.4%) of the TCT have been built, with 6,000 kilometres remaining. The 2010-15 TCT Strategic Plan 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 achieving this national legacy by 2017, as a celebration project for Canada's 150^th anniversary of Confederation. The plan has four organizational goals: Generate Funding, Build Reputation, Facilitate Trail Building, Promote the Benefits of the Trail.

Link to recipient's site: http://www.tctrail.ca/home.php?l=en

Strategic outcome: Canadians share, express and appreciate their Canadian identity

Program activity: Promotion of and Attachment to Canada

Name of recipient: Michaëlle Jean Foundation

Start date: October 1, 2010

End date: March 31, 2020

Description: The Michaëlle Jean Foundation is a Canadian non-profit organization that encourages communities to use art and creativity to stimulate and enhance citizen participation and dialogue with a particular emphasis on youth.

The objectives of the Foundation are, among others, to: raise awareness of, and leverage the creative power of, the arts to generate a more socially harmonious, civically engaged and innovative Canada; enhance collaborative linkages and networks connecting the arts and creative communities with other sectors of society; promote local and national initiatives to create a new discourse and branding around Canadian culture that better communicate the value of the arts and creativity to the broader public; and contribute to empowering youth and emerging artists in their efforts to use art as a tool to address challenges facing their neighbourhoods and communities.

To achieve these ends, the Foundation will provide programming in the areas of creative communities, youth action and democracy. The programming will, thus, bring together support for community initiatives, discussion forums and the promotion of citizen participation through social media.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2011-12	Planned Funding 2012-13	Planned Funding 2013-14
3.0*	3.0	N/A	N/A	N/A

Summary of annual plans of recipient: The first annual plan will be submitted in April 2011.

Link to recipient's site: http://www.fmjf.ca/index.html

*$3M to be released in 2010-11 from Vote 5. The grant payment will not exceed $7M for the period 2011-12 to 2019-20.

Strategic outcome: Canadians share, express and appreciate their Canadian identity

Program activity: Engagement and community participation

Name of recipient: National Aboriginal Achievement Foundation

Start date: 2003-04

End date: N/A

Description: The National Aboriginal Achievement Foundation (NAAF) is a charitable organization dedicated to raising funds to deliver programs that provide the tools necessary for Aboriginal peoples, especially youth to achieve their potential. The 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 2003-04, 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 fully contribute to the economic life of their communities and Canadian society.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2011-12	Planned Funding 2012-13	Planned Funding 2013-14
22.0	22.0	N/A	N/A	N/A

Summary of annual plans of recipient:

The NAAF is a nationally registered non-profit organization devoted to 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 National Aboriginal Achievement Foundation's mission, working in partnership with Aboriginal, private and public sector stakeholders, is to promote, support and celebrate the achievement of Canada's Aboriginal Peoples.

Scholarships and Youth Initiatives

Scholarships and youth initiatives include the NAAF's 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 provide Aboriginal high-school students valuable resources and information on career opportunities while promoting education as significant to labour market participation. Events are held across the country.

By motivating and encouraging youth to stay in school through NAAF's Blueprint for the Future Career Fairs NAAF connects students with business and public sector leaders through its national career fair which features role models, workshops, and engaging presentations on employment opportunities. Over its 14-year history 33,000 students have participated in Blueprint Career Fairs nationwide from Halifax and Vancouver, Yellowknife and Whitehorse to Saskatoon, Thunder Bay and Ottawa. This unique and dynamic opportunity has proven time and again its ability to get youth one step closer to fulfilling their dreams.

 - In fiscal year 2010-11: Prince George, BC and Edmonton, AB

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.

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 toward Master's or PhD degrees.

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

Link to recipient's site: http://www.naaf.ca

Strategic outcome: Canadians share, express and appreciate their Canadian identity

Program activity: Official Languages

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

Start date: 2001-02

End date: Perpetual

Description: Thanks to an endowment funded by the Department of Canadian Heritage, the Canadian Institute for Research on Linguistic Minorities (CILRM) 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, the Institute 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 official-language minority 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.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2011-12	Planned Funding 2012-13	Planned Funding 2013-14
10.0	10.0	N/A	N/A	N/A

Summary of annual plans of recipient:

For Canadian Heritage, CILRM will publish an annual report of its activities and performance measures six months after the end of the fiscal year.

Link to recipient's site: http://www.icrml.ca/index.php?lang=en 

Strategic outcome: Canadians participate and excel in sport

Program activity: Sport

Name of recipient: Grant to the 2010 Games Operating Trust

Start date: 2004-05

End date: Perpetual

Description: In accordance with a 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 Legacy Endowment Fund supports the maintenance and operating expenses of specific 2010 Winter Games sporting venues and charitable and not-for-profit organizations managing 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 (the 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 Society will oversee and manage this Trust until an agreed-upon future date or until the end of the Monarchy.

Beyond maintaining and operating the three principle venues, the Society will provide the needed funding to continue high-performance programming for Canadian athletes at these venues and elsewhere in Canada.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2011-12	Planned Funding 2012-13	Planned Funding 2013-14
55.0	55.0	N/A	N/A	N/A

Summary of annual plans of recipient:

The 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 its growth and ensure the continued operations of legacy venues and leaving a lasting sport legacy for all Canadians beyond 2010. The Society will hold annual general meetings to determine and approve the annual distribution of funds for the venues and determine if funds are available for related high-performance sport development initiatives. Payments are contingent upon post-Games Operating Agreements provided by the Legacy Venues owners and operators and are monitored regularly by the Society sub-committee. The Society is also committed to undertaking and publicly disclosing its annual audits and financial statements.

Link to recipient's site: http://www.vancouver2010.com

8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance¹.

Performance Measure	RPP	DPR
Target Status.
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework.  (Optional in FY 2011-12)	N/A
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Existence of strategic framework.  (Optional in RPP 2011-12)	No, expected completion date March 2012.

Strategies / Comments

Canadian Heritage is not named as a Green Building department in the Federal Sustainable Development Strategy (FSDS). However, as of April 1, 2011, Canadian Heritage will directly operate two buildings of the Canadian Conservation Institute². Therefore, Canadian Heritage commits to developing a strategy framework in fiscal year 2011-12 for the green building targets. This strategic framework will address all of the mandatory implementation strategies as listed for this target in the FSDS.

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m²will be assessed for environmental performance using an industry-recognized assessment tool³.

Performance Measure	RPP	DPR
Target Status.
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011-12)	N/A
Existence of strategic framework. (Optional in RPP 2011-12)	No, expected completion date March 2012.

Strategies / Comments

Canadian Heritage is not named as a Green Building department in the Federal Sustainable Development Strategy (FSDS). However, as of April 1, 2011, Canadian Heritage will directly operate two buildings of the Canadian Conservation Institute. Therefore, Canadian Heritage commits to developing a strategy framework in fiscal year 2011-12 for the green building targets. This strategic framework will address all of the mandatory implementation strategies as listed for this target in the FSDS.

8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m², where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool⁴.

Performance Measure	RPP	DPR
Target Status.
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework.  (Optional in FY 2011-12)	N/A
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework.  (Optional in FY 2011-12)	N/A
Existence of strategic framework.  (Optional in RPP 2011-12)	No, expected completion date March 2012.

Strategies / Comments

Canadian Heritage is not named as a Green Building department in the Federal Sustainable Development Strategy (FSDS). However, as of April 1, 2011, Canadian Heritage will directly operate two buildings of the Canadian Conservation Institute. Therefore, Canadian Heritage commits to developing a strategy framework in fiscal year 2011-12 for the green building targets. This strategic framework will address all of the mandatory implementation strategies as listed for this target in the FSDS.

8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance⁵.

Performance Measure	RPP	DPR
Target Status.
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework.  (Optional in FY 2011-12)	N/A
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework.  (Optional in FY 2011-12)	N/A
Existence of strategic framework.  (Optional in RPP 2011-12)	No, expected completion date:  March 2012.

Strategies / Comments

Canadian Heritage is not named as a Green Building department in the Federal Sustainable Development Strategy (FSDS). However, as of April 1, 2011, Canadian Heritage will directly operate two buildings of the Canadian Conservation Institute. Therefore, Canadian Heritage commits to developing a strategy framework in fiscal year 2011-12 for the green building targets. This strategic framework will address all of the mandatory implementation strategies as listed for this target in the FSDS.

8.5 The federal government will take action now to reduce levels of greenhouse gas emissions (GHG) from its operations to match the national target of 17% below 2005 by 2020.

Performance Measure		RPP	DPR
Target Status.
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-21, relative to fiscal year 2005-06.
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent.
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011-12
	FY 2012-13
	FY 2013-14
	FY 2014-15
	FY 2015-16
	FY 2016-17
	FY 2017-18
	FY 2018-19
	FY 2019-20
	FY 2020-21
Percent change in departmental GHG emissions from fiscal year 2005-06 to the end of the given fiscal year.	FY 2011-12
	FY 2012-13
	FY 2013-14
	FY 2014-15
	FY 2015-16
	FY 2016-17
	FY 2017-18
	FY 2018-19
	FY 2019-20
	FY 2020-21

Strategies / Comments

Not applicable.  

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.

Performance Measure		RPP	DPR
Target Status.
Existence of implementation plan for the disposal of all departmentally-generated EEE.  (Optional in RPP 2011-12)		Yes
Total number of departmental locations with EEE implementation plan fully implemented, expressed as an assessment of all locations, by the end of the given fiscal year.	FY 2011-12	1/6
	FY 2012-13
	FY 2013-14

Strategies / Comments

• Definition of Location: Region
• Number of Locations with Canadian Heritage:
  • Canadian Heritage operates in 6 Regions in Canada:
    1. Western Region (British Columbia, Alberta, Yukon);
    2. Prairies and Northern Region (Saskatchewan, Manitoba, North West Territories, Nunavut);
    3. Ontario Region;
    4. Québec Region;
    5. Atlantic Region;
    6. National Capital Region.
  • Approximately 80% of all Canadian Heritage employees are based in the National Capital Region.
• Implementation Strategies:
  • In the National Capital Region, surplus EEE is centrally controlled by Contracting and Materiel Management Directorate (CMMD). Disposal takes place in accordance with the Treasury Board Secretariat’s Directive on Disposal of Surplus Materiel requirements and practices. 
  • An assessment of current regional practices and funding implications will be conducted to determine a process for rolling out the implementation plan to the regions. All regions will have fully implemented the EEE implementation plan by March 31, 2014.

Roles, Responsibilities and Key Activity Areas:

• Responsibility Centre Managers are responsible for the management of assets. Once an asset is no longer required, they are responsible for identifying the asset as surplus and for informing the proper functional areas (e.g. CMMD, Facilities Management, Knowledge, Information and Technology Services (KITS), etc.).
  
• CMMD manages the warehousing and storage functions associated with surplus EEE and oversees proper surplus EEE disposal, once the necessary verifications have been done by other potential stakeholders (e.g. KITS), using the appropriate disposal mechanism (Computers for Schools Program, Crown Assets Disposal, E-Waste Recycling DISO or Provincial Program, etc.).

Mechanisms to Evaluate Plan Effectiveness:

• Canadian Heritage will rely on internal reports that will be generated through its Internal Financial Management System (SAP), as well as disposal records to evaluate the effectiveness of its EEE disposal activities.

Plans/Strategies for Intradepartmental Engagement:

• The Federal Sustainable Development Strategy and the overall disposal strategies will be communicated to managers through the use of e-mail notifications.
• Senior Managers will be made aware of the departmental position, action plan and practices.
• Facilities Management and KITS will be involved in the disposal of surplus assets for which they have some responsibilities.

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.

Performance Measure		RPP	DPR
Target Status.
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow. (Optional)		N/A
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.	FY 2011-12	N/A*
	FY 2012-13
	FY 2013-14

Strategies / Comments

• *In fiscal year 2011-12, Canadian Heritage will define what constitutes a printing unit (e.g., desktop printers, networked printers, multi-functional devices, etc.), additional scoping requirements (e.g., security considerations), methodology for tracking printing units (to develop an inventory of printing units) and methodology for defining office employees.
• Criteria for exclusions will be determined and all requests for exclusions will be evaluated individually to determine validity.
• Regional offices will be engaged and requested to share regional data.

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-06 and 2011-12, and applicable scope.

Performance Measure		RPP	DPR
Target Status.
Number of sheets of internal office paper purchased per office employee in the baseline year selected, as per departmental scope.  (Optional in RPP 2011-12)		N/A
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected.  (Optional in RPP 2011-12)	FY 2011-12	N/A*
	FY 2012-13
	FY 2013-14

Strategies / Comments

• *In fiscal year 2011-12, Canadian Heritage will determine a baseline year for this target, scoping requirements, methodology for tracking paper purchases and methodology for defining office employees.
• E-mail notifications will be developed to create awareness of employees regarding paper reduction practices. 
• Employees will be encouraged, through e-mail notifications, to be creative in the use of alternative tools and work arrangements in order to support a reduction in the consummation of paper.

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.

Performance Measure	RPP	DPR
Target Status.
Presence of a green meeting guide.  (Optional in RPP 2011-12)	No, will be developed by March 31, 2012.

Strategies / Comments

• Green Meeting Guide developed, implemented along with a change in organizational culture (facilitated through training, education, communication and policy direction) that embraces green meetings. Change should be marked by a reduction in our carbon footprint and environmental impact, a reduction in departmental travel expenditures, an improvement in employee work/life balance and productivity.
• Some specific intended results are:
  • a reduction in departmental paper consumption;
  • a reduction in departmental travel expenditures;
  • an increase in the number of and usage of corporate tele- and video-conferencing facilities;
  • percentage of meetings held using the Green Meeting Guide as their planning foundation.

8.10.1 By March 31, 2014, 80% of furniture purchases will be through PWGSC Green Standing Offers.

Performance Measure	RPP	DPR
Target Status.
Percentage of furniture purchased through PWGSC green standing offers, relative to all furniture purchases in the given fiscal year.	N/A
Progress against measure in the given fiscal year.	N/A*

Strategies / Comments

• Canadian Heritage has ensured that this target meets SMART criteria, including:
  • Specific: This target applies to a specific percentage of departmental furniture purchases.
  • Measurable: The source of purchase, in comparison to the total volume of purchases will be used to determine success rate. Information to track this progress against this target is / will be available from the SAP system.
  • Achievable: Consolidation of requirements and information sharing to increase awareness will be used to guide the department in meeting its target.
  • Relevant: Furniture is among the top spend categories for the department.
  • Time bound: Target must be complete by March 31, 2014.
• Implementation Strategy:
  • * In fiscal year 2011-12, Canadian Heritage will develop an implementation plan, roles and responsibilities, etc., to ensure achievement of this target.

8.10.2 By March 31, 2014, 80% of IT Hardware purchases will have at least one environmental attribute (e.g., energy star).

Performance Measure	RPP	DPR
Target Status.
Percentage of IT hardware purchases that have at least one environmental attribute, relative to all IT hardware purchases in the given fiscal year.	N/A
Progress against measure in the given fiscal year.	N/A*

Strategies / Comments

• Canadian Heritage has ensured that this target meets SMART criteria, including:
  • Specific: This target applies to a specific percentage of departmental IT hardware purchases.
  • Measurable: The source of purchase and product specifications will be used to determine the success rate. Information to track this progress against this target is available from the SAP system.
  • Achievable: Consolidation of requirements and information sharing to increase awareness will be used to guide the department in meeting its target.
  • Relevant: IT hardware is among the top spend categories for the department.
  • Time bound: Target must be complete by March 31, 2014.
• Implementation Strategy:
  • * In fiscal year 2011-12, Canadian Heritage will develop an implementation plan, roles and responsibilities, etc., to ensure achievement of this target.

8.10.3 As of April 1, 2011, Canadian Heritage will ensure that 90% of paper purchases have a minimum of 30% recycled content.

Performance Measure	RPP	DPR
Target Status.
Percentage of paper purchased through the green standing offer and printing contracts, relative to all paper purchased in the given fiscal year.	N/A
Progress against measure in the given fiscal year.	N/A*

Strategies / Comments

• Canadian Heritage has ensured that this target meets SMART criteria, including:
  • Specific: This target applies to a specific percentage of departmental paper purchases.
  • Measurable: The source of purchase, in comparison to the total volume of purchases will be used to determine success rate. Information to track this progress against this target is available from the SAP system.
  • Achievable: Consolidation of requirements and information sharing to increase awareness will be used to guide the Department in meeting its target.
  • Relevant: This target presents an opportunity for Canadian Heritage to procure available greener alternatives to virgin paper.
  • Time bound: Target is ongoing and will be reported against in each year of the FSDS.
• Implementation Strategy:
  • * In fiscal year 2011-12, Canadian Heritage will develop an implementation plan, roles and responsibilities, etc., to ensure achievement of this target.

8.11.1 Training for select employees: By March 31, 2014, 90% of materiel managers and procurement personnel will have taken a recognized training course on green procurement offered by the Canada School of Public Service and 90% of new acquisition cardholders will have been trained on green procurement practices through departmental training.

Performance Measure	RPP	DPR
Target Status.
Number of materiel managers and procurement personnel who have completed training relative to the total number of materiel managers and procurement personnel. Number of new acquisition cardholders who have completed training relative to the total number of new acquisition cardholders.	N/A N/A
Progress against measure in the given fiscal year.	N/A*

Strategies / Comments

• Canadian Heritage has ensured that this target meets SMART criteria, including:
  • Specific: This target applies to a designated percentage of materiel managers and procurement personnel. There are 18 such positions within the Department. New acquisition cardholders (cannot be estimated) will also be targeted.
  • Measurable: The number of materiel managers, procurement personnel and acquisition cardholders that have Green Procurement training. Information to track this progress against this target is available through Individual Learning Plans, Human Resources and Workplace Management reports and listings of new card issuances and related training.
  • Achievable: Trainings will be included in the annual training plans.
  • Relevant: Materiel managers and procurement personnel generally handle departmental procurements over $10,000.
  • Time bound: Target must be complete by March 31, 2014.
• Implementation Strategy:
  • * In fiscal year 2011-12, Canadian Heritage will develop an implementation plan, roles and responsibilities, etc., to ensure achievement of this target.

8.11.2 Employee performance evaluations for managers and functional heads of procurement and materiel management: By March 31, 2012, all identified managers and functional heads will have environmental consideration clauses incorporated into their performance evaluations.

Performance Measure	RPP	DPR
Target Status.
Number of performance evaluations of identified managers and functional heads that have included environmental consideration clauses relative to the total of number of identified managers and functional heads	N/A
Progress against measure in the given fiscal year.	N/A*

Strategies / Comments

• Canadian Heritage has ensured that this target meets SMART criteria, including:
  • Specific: This target applies to 1 designated Manager and 3 Functional Heads of procurement and materiel management.
  • Measurable: This applies to individuals in the targeted positions.
  • Achievable: Performance agreements will include Green Procurement provisions.
  • Relevant: Procurement functional specialists report to these managers and functional heads.
  • Time bound: Targets are established for a specific period (one fiscal year).
• Implementation Strategy:
  • * In fiscal year 2011-12, Canadian Heritage will develop an implementation plan, roles and responsibilities, etc., to ensure achievement of this target.

8.11.3 Management processes and controls: By March 31, 2014, a minimum of 3 designated procurement and materiel management processes and controls will include environmental performance considerations.

Performance Measure	RPP	DPR
Target Status.
Number of designated procurement and materiel management processes and controls that include environmental performance considerations, relative to all designated procurement and materiel management processes and controls.	N/A
Progress against measure in the given fiscal year.	N/A*

Strategies / Comments

• Canadian Heritage has ensured that this target meets SMART criteria, including:
  • Specific: Target refers to a specific number of identified management processes and controls. 
  • Measurable: Canadian Heritage will be addressing one management process and control within fiscal year 2011-12.
  • Achievable: The mandate will be modified accordingly.
  • Relevant: Priority will be given to processes and controls that affect procurement in excess of $10,000.
  • Time bound: Target must be complete by March 31, 2014.
• Implementation Strategies
  • * In fiscal year 2011-12, Canadian Heritage will determine all designated procurement and materiel management processes and controls that will include environmental considerations.
  • In fiscal year 2011-12, Canadian Heritage will develop an implementation plan, roles and responsibilities, etc., to ensure achievement of this target.

Mandatory reporting on the purchase of greenhouse gas emissions offset credits, as per the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events, should be reported here.

Performance Measure	RPP	DPR
Quantity of emissions offset in the given fiscal year. (Optional for all RPPs)

Strategies / Comments

Not applicable.  

Mandatory reporting on meeting the requirements of Section 7 of the Policy on Green Procurement, as applicable to departments and agencies bound by the Policy on Green Procurement but not the Federal Sustainable Development Act, should be reported here⁶.

Performance Measure	RPP	DPR
Policy Implementation Status. (Optional)

Strategies / Comments

Not applicable.

Performance Measure	RPP	DPR
Target Status. (Optional)
[Enter Performance Measure (Using baseline data if available)].
Progress against measure in the given fiscal year.

Strategies / Comments

Not applicable.  

Performance Measure	RPP	DPR
Target Status. (Optional)
[Enter Performance Measure (Using baseline data if available)].
Progress against measure in the given fiscal year.

Strategies / Comments

Not applicable.

[ENTER TARGET OR INITIATIVE]

Performance Measure	RPP	DPR
Target Status. (Optional)
[Enter Performance Measure (Using baseline data if available)].
Progress against measure in the given fiscal year.

Strategies / Comments

Not applicable.  

Name of Horizontal Initiative: Roadmap for Canada’s Linguistic Duality 2008-13: 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 2008-13: Acting for the Future (Roadmap) is a Government of Canada policy statement that includes a number of initiatives to strengthen and promote linguistic duality. Fifteen 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 share, express and appreciate their Canadian identity) and to the Government of Canada’s outcome (A diverse society that promotes linguistic duality and social inclusion).

Two of key components of the Roadmap are the implementation of an accountability framework and a coordinated government-wide approach to official languages. The Roadmap is a component of the 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/pgm/slo-ols/strat-eng.cfm

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 official 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 official 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 the Horizontal Results-based Management and Accountability 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 also support the governance of the OLP through various mechanisms and committees.

A governance structure has been established to support the Minister of Canadian Heritage and Official Languages and to ensure that the Roadmap provides results for Canadians, the Committee of Assistant Deputy Ministers on Official Languages (CADMOL) was created. This committee acts on behalf of all federal departments, agencies and organizations, 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, including 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 Roadmap. During CADMOL meetings, departments having specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Office of the Chief Human Resources Officer) report on achievements that are specific to their mandate and describe the challenges and issues related to these responsibilities.

Three interdepartmental committees support CADMOL 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.

Planning Highlights: 

For the year 2011-12, the implementation of the Roadmap continues in respect of the Horizontal Results-based Management and Accountability Framework released in September 2009. The coordination of the implementation is facilitated by the formal governance structure in place. The Committee of Assistant Deputy Ministers on Official Languages and its support committees, as well as various interdepartmental groups ensure that the different strategies allow for monitoring, measuring and evaluation of the results expected for 2011-12.

A horizontal evaluation of the Roadmap is scheduled for 2011-12 and 2012-13. This evaluation will be lead by the Office of the Chief Audit and Evaluation Executive of the Department of Canadian Heritage. All the partners of the Roadmap will participate and contribute on a pro rata basis depending on their allocated funding within the Roadmap to an estimated amount of $300,000 to make the evaluation.

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.

Intermediate outcome 1: 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.

Immediate outcome 1.1: Continued and improved access to justice services in both official languages.

Federal Partner: Justice Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Justice, Policy, Legislation and Programs	Contraventions Act Fund Result for the 2008-13 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

Expected Result for 2011-12: Continued and increased access to justice services in both official languages through the implementation of the Contraventions Act, including linguistic clauses, in Newfoundland and Labrador, the amendment of the existing agreement in Prince Edward Island to include linguistic clauses and the commencement of negotiations with Saskatchewan.

Federal Partner: Justice Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Internal Services	Contraventions Act Fund	$1.92 M	$0.38 M

Expected Result for 2011-12: N/A

Federal Partner: Justice Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Justice, Policy, Legislation and Programs	Initiative of support to access to justice in both languages (new component: justice training) Result for the 2008-13 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.	$38.02 M	$9.19 M

Expected Results for 2011-12: Implementation of the pan-Canadian study on justice training needs in both official languages.

Continued judicial awareness and information activities in order to promote increased access to justice services in both official languages.

Federal Partner: Justice Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Internal Services	Initiative of support to access to justice in both languages (new component: justice training)	$1.89 M	$0.44 M

Expected Result for 2011-12: N/A

Immediate Outcome 1.2: Continued and improved access to health services in both official languages.

Federal Partner: Health Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Canadian Health System Official language minority community development	Training, Networks and Access to Health Services Results for the 2008-13 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	$38.9 M

Expected Results for 2011-12: In 2011-12, Health Canada will enter into new funding agreements for Cultural and French-language training ($1.5 M) and for new Official Languages Health Projects ($1.6 M) within French linguistic minority communities.

In addition, 22 multi-year funding agreements were initiated with community-based stakeholders in 2009-10 and 2010-11. These agreements, amounting to $34.9 M in 2011-12, will all conclude in March 2013 and are for the following activities:

• Health Networking: $5.0 M;
• Training and Retention of Health Professionals: $22.8M;
• Official Languages Health Projects for English and French linguistic minority communities: $7.1 M.

During 2011-12, Health Canada will complete a mid-term review of its Official Languages Health Contribution Program.

In addition to funding agreements totaling $38.0 M in 2011-12, a further $900,000 has been identified for operations and accommodation relating to the Official Languages Health Contribution Program.

Immediate Outcome 1.3: Improved social and economic development of official-language minority communities (OLMC).

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Minority-Language Education – Component: Support to Second-Language and Minority-Language Education Result for the 2008-13 Roadmap: Increased access of OLMCs to quality education in their language in their milieu.	$280.0 M	$56.0 M

Expected Result for 2011-12: Maintain the investment levels from Provinces and Territories for educational programs and activities that promote access to a minority language education.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Minority-Language Education – Component: Official-language Monitors Result for the 2008-13 Roadmap: Improved access of OLMCs to a quality education in their language and milieu.	$5.2 M	$1.04 M

Expected Result for 2011-12: Maintain the number of participants in the Odyssée program which allows students to work as language assistants in minority language classrooms.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Minority-Language Education – Component: Summer Language Bursaries Result for the 2008-13 Roadmap: Improved access of OLMCs to a first-rate education in their language in their environment.	$1.7 M	$0.34 M

Expected Result for 2011-12: Support the Destination Clic program to maintain its yearly enrolment. This program helps young francophone’s outside Quebec enrich their first language while discovering new communities in Canada.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Community vitality – Component: Youth Initiatives Results for the 2008-13 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).	$10.5 M	N/A

Expected Result for 2011-12: Nothing in 2011-12. The initiative was for 2009-10 only.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Community vitality – Component: Support to Official-language Minority Communities Result for the 2008-13 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

Expected Result for 2011-12: Continued investment in the creation, improvement and delivery of activities, and services intended for OLMC that promote a sense of belonging.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Community vitality – Component: Intergovernmental Cooperation Result for the 2008-13 Roadmap: Increased access of OLMCs to provincial, territorial and municipal services in the minority language.	$22.5 M	$4.5 M

Expected Result for 2011-12: Improvement of signed Federal-Provincial/Territorial agreements services and on approved special projects.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Community vitality – Component: Cultural Development Funds Results for the 2008-13 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

Expected Result for 2011-12: Continue to support cultural projects that promote a sense of belonging for the OLMC.

Federal Partner: Human Resources and Skills Development Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Social Development	Strengthening non-gouvernmental organizations' means for Early Childhood Development Result for the 2008-13 Roadmap: The capacity of NGOs working in the area of early childhood in minority environments will be increased.	$4.0 M	$0.8 M

Expected Results for 2011-12: The implementation of the National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada will continue.

The following initiatives will be realised:

• a summative evaluation;
• two Web-based video clips on models of Early Childhood and Family Centres;
• a transformative analysis in Early Childhood Development; and,
• tools to help national, provincial and territorial partners, as well as parents living in French minority communities.

Federal Partner: Human Resources and Skills Development Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Skills and Employment	Family Literacy Initiative Result for the 2008-13 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

Expected Results for 2011-12 : Results of 11 research projects will be available. These projects will identify literacy needs and specific tools required for new targeted groups such as: Francophone immigrant women living in remote communities, parents from Francophone military families, exogamous families, new parents, grand-parents, seasonal workers, fathers, integrated immigrants, and parents with precarious situations living in rural and urban environments.

Eight new family literacy models will be developed, including five designed for new targeted groups, which will be tested and adapted.

Seven new partnerships with various provincial and territorial stakeholders will be created to increase networking and knowledge sharing.

Evaluation tools will be developed to report on results.

Federal Partner: Human Resources and Skills Development Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Social Development	Child Care Pilot Project Result for the 2008-13 Roadmap: New knowledge on child care services for minority Francophone communities.	$13.5 M	$2.7 M

Expected Results for 2011-12: Child Care Pilot Project:

• The results in the research report on the short-term impact of the French-language preschool program on children’s development and readiness to learn will be updated to include data from the second cohort of participants. This will add to the collective knowledge of what works with respect to early childhood development services.
  
  
• The project will assess children and survey parents to continue to measure the impact of the French-language preschool program on the development of the children, one year and two years after the end of the preschool program.

Two action-research projects are led by the Enabling Fund (see Enabling Fund section below for details).

Oversampling of OLMCs within the Program for the International Assessment for Adult Competencies (PIAAC):

• This project will include an oversampling of OLMCs to have a better comprehension of how individuals of OLMCs are ready to face the challenges of the knowledge economy.

Research project using Program for International Student Assessment (PISA) 2009 data:

• This project is a comprehensive analysis of skill levels in reading, mathematics and science of 15-year old Canadian students attending minority language schools across Canada.

Federal Partner: Citizenship and Immigration Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Integration of French-speaking immigrants Maintain, develop and improve promotional events abroad and the resettlement of Francophone immigrants Consolidate existing support networks and enhance settlement services Language Instruction for Newcomers to Canada (LINC)	Recruitment and integration of immigrants Result for the 2008-13 Roadmap: French-speaking immigrants obtain reinforced services of establishment in OLMCs.	$20.0 M	$4.5 M (please note that CIC will invest an additional $2.5M that is not part of the total allocated funding)

Expected Results for 2011-12: Develop and implement a communication strategy for the Francophone Immigration Initiative in order to ensure consistency of the message and better engage stakeholders.

Consolidate strategies of promotion and recruitment of French-speaking immigrants by coordinating the participation of provinces and territories, community representatives and employers and facilitating the holding of promotion and recruitment events at several Canadian missions abroad.

Consolidate and harmonize Francophone immigration networks, and develop an accountability framework for networks.

Accelerate the economic integration of immigrants to Francophone minority communities by increasing employers' engagement and facilitating matching processes between employers and newcomers.

Conduct the evaluation of the “Recruitment and Integration of French-Speaking Immigrants to Francophone Minority Communities” initiative and use the evaluation’s recommendations to further support Francophone immigration to Francophone Minority Communities.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages Broadcasting Policy and Programs	Canadian Radio- television and Telecommunications Comission (CRTC) Results for the 2008-13 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 minority communities in Canada.	Non-monetary	N/A

Expected Result for 2011-12: The report has been published.

Federal Partner: Atlantic Canada Opportunities Agency
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Community Development	Support to francophone immigration in New-Brunswick Result for the 2008-13 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick.	$10.0 M	$4.2 M

Expected Result for 2011-12: To maintain the support for Francophone Immigration in New Brunswick.

Federal Partner: Industry Canada – FedNor
Industry Canada – Federal Economic Development Agency for Southern Ontario (FedDev Ontario)
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Community, Economic and Regional Development (of Ontario)	Economic Development Initiative Results for the 2008-13 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.	$10.5 M	$1.14 M $0.4 M $1.8 M

Expected Results for 2011-12: Development of 10 new projects and completion of 23 projects currently under way. The new projects will target business development in support of improved economic development of OLMC.

Funding of and participation in research and analysis projects on OLMC economic development; participation in the organization of OL Symposium on research.

Support the development of 40 projects which will support community strategic planning, as well as business and economic development of Francophone Communities in Southern Ontario.

Federal Partner: Canadian Northern Economic Development Agency (CanNor)
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Northern Economy	Economic Development Initiative Result for the 2008-13 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$0.4 M	$0.1 M

Expected Results for 2011-12: Funding is expected to be allocated via a proposal-driven process in 2011-12.

This funding is expected to support the social and economic development of official-language minority communities in the territories.

Federal Partner: Canada Economic Development (CED) for Quebec regions
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Community Development	Economic Development Initiative Results for the 2008-13 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	$4.2 M

Expected Results for 2011-12: Result 1 :

1) Innovation
1 project - $210K (5%)

2) PME support
12 projects - $2,52M (60%)

3) Partnership
2 projects - $420k (10%)

4) Diversification
5 projects - 1,049M$ (25%)

Federal Partner: Western Economic Diversification Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Research and Analysis Community Economic Planning, Development and Adjustment Business Development and Entrepreneurship Innovation	Economic Development Initiative Results for the 2008-13 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	$0.75 M

Expected Results for 2011-12: Pursue the implementation of the Economic Development Initiative (EDI) through contribution agreements with organizations supporting the economic development of the Official Languages Minority Communities (OLMC);

-Enhanced capacity of OLMCs as reflected by: number of partnerships created or maintained; and project funding leveraged.

-Development of francophone enterprises as reflected by: number of enterprises created, maintained or expanded; and project funding leveraged.

- Development of francophone communities as reflected by: number of projects, initiatives, or studies that contribute to the diversification or expansion of the economic base of the OLMCs; and project funding leveraged.

Federal Partner: Atlantic Canada Opportunities Agency
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Community Development	Economic Development  Initiative Results for the 2008-13 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	$1.5 M

Expected Result for 2011-12: Maintain the financing of already approved Economic Development Initiative (EDI) projects and that of new projects in the OLMC.

Federal Partner: Human Resources and Skills Development Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Skills and Employment	Enabling Fund for Official-Language Minority Communities Results for the 2008-13 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

Expected Results for 2011-12: The governance structure of the National Committees for Economic Development and Employability will be reinforced to strengthen the commitment of communities and federal partners.

Two action-research projects will be developed and implemented in communities, one on economic integration of immigrants in OLMCs and another on the development of entrepreneurial skills among OLMC youth. Two interdepartmental /community driven working groups will guide the development and implementation of these projects.

The program will implement an improved set of reporting tools with recipient organizations to focus on the achievement of tangible outcomes for communities. Work on the development of a Community Maturity Model will continue.

The program will develop contribution agreements with 14 OLMC organizations responsible for enhancing community economic and human resource development. These agreements will take effect on April 1, 2011.

Intermediate Result 2: Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.

Immediate Result 2.1: Strengthened capacity of language industries.

Federal Partner: Public Works and Government Services Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Linguistic Management and Services	University Scholarships Program in Translation Result for the 2008-13 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.	$8.0 M	$2.8 M

Expected Result for 2011-12: Increase in the number of students registered in a translation program in Canada.

Federal Partner: Public Works and Government Services Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Linguistic Management and Services	Language Industry Initiative Result for the 2008-13 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector.	$10.0 M	$2.9 M

Expected Result for 2011-12: Increase in the participation rate of private and non-profit enterprise in the activities organized by project sponsors for the Canadian Language Sector.

Federal Partner: National Research Council of Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Interactive Languages Technologies	Languages Technologies Research Centre (LTRC) Results for the 2008-13 Roadmap: 1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs. 2) Research competency in the target domains recognized globally. 3) Transfer of knowledge and technology.	$10.0 M	$2.0 M

Expected Result for 2011-12: Result 1: Collaboration with key partners in the implementation of a R&D strategy responsive to industry needs.

Number of collaborative agreements and memoranda of understanding: 4

Number of innovative translation aid tools and content management tools for multilingual and multicultural content developed or in the process of development: 2 + 2 = 4

Number of Institute for Information Technology (IIT) / Language Technologies Research Centre (LTRC) / Association de l'insdutrie de la langue (AILIA) seminars and presentations at the national level: 3 + 10 = 13

Result 2: Research competency in the target domains recognized globally.

Number of citations by peers from the scientific community: 60

Number of awards of excellence, internal and external awards received: 1

Number of invitation of Canadian and foreign researchers: 1

Number of students at post-doctoral, doctoral and master and bachelor's degree received / formed: 1

Number of tasks on the editorial scientific boards of journals, number of leadership roles in program committees of international conferences, number of reviews of articles for journals and scientific conferences:

• 2 scientific journal articles written.
• 1 management of a program committee or subcommittee of international conferences.
• 20 reviews of papers submitted to journals and scientific conferences.

Number of scientific articles, patents, and licensing of research:

• 10 scientific papers.
• 1 Patent Application.
• 2 Research licences.

Result 3: Transfer of knowledge and technology.

Number and value of R&D collaborative agreements:

• Number of agreements: 3
• Cumulative value: $600,000

Number and value of commercial and technology evaluation licences:

• Number: 2
• Cumulative revenues: $30,000

Number of participants to exchange activities with partners and enterprises (for example: LTRC, AILIA, trade shows, etc.): 1

Number of pilot projects with industrial and institutional partners: 3

Immediate Result 2.2: Improved knowledge and use of both official languages.

Federal Partner: Public Works and Governmental Services Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Linguistic Management and Services	Canada Language Portal Result for 2008-13 Roadmap: Canadians have better access to quality language resources in both official languages.	$16.0 M	$3.4 M

Expected Results for 2011-12: Develop new articles for the Portal.

Add writing tools to the Portal.

Conclude agreements with partners to develop the Portal.

Obtain authorizations given by our partners to establish links to online language resources.

Federal Partner: Canada School of Public Service
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Foundational learning Official Languages Learning Language retention services	Expanding Universities’ Access to Language Learning Result for the 2008-13 Roadmap: Increased access to language training products to Canadians through new partnerships with Canadian universities.	$2.5 M	$0.88 M

Expected Results for 2011-12: Learners have a better understanding of the benefits of linguistic duality.

Students and universities are satisfied with the tools.

Tools help students maintain or improve their proficiency level in their second language.

New approach facilitating access to Canada School of Public Service’s language learning tools.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Learning of a Second Language – Component: Support to Second-Language and Minority-Language Education Result for the 2008-13 Roadmap: Increased access of OLMCs to quality education in their language in their milieu.	$190.0 M	$38.0 M

Expected Results for 2011-12: Maintain the investment levels in Provinces and Territories for programs and activities that promote the learning of French and English as a second official language.

Maintain or increase the proportion of Canadians who learns French and English as a second language.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Learning of a Second Language – Component: Summer Language Bursaries Result for the 2008-13 Roadmap: Improved access of OLMCs to a first-rate education in their language in their environment.	$38.3 M	$7.66 M

Expected Result for 2011-12: Ensure the number of scholarship holders take advantage of the Explore program. This program offers a cultural exchange that helps students perfect their comprehension and competencies of their second official language.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Learning of a Second Language – Component: Official-language Monitors Result for the 2008-13 Roadmap: More Canadians have a practical knowledge of both official languages.	$14.8 M	$2.96 M

Expected Result for 2011-12: Ensure the number of participants in the Odyssée program is maintained. This program allows students to work as language monitors in second language classrooms across the country.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Youth Initiatives – Promotion of the linguistic duality Result for the 2008-13 Roadmap: More young Canadians have a practical knowledge of their second language.	$2.0 M	N/A

Expected Result for 2011-12: Nothing in 2011-12. The initiative was for 2009-10 only.

Immediate Result 2.3: Improved access to cultural expressions of both linguistic groups.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Cultural Industries	National Translation Program for Book Publishing Result for the 2008-13 Roadmap: Improved access to cultural expressions of both linguistic groups.	$5,0 M	$1.5 M

Expected Results for 2011-12: Funding is allocated to book publishers for eligible translations.

Official language translations of books by Canadian authors are undertaken with support from the National Translation Program for Book Publishing.

Federal Partner: Canadian Heritage
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Cultural Industries	Musical Showcase Program for Artists from Official-language Communities Result for the 2008-13 Roadmap: Improved access to cultural expressions of both linguistic groups.	$4.5 M	$1.0 M

Expected Results for 2011-12: 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.

Intermediate Result 3: Strengthening capacity of the Government of Canada relating to official languages.

Immediate Result 3.1: Reinforced coordination for the Official Languages Program (OLP).

Federal Partner: Justice Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Legal Services to Government	Accountability and Coordination Framework Result for the 2008-13 Roadmap: Support to ministers with statutory or sectoral responsibilities for official languages and to work with them.	$2.18 M	$0.44 M

Expected Results for 2011-12: Continue training and awareness activities in order to increase awareness of language rights.

Continue providing high quality and useful legal advice to partners.

Continue monitoring official language issues that could affect the federal government.

Federal Partner: Justice Canada
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Internal Services	Accountability and Coordination Framework	$0.15 M	$0.03 M

Expected Result for 2011-12: N/A

Federal Partner: Canadian Heritage (Official Languages Secretariat)
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Official Languages	Accountability and Coordination Framework Results for the 2008-13 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 quality of information on results (financial and non-financial) provided by the partners is improved. 4) The results of the research on official languages are communicated to the partners. 5) The Minister of Official Languages is advised on official languages files.	$13.5 M	$1.85 M

Expected Results for 2011-12: 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.

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.

Immediate Result 3.2: Reinforced linguistic duality in federal public service.

Federal Partner: Office of the Chief Human Resources Officer ¹
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
Policy Direction. Partnerships and Integration Program Integrity and Sustainability Program	Centre of excellence Result for the 2008-13 Roadmap: Linguistic duality is reinforced in the federal public service.	$17.0 M	$3.4 M

Expected Results for 2011-12: Follow-up on coordination of the review of official languages policy instruments to harmonize them with the human resources management regime currently in place.

Support for the development and review of policy instruments from other policy centres for everything related to official languages.

Policy interpretations on horizontal issues.

Follow-up on the state of official languages in institutions subject to the Official Languages Act as part of the official languages risk-based annual review exercise.

An assessment of the status of official languages in institutions subject to the Management Accountability Framework (MAF).

An Annual Report on Official Languages to Parliament that provides a strategic portrait of the Official Languages Program and is incorporated into the Report on Human Resources Management in the Public Service of Canada.

Follow-up on the preparation of the compliance review of the Regulations, based on the next 10-year census data (the data will be known around December 2012).

Federal Partner: Office of the Chief Human Resources Officer
($ millions)

Federal Partner Program Activity(PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2011-12
	Strategic Services Program

Expected Result for 2011-12: Horizontal support for institutions through the Official Languages Advisory Committees, the Network of Official Languages Champions, the Annual Conference of Official Languages Champions and the Annual Best Practices Forum, as well as tools facilitating the management of official languages in the institutions.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2011–12
$ 1,110.1 M	$ 234.79 M

Contact information: Geneviève Postolec (819) 934-9196

Notes:

• 1. In February 2009, the Office of the Chief Human Resources Officer has been created. It aggregates the Canada Public Service Agency and some parts of Treasury Board Secretariat related to compensation and human resources.