ARCHIVED - Canadian Heritage - Supplementary Tables

Name of Transfer Payment Program: Canada Arts Presentation Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Arts

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 funded by CAPF, based on artistic 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, funded by CAPF, 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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	10,500,000	10,500,000	10,500,000	10,500,000
Total Contributions	17,701,682	18,472,742	18,472,742	18,472,742
Total Transfer Payments	28,201,682	28,972,742	28,972,742	28,972,742

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Cultural Spaces Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Arts

Description: The Canada Cultural Spaces Fund (CCSF) seeks to contribute to the improvement of physical conditions for arts and heritage pieces 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 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 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 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, by type of underserved community.
     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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	3,000,000	3,000,000	3,000,000	3,000,000
Total Contributions	18,508,613	24,458,613	24,358,613	22,508,613
Total Transfer Payments	21,508,613	27,458,613	27,358,613	25,508,613

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations (First Nations, Inuit and Métis)

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Arts Training Fund

Start date: 1997-98

End date: 2012-13

Fiscal Year for Ts & Cs: 2008-09

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

Program Activity: Arts

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 provides financial support to 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 results:

1)  Arts graduates have professional careers in Canada and internationally.
     Performance indicator:

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

Output:
1)  Contributions approved under the Canada Arts Training Fund.
     Performance indicator:

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

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	-	-	-	-
Total Contributions	22,779,440	22,779,440	22,779,440	22,779,440
Total Transfer Payments	22,779,440	22,779,440	22,779,440	22,779,440

Fiscal Year of Last Completed Evaluation: 2007-08  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Cultural Investment Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Arts

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 the following 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 results:
1)  Arts and heritage organizations are supported within Canadian communities that value their existence.
    Performance indicators:

• Number of new or maintained initiatives, by type, per applicant/recipient.

Initiatives include: tools, strategies, activities, programs, approaches developed as a result of project funding.

• Number of new or maintained partnerships and other types of community support, by applicant/recipient.

Types of partnerships or community support include: cash, expertise, in-kind, etc. from 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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	19,038,432	19,038,432	19,038,432	19,038,432
Total Contributions	6,144,273	5,997,023	6,183,773	6,243,273
Total Transfer Payments	25,182,705	25,035,455	25,222,205	25,281,705

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Amendment           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations (First Nations, Inuit and Métis)
• Other: associations, institutions, foundations, post-secondary institutions

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Media Fund

Start date: 2010-11

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

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.
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 CMF Corporation is signed.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	-	-	-	-
Total Contributions	134,146,077	134,146,077	134,146,077	134,146,077
Total Transfer Payments	134,146,077	134,146,077	134,146,077	134,146,077

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: Not available

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organization (CMF corporation)

Initiatives to Engage Applicants and Recipients: N/A

Name of Transfer Payment Program: Canada Interactive Fund

Start date: 2010-11

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

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 creates and distributes 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 number of total amount of funds awarded.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	-	-	-	-
Total Contributions	10,770,684	6,346,244	6,724,894	6,854,858
Total Transfer Payments	10,770,684	6,346,244	6,724,894	6,854,858

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: Not available

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations (First Nations, Inuit and Métis)
• Other: educational institutions

Initiatives to Engage Applicants and Recipients:

• The CIF takes advantage of contacts developed between the target clientele and other branches within Canadian Heritage, such as Aboriginal Affairs and Official Languages, and colleagues at the Department’s regional offices to solicit assistance in contacting their client groups. Also, Indian and Northern Affairs Canada (INAC) has agreed to have the CIF’s link on their website.
• At the launch of each call for proposals, outreach messages are sent to approximately 2,000 email addresses for the dissemination of notification to potential applicants. This list is a combination of those who have contacted us for information, as well as lists from Official Languages, Multiculturalism, Aboriginal programs, INAC, previous applicants and groups/associations which represent the CIF’s target clientele.
• The outreach strategy also involves updating the program’s Web page.

Name of Transfer Payment Program: Canada Music Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

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)  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.
  1. Domestic market share of albums by the Canada Music Fund supported artists.
  2. Domestic unit sales.
  3. International unit sales.

Output:
1)  Grants and contributions issued under the Canada Music Fund.
     Performance indicator:

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

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	2,000,000	2,000,000	2,000,000	2,000,000
Total Contributions	23,828,331	23,828,331	22,829,231	22,829,231
Total Transfer Payments	25,828,331	25,828,331	24,829,231	24,829,231

Fiscal Year of Last Completed Evaluation: 2008-09  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations
• Other: individuals

Initiatives to Engage Applicants and Recipients:
When the program application guide for each funding stream is released, the Department communicates with potential and past recipients in the following ways:

• Posting the application guide and application forms on the program website.
• Emailing organizations identified as potential applicants notifying them that application documents are available.
• Emailing professional associations for which members are targeted by the transfer payment program notifying them that application documents are available.
• Sending reminder emails shortly in advance of the funding application deadline.

The Department also engages with program stakeholders throughout the year in the following ways:

• Guiding applicants by phone and email (including toll-free phone number and program e-mail address available to applicants and recipients).
• Attending industry conferences and holding meetings with industry representatives.

Name of Transfer Payment Program: Canada Book Fund

Start date: 2010-11

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

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 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 benefits to the industry and, ultimately, to readers everywhere.

Expected results:

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

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

2)  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 Canadian-authored titles by 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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
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

Fiscal Year of Last Completed Evaluation: 2008-09  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit publishers and organizations
• Other: For-profit publishers

Initiatives to Engage Applicants and Recipients:
When the program application guide for each funding stream is released, the Department communicates with potential and past recipients in the following ways:

• Posting the application guide and application forms on the program website.
• Emailing organizations identified as potential applicants notifying them that application documents are available.
• Sending letter by regular mail to recent recipients with a reminder of their application identification number and upcoming deadlines.
• Sending reminder emails shortly in advance of the funding application deadline.

The Department also engages with applicants and recipients throughout the year in the following ways:

• Guiding applicants by phone and email (including toll-free phone number and program e-mail address available to program stakeholders).
• Emailing the program newsletter at least twice a year.
• Holding annual stakeholder consultations.
• Attending various industry events to improve the visibility and understanding of the program.

Name of Transfer Payment Program: Canada Periodical Fund

Start date: 2010-11

End date: N/A

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

Description: The Fund supports the activities of Canadian publishers and magazine and non-daily newspaper associations to ensure that Canadians have access to diverse Canadian magazines and non-daily newspapers. The Fund 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 sustainability of the Canadian magazine and non-daily newspaper industries.

Expected results:
1)  A range of Canadian periodicals supported by the CPF is produced.
     Performance indicator:

• Number of funded titles published by CPF recipients (by type, language, region, group (including Aboriginal, ethnocultural and official language minority) etc.).

2)  Canadian periodicals supported by the CPF are accessed by Canadian readers.
     Performance indicator:

• Number of copies of funded titles 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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	72,775,054	72,775,054	72,775,054	72,775,054
Total Contributions	1,999,544	1,999,544	1,999,544	1,999,544
Total Transfer Payments	74,774,598	74,774,598	74,774,598	74,774,598

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: Not available 

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit publishers and organizations
• Other: For-profit publishers

Initiatives to Engage Applicants and Recipients:
When the program application guide for each funding stream is released, the Department communicates with potential and past recipients in the following ways:

• Posting the application guide and application forms on the program website.
• Emailing and sending letter by regular mail to recent recipients and organizations identified as potential applicants notifying them that application documents are available.
• Sending reminder emails shortly in advance of the funding application deadline.
• Engaging with industry organizations so that they publicize program information to their members.

The Department also engages with program stakeholders throughout the year in the following ways:

• Guiding applicants by phone and email (including toll-free phone number and program e-mail address available to applicants and recipients).
• Holding informal meetings with various stakeholders to explain how the CPF works and to listen to issues and concerns.
• Attending and making speeches at various industry events to improve the visibility and understanding of the program.
• Updating the CPF website with news and program information.

Name of Transfer Payment Program: TV5

Start date: 1990-91

End date: 2012-13

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Cultural Industries

Description: The international French-language TV channel TV5 is a partnership between France, Belgium's Fédération Wallonie-Bruxelles*, Switzerland, Canada and Quebec. The Department of Canadian Heritage provides annual funding to the channels through a contribution agreement to TV5 Québec Canada and a grant to TV5MONDE. 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 TV5MONDE, alongside a rich diversity of programming from the international Francophonie.

*The “Communtiy française de Belgique” was renamed “Fédération Wallonie-Bruxelles” in April 2011.

Expected results:
1)  Canadian content is part of TV5MONDE’s international programming.
     Performance indicator:

• Percentage of Canadian content broadcast on TV5MONDE.

2)  Canadians have access to the wealth and diversity of the international Francophonie through TV5 Québec Canada (TV5 QC).
     Performance indicators:

• Number of Canadian households with access to TV5 QC.

• Percentage of TV5 QC programming originating from the international Francophonie (except Canada).

Outputs:
1)  Contribution agreement (TV5 QC).
     Performance indicator:

• Implementation of contribution agreement.

2)  Grant to TV5MONDE.
     Performance indicator:

• Implementation of grant agreement.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	8,500,000	8,500,000	8,500,000	8,000,000
Total Contributions	4,460,900	4,460,900	4,460,900	2,960,900
Total Transfer Payments	12,960,900	12,960,900	12,960,900	10,960,900

Fiscal Year of Last Completed Evaluation: 2007-08

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Other: TV5 Québec Canada (a non-profit organization), TV5MONDE (a corporation under French law)

Initiatives to Engage Applicants and Recipients:
Not applicable as only two named recipients are eligible for funding from TV5 Program, TV5 Québec Canada and TV5MONDE.

Name of Transfer Payment Program: Museums Assistance Program

Start date: 1972-73

End date: Open

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Heritage

Description: The Museums Assistance Program (MAP) supports heritage institutions and workers in the preservation and presentation of heritage collections. MAP provides financial assistance to Canadian museums and related institutions for activities that facilitate Canadians’ access to our heritage, foster the preservation of Canada’s cultural heritage, and foster professional knowledge, skills and practices related to key museum functions. In support of the Youth Employment Strategy, MAP helps heritage organizations to create summer employment and internship opportunities for Canadian youth through the heritage components of Young Canada Works. Under MAP's financial authority, Movable Cultural Property grants are provided to assist designated institutions to acquire cultural property threatened with export or available in international markets.

Expected results:
1)  Heritage organizations foster capabilities in key museum functions.
     Performance indicator:

• Percentage of recipients reporting an impact on key museum functions.

2) Heritage organizations have access to resources to preserve heritage including Aboriginal cultural heritage.
     Performance indicator:

• Percentage of recipients reporting an impact on heritage preservation.

3)  Heritage organizations provide opportunities for Canadians to access heritage.
     Performance indicator:

• Number of venues providing exhibitions and other programming products/activities.

Output:
1)  Grants and contribution agreements.
     Performance indicator:

• Number of applications approved.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	4,663,680	4,663,680	4,663,680	4,663,680
Total Contributions	11,076,284	11,076,284	11,076,284	11,076,284
Total Transfer Payments	15,739,964	15,739,964	15,739,964	15,739,964

Fiscal Year of Last Completed Evaluation: 2009-10  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit Canadian museums and related service organizations
• Aboriginal organizations and governing bodies
• Other: designated institutions or public authorities, including federal departments and Crown corporations (Movable Cultural Property component only)

Initiatives to Engage Applicants and Recipients:
Updated information for the Museum Assistance Program, the heritage component of Young Canada Works and the Movable Cultural Property’s grant program is made available on the Department’s website. When additional methods of communication are advisable, the national office provides messages for dissemination by the regional offices to reach the targeted audiences.

Name of Transfer Payment Program: Celebration and Commemoration Program

Start date: 2008

End date: 2013

Fiscal Year for Ts & Cs: 2008-09

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

Program Activity: Promotion of and Attachment to Canada

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 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 contribution agreements signed.

2)  Five-year Commemoration Plan.
     Performance indicator:

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

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	7,500,000	7,500,000	7,300,000	5,500,000
Total Contributions	5,701,367	12,994,367	7,194,367	4,994,367
Total Transfer Payments	13,201,367	20,494,367	14,494,367	10,494,367

Fiscal Year of Last Completed Evaluation: 2007-08  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations
• For profit organizations where projects are non-commercial in nature
• Other levels of government (provinces/territories and municipalities)
• Other: educational institutions

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

Name of Transfer Payment Program: Exchanges Canada Program

Start date: 2000-01

End date: No end date. The Program is ongoing, but subject to evaluation every 5 years.

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Promotion of and Attachment to Canada

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 indicators:

• Percentage of participants who report having a better understanding of what Canadians have in common.
• Percentage of participants who report having a better appreciation of how diverse Canada is.

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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	100,000	100,000	100,000	100,000
Total Contributions	17,686,359	17,686,359	17,686,359	17,686,359
Total Transfer Payments	17,786,359	17,786,359	17,786,359	17,786,359

Fiscal Year of Last Completed Evaluation: 2009-10

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories)
• Other: educational institutions

Initiatives to Engage Applicants and Recipients:

• Sending an invitation letter to prospective applicants to submit a funding application to the Youth Forums Canada component of the Exchanges Canada program for 2012-13.
• Holding stakeholder meetings with current recipients, for discussion and information sharing.

Name of Transfer Payment Program: Katimavik Program

Start date: 1997-98

End date: No end date. The Program is ongoing, but subject to evaluation every 5 years.

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Promotion of and Attachment to Canada

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 generally 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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	-	-	-	-
Total Contributions	16,294,320	15,294,320	18,776,000	18,776,000
Total Transfer Payments	16,294,320	15,294,320	18,776,000	18,776,000

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation          

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Other: sole-recipient – Katimavik-OPCAN Corporation (non-profit organization)

Initiatives to Engage Applicants and Recipients: N/A

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

Start date: September 1, 2007

End date: March 31, 2012

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Engagement and community participation

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 recurring 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 results:

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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	14,355,000	14,355,000	14,355,000	14,355,000
Total Contributions	3,300,000	3,300,000	3,300,000	3,300,000
Total Transfer Payments	17,655,000	17,655,000	17,655,000	17,655,000

Fiscal Year of Last Completed Evaluation: 2011-12  

Decision following the Results of Last Evaluation: Pending           

Fiscal Year of Planned Completion of Next Evaluation: 2016-17

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (municipalities)
• Aboriginal governments (First Nations, Inuit and Metis)

Initiatives to Engage Applicants and Recipients:
The program will provide information on its renewal through the departmental website and regional offices, as well as though targeted outreach to organizations, such as the Federation of Canadian Municipalities.

Name of Transfer Payment Program: Aboriginal Peoples’ Program

Start date: 1971-72

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Engagement and community participation

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 their social, cultural, economic and other aspirations and improve their community and personal prospects.
• The Aboriginal Living Cultures Component supports the preservation and revitalization of Aboriginal languages and cultures.

Expected results:

1)  Engaged as an integral part of Canadian society, Aboriginal peoples embrace and share their languages and cultures with other Canadians.
    Performance indicator:

• Number of Aboriginal peoples who embrace and share their languages and cultures.

2)  Aboriginal individuals and groups are engaged in activities that strengthen Aboriginal languages, and cultures, and support leadership and community engagement.
    Performance indicators:

• Number of participants who are engaged in leadership and community engagement activities.
• Number of projects funded that incorporate Aboriginal languages, Aboriginal cultures, and support leadership and community engagement.

Output:
1)  Signed grant and contribution agreements.
    Performance indicator:

• Number of agreements.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	1,340,000	1,340,000	1,340,000	1,340,000
Total Contributions	54,910,737	54,910,737	54,910,737	50,215,058
Total Transfer Payments	56,250,737	56,250,737	56,250,737	51,555,058

Fiscal Year of Last Completed Evaluation: 2010-11  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations
• Other levels of government (federal or provincial crown corporations, Nunavut, Northwest Territories)

Initiatives to Engage Applicants and Recipients:
Posting program guidelines and application information on the departmental website.

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

Start date: 2009-10

End date: 2013-14

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Official Languages

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. Canadian Heritage also supports other federal institutions implementing their obligation to take measures to support the development of official-language minority communities.

Expected results:

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

• Proportion of OLMC members who live within 25 km of local or regional community development organizations.
• Proportion of OLMC members who live within 25 km of arts and culture organizations.

2)  Federal institutions can report appropriately on the results of their activities for the benefits of OLMCs.
     Performance indicator:

• Number of reports on results and action plans as well as inputs for the Official Language Annual Report (OLAR).
• Degree of satisfaction of federal institutions regarding the accomplished work of the Interdepartmental Coordination Directorate (DCI).

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

• Number of collaboration agreements with communities.
• Number of agreements on education and services with provinces and territories.

2)  Grants and contributions.
     Performance indicator:

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

3)  Federal institutions collaborate more extensively to develop and implement concrete measures for the benefit of OLMCs.
     Performance indicator:

• Percentage of Federal institutions (the one judged the most apt according to their mandate to contribute to the development of OLMCs) participating in a collaboration mechanism at a national and/or regional scale.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	33,322,973	33,322,973	33,322,973	33,322,973
Total Contributions	191,502,917	191,797,917	188,349,017	188,349,017
Total Transfer Payments	224,825,890	225,120,890	221,671,990	221,671,990

Fiscal Year of Last Completed Evaluation: 2008-09  

Decision following the Results of Last Evaluation: Continuation 

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations (for non-profit activities)
• Other levels of government (provinces/territories)
• Other: associations, organizations and foundations

Initiatives to Engage Applicants and Recipients:

• Call letters are sent to client organizations.
• Information is available to client organizations on submission deadlines (Canadian Heritage’s website).
• Negotiate agreements with provincial and territorial governments.

Name of Transfer Payment Program: Enhancement of Official Languages Program

Start date: 2009-10

End date: 2013-14

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Official Languages

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. Canadian Heritage also supports other federal institutions implementing their obligation to take measures to promote the full recognition and use of both English and French in Canadian society.

Expected results:

1)  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)  Federal institutions can report appropriately on the results of their activities for the benefits of the promotion of official languages.
     Performance indicator:

• Number of reports provided on results and action plans.
• Degree of satisfaction of federal institutions regarding the accomplished work of the Interdepartmental Coordination Directorate (DCI).

Outputs:
1)  Grants and contributions.
     Performance indicator:

• Number of grants and contribution agreements with non-governmental organizations and provinces and territories.

2)  Federal institutions collaborate more extensively to develop and implement concrete measures for the benefit of the enhancement of official languages.
     Performance indicator:

• Percentage of Federal institutions (the one judged the most apt according to their mandate to contribute to the enhancement of official languages) participating in a collaboration mechanism at a national and/or regional scale.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
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

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations (for non-profit activities)
• Other levels of government (provinces/territories)
• Other: associations, organizations and foundations

Initiatives to Engage Applicants and Recipients:

• Call letters are sent to client organizations.
• Information is available to client organizations on submission deadlines (Canadian Heritage’s website).
• Negotiate agreements with provincial and territorial governments.

Name of Transfer Payment Program: Hosting Program

Start date: 1967

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

Strategic Outcome: Canadians participate and excel in sport.

Program Activity: Sport

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 providing assistance for the hosting of the Canada Games and international sport events in Canada. 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.

Expected results:

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.

Note: Where this number represents the actual number of athletes, coaches and officials.

• Number of athletes from under-represented groups participating at funded events.

Note: where this number represents the actual number of Aboriginal athletes or athletes with a disability.

Output:
1)  Contribution agreements.
     Performance indicator:

• Number of agreements in place during the fiscal year.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	-	-	-	-
Total Contributions	26,623,500	36,781,000	146,109,000	213,780,000
Total Transfer Payments	26,623,500	36,781,000	146,109,000	213,780,000

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2015-16

General Targeted Recipient Group:

• Non-profit organizations

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

Name of Transfer Payment Program: Sport Support Program

Start date: 1961

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

Strategic Outcome: Canadians participate and excel in sport.

Program Activity: Sport

Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Government of Canada’s commitments to 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 results:

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 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.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	-	-	-	-
Total Contributions	146,377,172	143,815,064	143,815,064	143,815,064
Total Transfer Payments	146,377,172	143,815,064	143,815,064	143,815,064

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2015-16

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories)
• International organizations
• Other: universities, colleges, government research councils and foundations

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

Name of Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

Strategic Outcome: Canadians participate and excel in sport.

Program Activity: Sport

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 sixteen 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)  Grants.
    Performance indicators:

• Number of grants issued during the fiscal year.

	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
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

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2015-16

General Targeted Recipient Group:

• Other: athletes and previously carded Canadian high performance athletes, post-secondary educational institutions on behalf or carded-athletes

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental Website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

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)	N/A

Strategies / Comments

1.  
2.  
3.  

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m² will be assessed for environmental performance using an industry-recognized assessment tool².

Performance Measure		RPP	DPR
Target Status
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011-12)		1
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)	FY 2011-12	0%
	FY 2012-13	100%
	FY 2013-14	100%
Existence of strategic framework. (Optional in RPP 2011-12)		Yes

Strategies / Comments

1. The strategic framework will be completed in March 2012.
2. In 2012-13, the strategic framework implementation will carry out the first building environmental assessment to determine reference levels.
3. In 2013-14, the evaluation tools to obtain the Boma Best environmental certification program will be operational.

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 tool³.

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)	N/A

Strategies / Comments

1.  
2.  
3.  

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 performance⁴.

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)	N/A

Strategies / Comments

1.  
2.  
3.  

8.5 The federal government will take action now to reduce levels of greenhouse gas emissions 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.		N/A
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent.		N/A
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011-12	N/A
	FY 2012-13	N/A
	FY 2013-14	N/A
	FY 2014-15	N/A
	FY 2015-16	N/A
	FY 2016-17	N/A
	FY 2017-18	N/A
	FY 2018-19	N/A
	FY 2019-20	N/A
	FY 2020-21	N/A
Percent change in departmental GHG emissions from fiscal year 2005-06 to the end of the given fiscal year.	FY 2011-12	N/A
	FY 2012-13	N/A
	FY 2013-14	N/A
	FY 2014-15	N/A
	FY 2015-16	N/A
	FY 2016-17	N/A
	FY 2017-18	N/A
	FY 2018-19	N/A
	FY 2019-20	N/A
	FY 2020-21	N/A

Strategies / Comments

1.  
2.  
3.  

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 a percentage of all locations, by the end of the given fiscal year.	FY 2011-12	1/6
	FY 2012-13	4/6
	FY 2013-14	N/A

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 ongoing assessment of the remaining 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 Departmental Individual Standing Offer (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:

• Communications with regional offices will continue in order to ensure a proper understanding of the strategy’s objectives as they relate to surplus electronic and electrical equipment and to allow for a successful implementation of EEE disposal 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	8:1
	FY 2013-14	N/A

Strategies / Comments

• Canadian Heritage defines a printing unit as a printer or a photocopier.
• Canadian Heritage’s criteria for exclusions include: employees with limited mobility, high output volume requirements, compatibility with software applications, specific technical imaging devices (i.e. plotters, printers linked to laboratory equipment, etc.), and printer requirements associated to formal telework arrangements.
• Surplus printers will be removed from operating areas as offices are vacated.
• A consolidation exercise will be initiated to reduce the overall number of printers and multi-functional devices.
• An implementation plan is being developed in consultation with the Sectors.

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 2005-2006 and 2011-12, and applicable scope.

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed 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	10%
	FY 2013-14	N/A

Strategies / Comments

• Information to track this progress against this target is available from the SAP system. Total amounts of paper purchase will be divided by the amount of employees reported in the RPP in order to calculate a consumption average. A comparison to the baseline year data will then be done to evaluate progress.
• Employees will be encouraged, through the printer and multi-functional device exercise, 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)	(HRBSC) Human Resources Business Services Committee

Strategies / Comments

1. The Green Meeting Guide was developed.
2. The recommendations in the guide will be implemented gradually during 2012-13. The guide will be integrated progressively as the structure of the Department becomes more stable, following the implementation of various modernization initiatives.

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 all furniture purchases in the given fiscal year.	80%
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:

• Canadian Heritage will continue to monitor furniture procurement activities to ensure that the established targets are met.
• Recommendations will be made to clients purchasing furniture, promoting green procurement items.

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.	80%
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:

• Canadian Heritage will continue to monitor IT hardware procurement activities to ensure that the established targets are met.
• Recommendations will be made to clients purchasing IT hardware, promoting green procurement items.

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.	90%
Progress against measure in the given fiscal year.	N/A

Strategies / Comments

• 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 Department’s Sustainable Development Strategy.

Implementation Strategy:

• Canadian Heritage will continue to monitor paper procurement activities to ensure that the established targets are met.
• Recommendations will be made to clients purchasing paper, promoting green procurement items.

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 (cannot be estimated) who have completed training relative to the total number of new acquisition cardholders.	80% 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 17 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:

• Canadian Heritage will continue to monitor training activities to ensure that the established targets are met.
• Canadian Heritage will see if control measures or measurement instruments can be implemented to facilitate the tracking of training activities as they relate to green procurement.

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 number of identified managers and functional heads.	4/4
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:

• Canadian Heritage will continue to monitor the content of performance evaluations for the identified resources to ensure that environmental considerations are included.

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 developing/modifying three management processes and controls to include environmental performance considerations by the end of fiscal year 2013-14.
• 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

• Canadian Heritage will identify procurement and materiel management processes and controls in regards to the incorporation of environmental performance considerations in its ongoing activities.

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)	N/A

Strategies / Comments

1.  
2.  
3.  

Departments and agencies bound by the Policy on Green Procurement but not the Federal Sustainable Development Act must complete mandatory reporting on meeting the requirements of Section 7 of the Policy on Green Procurement using this section⁵.

Strategies / Comments

1.  
2.  
3.  

[ENTER TARGET OR INITIATIVE]

Performance Measure	RPP	DPR
[Enter Performance Measure (Using baseline data if available)]	N/A
Progress against measure in the given fiscal year.	N/A

Strategies / Comments

1.  
2.  
3.  

[ENTER TARGET OR INITIATIVE]

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

Strategies / Comments

1.  
2.  
3.  

[ENTER TARGET OR INITIATIVE]

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

Strategies / Comments

1.  
2.  
3.  

Name of Horizontal Initiative: Roadmap for Canada's Linguistic Duality 2008-13: Acting for the Future

Name of lead department(s): 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): $1,109.8 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 outcome(s):
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.
• 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(s):
The Minister of Canadian Heritage and Official Languages is responsible for the coordination of the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages in this implementation and is responsible for the coordination of the accountability of the Roadmap. The OLS especially gathers financial and non-financial information from the partners to present planning and reporting of the initiatives of the Roadmap.
This function of the OLS is established in the Horizontal Results-based Management and Accountability Framework which also presents 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 the implementation of the Roadmap.
The OLS will also support the governance of the Official Languages Program through various mechanisms and committees: the Committee of Assistant Deputy Ministers on Official Languages, the Assistant Deputy Ministers on Official Languages Executive Committee, and the Official Languages Program Interdepartmental Coordination Steering Committee.

Planning Highlights:
2012-13 is the last year of the Roadmap’s implementation. A number of initiatives, such as the “Youth Initiative” from Canadian Heritage, the Canadian Radio-television and Telecommunications Commission’s study and the “Expanding Universities' Access to Language Learning” initiative from the Canada School of Public Service, are already wrapped up, whereas a large number of other initiatives are on their way to completion.
As planned, in 2012-13, the individual summative evaluations of the Roadmap’s initiatives will be finalized. They are conducted separately by each partner’s evaluation unit. It is also planned that the horizontal summative evaluation of the Roadmap, started in 2012-13 by Canadian Heritage’s Office of the Chief Audit Evaluation Executive, will be finalized in 2012-13.
In 2012-13, preparing the follow-up to the Roadmap is continuing in order to support the development and linguistic vitality of official-language minority communities and the promotion of official languages.

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

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$9.5 M

Expected Results for 2012-13:
Continued and increased access to justice services in both official languages through the implementation of the Contraventions Act in Newfoundland and Labrador and Saskatchewan.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Contraventions Act Fund	$1.92 M	$0.4 M

Expected Results for 2012-13:
Non applicable.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$8.7 M

Expected Results for 2012-13:
Implementation of the pan-Canadian study on justice training needs in both official languages by, notably, investing in training in legal French for Provincial Court Judges, who deal with 99% of proceedings in criminal matters and by widening the training offered to other stakeholders working in the justice system.
Better access to justice services in both official languages by increasing the capacity of the justice system and its stakeholders to offer services in both official languages by supporting projects that will result in direct services to the people, such as, the Association des juristes d’expression française de l’Ontario (AJEFO)’s project “CliquezJustice.ca”, projects from Éducaloi and proximity services offered by other partners.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Initiative of support to access to justice in both languages (new component: justice training)	$1.89 M	$0.4 M

Expected Results for 2012-13:
Non applicable.

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

Federal Partner: Health Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities in both official languages. 2) Increased coordination and integration of health services for official-language minority communities 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 official-language minority communities. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of official-language minority communities.	$174.3 M	$39.6 M

Expected Results for 2012-13:
In 2012-13, Health Canada will manage 26 funding agreements that were initiated with community-based stakeholders in 2009-10. These agreements, amounting to $38.3 M in 2012-13, will all conclude in March 2013 and support the following activities:
- Health Networking: $5.0 M;
- Training and Retention of Health Professionals: $24.5 M;
- Official Languages Health Projects for English and French linguistic minority communities: $8.8 M.
During 2012-13, Health Canada will complete a summative evaluation of its Official Languages Health Contribution Program that will assess its relevance and performance (effectiveness, efficiency and economy) as required by the Federal Accountability Act and by the 2009 Government of Canada Policy on Evaluation.

Immediate Outcome 1.3: Improved social and economic development of official‑language minority communities.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Minority-Language Education – Component: Support to Second-Language and Minority-Language Education Result for the 2008-13 Roadmap: Increased access of official-language minority communities to quality education in their language in their milieu.	$280.0 M	$56.0 M

Expected Results for 2012-13:
Maintain investments levels to provinces and territories for programs and activities that promote access to a minority language education.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Minority-Language Education – Component: Official-language Monitors Result for the 2008-13 Roadmap: Improved access of official-language minority communities to a quality education in their language and milieu.	$5.2 M	$1.0 M

Expected Results for 2012-13:
Maintain investments in the Odyssée program which allows students to work as language assistants in minority-language schools.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Minority-Language Education – Component: Summer Language Bursaries Result for the 2008-13 Roadmap: Improved access of official-language minority communities to a first-rate education in their language in their environment.	$1.7 M	$0.3 M

Expected Results for 2012-13:
Support the Destination Clic program to maintain its yearly enrolment. This program helps young francophones outside Quebec enrich their first language while discovering new communities in Canada.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities 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	Non applicable

Expected Results for 2012-13:
Nothing in 2012-13. The initiative was for 2009-10 only.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Community vitality – Component: Support to Official-language Minority Communities Result for the 2008-13 Roadmap: Improved capacity of official-language minority communities 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 Results for 2012-13:
Continued investment in the creation, improvement and delivery of activities and services intended for official language minority communities to promote a sense of belonging within the communities.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Community vitality – Component: Intergovernmental Cooperation Result for the 2008-13 Roadmap: Increased access of official-language minority communities to provincial, territorial and municipal services in the minority language.	$22.5 M	$4.5 M

Expected Results for 2012-13:
Continued investment in federal-provincial / territorial agreements on minority-language services.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities 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 Results for 2012-13:
Continue to support cultural projects to strengthen the cultural and artistic activities and cultural expression of official-language minority communities.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Social Development	Strengthening Non Governmental Organizations’ means for Early Childhood Development Result for the 2008-13 Roadmap: The capacity of Non Governmental Organizations working in the area of early childhood in minority environments will be increased.	$4.0 M	$0.8 M

Expected Results for 2012-13:
The implemented National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada will be firmly entrenched through continued facilitation and coordinating activities to enhance collaboration and networking of official-language minority communities.
Further, there will be:
- Final refinement of Early Childhood Development tools, completed through feedback received in the evaluation and from users of the tools;
- Development of a sustainability plan to continue the work in communities beyond the funding period.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities that need them.	$7.5 M	$1.8 M

Expected Results for 2012-13:
Results of eleven research projects will be available. These projects are to identify literacy needs and specific tools required for targeted groups such as Francophone immigrant women living in remote communities, parents from Francophone military families, exogamous families, new parents, parents with precarious situations living in rural and urban environments, grand-parents, seasonal workers, fathers, immigrants and refugees.
Eleven new family literacy models will be developed and piloted with the targeted groups.
The creation of eleven new partnerships with various provincial and territorial stakeholders to increase networking and knowledge sharing.
Evaluation tools and frameworks will be developed and utilized to report on results through the pilot projects.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 A portion of the 2012-13 money could be spent on other research projects to better understand issues relating to official- language minority communities

Expected Results for 2012-13:
Research reports on the impact of the French-language preschool program on the development and readiness to learn of children, one year and two years after the end of the preschool program, will be completed.
The last data collection activities (evaluations of children and surveys of parents) will be undertaken to measure the impacts of the program.
Under the Program for the International Assessment of Adult Competencies (PIAAC), there will be an oversampling of official language minority communities to have a better comprehension of how individuals of official language minority communities are ready to face the challenges of the knowledge economy.

Federal Partner: Citizenship and Immigration Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Settlement and Integration of Newcomers	Recruitment and integration of immigrants Result for the 2008-13 Roadmap: French-speaking immigrants obtain reinforced services of establishment in official-language minority communities.	$20.0 M	$4.5 M

Expected Results for 2012-13:
For 2012–13, Citizenship and Immigration Canada will maintain its existing activities in order to foster immigration to Francophone Minority Communities. In addition, Citizenship and Immigration Canada will consolidate its efforts in implementing the priorities of the Strategic Plan to Foster Immigration to Francophone Minority Communities.
More specifically, Citizenship and Immigration Canada will work towards:
- Increasing coordination, cooperation and research activities among the main stakeholders;
- Adopting a focused approach in supporting the vitality of Francophone Minority Communities through immigration;
- Employment based promotion and recruitment activities;
- Maintaining enhanced settlement services (Enhanced planning / coordination via Local Immigration Partnerships / Réseaux en immigration francophone interface; Targeted services for French-speaking immigrants facing significant barriers);
- Delivering pre-arrival services for French-speaking immigrants;
- Use the evaluation’s recommendations to further support Francophone immigration to Francophone Minority Communities.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages Broadcasting Policy and Programs	Canadian Radio-Television Telecommunications Commission (CRTC) Study 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	Non applicable

Expected Results for 2012-13:
The report has been published.

Federal Partner: Atlantic Canada Opportunities Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$5.3 M

Expected Results for 2012-13:
To maintain support for Francophone Immigration in New Brunswick through:
- Project funding for the Population Growth Division;
- Project support of the four immigration welcoming centers;
- Delivery of Outreach activities in the community.

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

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities.	$10.5 M	$0.6 M $0.4 M $0.6 M

Expected Results for 2012-13:
Industry Canada(FedNor) (13 projects):
- Official language minority communities businesses in northern Ontario attract investors;
- Official language minority communities businesses in northern Ontario create jobs.

Industry Canada:
- Funding of and participation in research and analysis projects related to official language minority communities’ economic development.

FedDev Ontario:
In 2012-13, FedDev Ontario will continue to support official-language minority communities in southern Ontario through all of its programming, but especially through the Economic Development Initiative. With respect to the Economic Development Initiative, FedDev Ontario will be targeting its efforts in three key areas:
- Support Francophone youth to work in their home communities;
- Provide tailored business counselling to Francophone businesses (especially in the larger urban centres);
- Provide micro loans to Francophone businesses.

Federal Partner: Canadian Northern Economic Development Agency (CanNor)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 2012-13:
Funding is expected to be allocated via a proposal-driven process in 2012-13.
This funding is expected to support the social and economic development of official-language minority communities in the territories.

Federal Partner: Canadian Northern Economic Development Agency (CanNor)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 2012-13:
Funding is expected to be allocated via a proposal-driven process in 2012-13.
This funding is expected to support the social and economic development of official-language minority communities in the territories.

Federal Partner: Canada Economic Development for Quebec regions

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities.	$10.2 M	$3.3 M (grants and contributions)

Expected Results for 2012-13:
In line with the Agency’s mandate, these projects must foster economic diversification or business growth. They may, for instance, be projects reinforcing:
- Local economic planning within a community;
- Community facilities that have an impact on economic development;
- Tourism;
- Entrepreneurship;
- Creation and development of Small and Medium Enterprises;
- International market development;
- Innovation and its commercialization;
- Value chain management (enhancement of productivity and production management).

Federal Partner: Western Economic Diversification Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities.	$3.2 M	$0.6 M

Expected Results for 2012-13:
Completion of two projects with the official-language minority communities in the Western provinces.

Federal Partner: Atlantic Canada Opportunities Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities.	$6.2 M	$2.5 M

Expected Results for 2012-13:
Commit balance of funds available for Economic Development Initiative projects in Atlantic Canada.
Monitor projects to ensure that expenditures occur as planned.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and official-language minority communities. 2) Program results are available to inform management and program policy issues. 3) Official-language minority communities’ access to Government of Canada programs and services. 4) Collaborative arrangements.	$69.0 M	$13.8 M

Expected Results for 2012-13:
National Committees for economic development and employability continue to work together to promote the involvement of community partners and federal information sharing.
The Interdepartmental Research Committee on Economic Development of official-language minority communities (IRCCED) will continue the work of research coordination at the federal level (Official-language minority communities) in economic development by enabling federal departments to share and collaborate on these issues, while identifying priorities for future research.
Based on the results of the action research pilot project on the economic integration of Francophone immigrants, the Enabling Fund will explore the implementation of the next steps.
The Enabling Fund will continue to complement existing federal programs by creating favorable conditions for economic development and human resources and providing support to develop the capacities of official-language minority communities on leadership, governance and capacity for implementation.
The program will continue to improve its tools to standardize accountability of recipient organizations to realize the achievement of tangible results and maximize the information gathered.
In collaboration with the recipients of the Enabling Fund, the program will continue to implement the self-assessment tool on the community economic development capacity of official-language minority communities. The implementation will be an ongoing process over the coming years.
The program will conclude contribution agreements with fourteen official-language minority community organizations responsible for fostering community economic development and human resources. These agreements come into force on April 1st, 2012.

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

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 Results for 2012-13:
Continued increase in the number of students enrolled in a translation program in Canada.
Increase in the number of graduates from a translation program in Canada.

Federal Partner: Public Works and Government Services Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$3.2 M

Expected Results for 2012-13:
Continued increase in the degree of participation of businesses and non-profit organizations in activities organized by those promoting projects for the Canadian language sector.
Increase in the number of internships for students enrolled in a translation program in Canada.
Increase in the number of translation service providers in Public Works and Government Services Canada supplier directory.

Federal Partner: Research Council of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Interactive Languages Technologies	Languages Technologies Research Centre (LTRC) Results for the 2008-13 Roadmap: 1) Collaboration with key partners in the implementation of a Research & Development 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 Results for 2012-13:
For result 1:
Number of collaborative agreements and memoranda of understanding: 2.
Number of innovative translation aid tools and content management tools for multilingual and multicultural content developed or in the process of development: 2.
3 seminars (Institute for Information Technology (IIT) / Language Technologies Research Centre (LTRC) / Language Industry Association (AILIA)) and 8 presentations at the national level.

For result 2:
Number of citations by peers from the scientific community: 290.
1 internal and 1 external award received from NRCC.
Number of invitation of Canadian and foreign researchers: 1.
Number of students at post-doctoral, doctoral and master's degree received / trained: 1.
Number of tasks on the editorial boards of journals, number of leadership roles in program committees of international conferences, number of reviews of articles for journals and scientific conferences:
- 5 scientific journal articles written;
- 1 management of a program committee or subcommittee of international conferences;
- 40 reviews of papers submitted to journals and scientific conferences.
Number of scientific articles, patents, and licensing of research:
- 15 scientific papers;
- 1 Patent Application;
- 1 Research licences.

For result 3:
Number and value of Research & Development collaborative agreements:
- Number of agreements: 2;
- Cumulative value: $350,000.
Number and value of commercial and technology evaluation licences:
- Number: 1;
- Cumulative revenues: $50,000.
Number of participations in exchange activities with partners and businesses (e.g. LTRC, AILIA, trade shows, etc.): Regular participation according to organized events (80% participation rate).
Number of pilot projects with institutional and industrial partners: 2.

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

Federal Partner: Public Works and Governmental Services Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 2012-13:
Develop new games, articles and headlines for the “Magazine” section of the Portal.
Include new language tools in the “Collection” section of the Portal.
Conclude co‑operation agreements with Canadian organizations on enhancing the Portal.
Add hyperlinks to external on‑line linguistic resources.

Federal Partner: Canada School of Public Service

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	Non applicable

Expected Results for 2012-13:
Nothing in 2012-13. Pilot ends on March 31, 2012.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 official-language minority communities to quality education in their language in their milieu.	$190.0 M	$38.0 M

Expected Results for 2012-13:
Maintain investments to 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 official language.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Learning of a Second Language – Component: Summer Language Bursaries Result for the 2008-13 Roadmap: Improved access of official-language minority communities to a first-rate education in their language in their environment.	$38.3 M	$7.7 M

Expected Results for 2012-13:
Ensure that bursary holders benefit entirely from of the Explore program. This program offers a cultural exchange that helps students perfect their understanding and competencies of their second official language.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$3.0 M

Expected Results for 2012-13:
Ensure the number of participants in the Odyssée program is maintained. This program allows students to work as Second language assistants in classrooms across the country.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	Non applicable

Expected Results for 2012-13:
Nothing in 2012-13. The initiative was for 2009-10 only.

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

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$1.0 M

Expected Results for 2012-13:
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

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 2012-13:
Music showcases are organized and presented.
Artists from official-language minority communities perform at these showcases.
Artists from official-language minority communities are exposed to a larger audience.
Official-language minority communities have access to more music showcases in their language.

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

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$0.4 M

Expected Results for 2012-13:
Continue training and awareness activities in order to increase knowledge 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

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Accountability and Coordination Framework	$0.15 M	$0.03 M

Expected Results for 2012-13:
Non applicable.

Federal Partner: Canadian Heritage (Official Languages Secretariat)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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	$1.7 M

Expected Results for 2012-13:
Support to Minister responsible for Official Languages and senior officials in elaborating timely documentation and in insisting on quality assurance of given information and strategic advice.
Conclusion of 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.
Preparing the follow-up to the Roadmap.

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

Federal Partner: Office of the Chief Human Resources Officer ¹

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Human Resources Management – Establishing Directions	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 2012-13:
Finalization of the review of official languages policy instruments in order to harmonize them with the human resources management regime currently in place.
Elaboration of a streamlined and coordinated data and information collection approach for Treasury Board Secretariat and the department of Canadian Heritage.
Support for the development and review of policy instruments from other policy centres for everything related to official languages.
Production of 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.
An Annual Report on Official Languages to Parliament that provides a portrait of the Official Languages Program.
Follow-up on the preparation of the Regulations re-application exercise based on the upcoming 10-year census data (the data will be known in October 2012).
Finalization of the Regulations Management System.

Federal Partner: Office of the Chief Human Resources Officer

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Human Resources Management – Enabling Infrastructure

Expected Results for 2012-13:
Horizontal support for institutions through two Official Languages Advisory Committees, the Network of Official Languages Champions, the Annual Conference of Official Languages Champions and the Best Practices Forum, as well as tools facilitating the management of official languages in institutions.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$ 1,109.8 M	$ 233.03 M

Results to be achieved by non-federal partners (if applicable): Non applicable.

Contact information: Isabelle Delage (819) 997-0622

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.

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

Start date: December 2003

End date: March 2011

Description: 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 is used solely to establish a fund to achieve the following objectives: to administer a program of grants to community-based groups in support of trail-building capital projects (thereby leveraging additional support from other sources); to provide planning for and coordinate development of the Trail; and to establish Trail Pavilions and signage along the route.

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

Total Funding	Prior Years’ Funding	Planned Funding 2012-13	Planned Funding 2013-14	Planned Funding 2014-15
$15,000,000	$15,000,000	N/A	N/A	N/A

Summary of annual plans of recipient:
The impact of the one-year extension of the grant to TCT has been significant. During 2010-11, the organization undertook a critical analysis of trail development in different regions. This led to the development and implementation of a Connection Plan which permitted revisions to the methods used to connect the Trail sections. The Connection Plan will concentrate efforts on the goal of completing the Trail by 2017. 

A donation of ad space and print ad design resulted in ten ads appearing in the Globe and Mail in 2010-11 to highlight different sections of the Trans Canada Trail and introduce Canadians across the country to the Trail initiative. These donations will continue annually until 2017.

During this period, TCT negotiated a new contribution agreement with the Government of Canada. The Government will invest a further $10 million through Parks Canada.

The 2010-15 TCT Strategic Plan will continue to guide actions around four pillars: Generate Funding, Build Reputation, Facilitate Trail Building and Promote the Benefits of the Trail.

Link recipient’s site: http://www.tctrail.ca/

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.

Total Funding	Prior Years’ Funding	Planned Funding 2012-13	Planned Funding 2013-14	Planned Funding 2014-15
$3,210,660*	$3,210,660	N/A	N/A	N/A

Summary of annual plans of recipient:

The following five actions are the basis upon which the Foundation will be building its organization for the next three years.

Youth Community Program: Working with communities across Canada, the Foundation encourages underserved young people to use the arts to become actively engaged in their communities.

Creative Spaces: Collaborating with the private and public sectors, the Foundation is working to increase the number of virtual and physical spaces for young creative people to share their ideas and talents and take action for change.

Power of the Arts Forums: The Foundation will facilitate and participate in dialogues, workshops and forums across the country to share learning and encourage a national dialogue on the creative power of the arts to enable action and affect change in communities.

Mentorships and Bursaries: To foster intergenerational exchanges of ideas, perspectives and experiences, the Foundation will connect underserved youth engaged in their communities with mentors. Bursaries will also be available in association with the mentorship program.

Fellowships: The Foundation will provide research fellowships to support graduate and post-doctoral research in Canada on the themes of the arts as a tool for: social mediation, building healthy communities and empowering youth.

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

*$3M was released in 2010-11 from Vote 5; an additional $210,660 will be paid in 2011-12 pending approval. 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. The 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.

Total Funding	Prior Years’ Funding	Planned Funding 2012-13	Planned Funding 2013-14	Planned Funding 2014-15
$22,000,000	$22,000,000	N/A	N/A	N/A

Summary of annual plans of recipient:
The NAAF's Education Program includes the Post-Secondary Scholarship Program. It awards $2 million a year in scholarships through a juried process to Aboriginal students across Canada for careers in Fine Arts and Culture, Health, and post-secondary education in all disciplines.

The NAAF supports studies at accredited universities, colleges or CEGEP for a certificate, diploma or degree. Support for one-year upgrading or certificate programs is also available. Students enrolled in graduate studies towards masters or doctoral degrees are eligible for study outside of Canada.

The NAAF monitors and tracks the progress of bursary and scholarship recipients. Students complete questionnaires about their current studies and future plans and the NAAF reports annually on these results.

Link 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 of $10M 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.

Total Funding	Prior Years’ Funding	Planned Funding 2012-13	Planned Funding 2013-14	Planned Funding 2014-15
$10,000,000 for the first year	$10,000,000	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 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.

Total Funding	Prior Years’ Funding	Planned Funding 2012-13	Planned Funding 2013-14	Planned Funding 2014-15
$ 55,000,000	$ 55,000,000	N/A	N/A	N/A

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

Link recipient’s site: http://www.vancouver2010.com