ARCHIVED - Canadian Heritage

Name of Transfer Payment Program: Aboriginal Peoples' Program

Start date: 1971-1972

End date: 2009-2010

Description:

For over 30 years, the Department of Canadian Heritage (and its predecessor, the Department of the Secretary of State) has been delivering Aboriginal-specific programs and initiatives that support the full participation of Aboriginal people in Canadian life, and supporting the continuation of Aboriginal living cultures as key elements of the Canadian cultural landscape.

Specifically, these programs:

• Strengthen Aboriginal cultural identity and languages; and

• Facilitate the inclusion of Aboriginal people in Canadian society in a manner that recognizes their cultures and fosters their contributions to Canada.

The Aboriginal Peoples' Program is organized around two broad themes:

• Aboriginal Communities Component supports the efforts of Aboriginal communities to develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede community and personal prospects. It focuses specifically on the unique challenges faced by Aboriginal women, youth and urban communities, with the intent of strengthening Aboriginal cultural identity and participation of Aboriginal Peoples in Canadian society.

• Aboriginal Living Cultures Component supports the preservation and promotion of Aboriginal languages and cultures. Specifically, this component focuses on access to programs and activities that preserve and promote Aboriginal languages and cultures as well as the production and distribution of Aboriginal radio and television programming.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

• The transfer agreement between the National Association of Friendship Centres (NAFC) and Canadian Heritage provided for operational support (core funding) to 116 friendship centre organizations across Canada. This core funding enables the urban Aboriginal population to be served through a network of Aboriginal Friendship Centres, whose key activities focused on social development and community engagement through over 1,167 programs across Canada.
  
• A contribution agreement with the National Association of Friendship Centres to administer Young Canada Works for Aboriginal Urban Youth provided employment in friendship centres across Canada to 237 summer students. These summer jobs enabled the creation of projects in over 95 communities across Canada that focused on cultural development, social development and community engagement.
  
• Contribution agreements provided funding for Aboriginal youth to access programming that incorporates Aboriginal values, cultures and traditional practices into programs and activities designed to help these youth make positive life choices and improve their social, economic and personal prospects. Some 230 projects--supported by community youth committees--in communities across Canada provided Aboriginal youth with the opportunity to learn about their heritage, culture and identity, and to build self-confidence and a sense of pride in being an Aboriginal person, leading to better leadership and citizenship skills and ability to fully participate in Canadian society.
  
• Grants and contribution agreements with Aboriginal women's organizations gave Aboriginal women access to 45 projects in communities across Canada that focused on cultural development, social development and community engagement, Aboriginal self-government and family violence.
  
• A contribution agreement with the Congress of Aboriginal Peoples provided funding for National Aboriginal Day events in the National Capital Region that included an educational activity attended by 1,540 students at the Canadian Museum of Civilization, the Summer Solstice Arts Festival on Victoria Island with 6,500 visitors, and six community events in the National Capital Region that attracted approximately 4,190 people.
  
• A contribution agreement with the National Aboriginal Achievement Foundation provided funding for 34 scholarships to Aboriginal post-secondary students. Career fairs, which included 90 workshops, were held in Iqaluit and Winnipeg and were attended by up to 1,300 students in Grades 9 through 12.
  
• The contribution agreement with the National Aboriginal Achievement Foundation supported the production and television broadcast of the National Aboriginal Achievement Awards, which were bestowed to 15 recipients. The awards show was attended by over 2,000 people and broadcast on APTN and the Global Television network.
  
• Contribution agreements with 13 Aboriginal communications societies enabled the production and broadcasting of original television and radio programs that included over 21,232 hours of radio programming and 191 hours of television programming in 29 Aboriginal languages in addition to English and French.

Comment(s) on Variance(s):

Overall variance of $0.3M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Aboriginal Peoples' Program (Aboriginal Communities Component) was completed in December 2008: http://www.pch.gc.ca/pgm/em-cr/assurnc/2008/2008-12-3/ACC-eng.pdf.

An internal audit of the Aboriginal Peoples' Program (Cultural Living Cultures Component) was completed in May 2009: http://www.pch.gc.ca/pgm/em-cr/assurnc/2009/2009-05/2009-05-eng.pdf.

As per the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan, there are currently no planned audits related to this program; however, the audit plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

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

Start date: 2007-2008

End date: 2011-2012

Description:

The Building Communities through Arts and Heritage Program supports local arts and heritage festivals, events and activities that engage Canadians in their local communities through the performing and visual arts and in the expression, celebration and preservation of local heritage.

Strategic Outcome:

• Canada is an inclusive society based on inter-cultural understanding and citizen participation.

Results Achieved:

• In 2008-2009, a total of $6,826,195 (through 605 grants and 83 contribution agreements) was awarded to festivals and anniversaries held across the country, thus providing Canadians with the opportunity to participate in arts and heritage events and festivals at the community level; offering increased opportunities for local artists to perform within their communities; and increasing citizen exposure to local historical heritage.

• In terms of policy implementation, solid policy frameworks have been in place for all components and applied on an ongoing basis. Performance data has been collected, analyzed and used for ongoing reporting.

• In terms of program implementation, a pre-Implementation Assessment process was conducted and found that program management took a reasoned and prudent approach to implementation. The Report also outlined a number of opportunities to strengthen the program's control measures, and significant progress has been made in implementing the recommendations. As for program delivery mechanisms, the following results were achieved:

  • Guidelines, tools and processes were improved based on what was learned in the first year, and training sessions were conducted in the regions and at Headquarters.

  • A formula-based approach was developed and implemented to translate project assessment scores into funding recommendations.

• In terms of regional coordination and consultations, the following results were achieved:

  • Financial resources were allocated by province and territory to 688 projects across the country.

  • An outreach strategy was developed prior to deadlines for applications and included a factsheet, new Guide and Application Forms and general guidelines in both official languages. Festival organizers were asked to indicate how they intended to reach both the French and English populations of the locality, if both groups were to be present.

  • Working group meetings took place weekly with representatives from each region and national headquarters to discuss regional coordination of program delivery.

Comment(s) on Variance(s):

Overall variance of $0.2M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Citizen Participation Branch is planned for 2010-2011.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Community Historical Recognition Program

Start date: 2006-2007

End date: 2011-2012

Description:

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

Strategic Outcome:

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

• The Community Historical Recognition Program established the Canadian First World War Internment Recognition Fund, a $10-million endowment fund to support projects that commemorate and recognize the experiences of ethno-cultural communities affected by the First World War internment. The Fund is managed by the Ukrainian Canadian Foundation of Taras Shevchenko. The Foundation will post calls for proposals, and a multilateral committee representing affected communities will make decisions on projects to be funded. Applicants who wish to propose a project related to the First World War internment can visit the Foundation's website at www.shevchenkofoundation.com.

• The Community Historical Recognition Program's first call for proposals was launched, resulting in the first project-funding approval under the Program.

• Community-based advisory committees were established to provide advice on project proposals.

• Through the approval of funding for projects and the establishment of community-based advisory committees, historical experiences of impacted communities are being recognized and commemorated; information is made available on these experiences.

• The resulting media attention has contributed to increasing public awareness about the historical experiences of impacted communities and their contributions to Canadian society.

Comment(s) on Variance(s):

Overall variance of $15.2M is explained as follows:

• Re-profile of funds to 2009-2010 in the amount of $9.1M.

• Transfer of $5.0M to Canadian First World War Internment Recognition Fund.

• Year-end surplus of $1.1M.

Audit completed or planned:

An internal audit of the Historical Recognition Program: Ex-Gratia Payments was completed in December 2008: http://www.pch.gc.ca/pgm/em-cr/assurnc/2008/2008-12/2008-12-eng.pdf.

The responsibility for the Community Historical Recognition Program was transferred from the Minister of Canadian Heritage to the Minister of Citizenship and Immigration Canada (CIC) on October 30, 2008; therefore, there is no planned audit at PCH for this program.

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

Start date: 2003-2004

End date: 2008-2009

Description:

The Development of Official-Language Communities 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. Partnerships and agreements with community organizations, provinces, territories, municipalities, and federal departments and agencies enhance minority official-language communities' access to quality education and different programs and services in their language in their communities.

Strategic Outcome:

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

• General satisfaction with services offered to OLMC in their minority language has improved; the general satisfaction rate is 74%, and six out of ten respondents in the PCH-Decima 2006 survey say they are satisfied. The rate of satisfaction is even higher when it comes to specific services (media and communications--85.7%; health and social services--71.1%; daycare and preschool--70.9%).

• Also, 31% of members of OLMC say they are delighted that access to services in their language has improved in the last five years. (Less than 15% of Anglophones and less than 8% of Francophone's say services have deteriorated.)

• Access to services for members of OLMC has improved over the years. The general satisfaction with the improvement of access to services in OLMC members' language in the last five years is 31%.

• Most of PCH's funding for the development of OLMC granted to provinces and territories--$166M on $233M for 2008-2009, are allocated resources for ministries of Education for the delivery of programs that guarantee education for OLMC in their language.

• Below-average education amongst the younger generations of Official Language Minorities is lower than that of the majority (15-24 and 25-44 years of age).

• A little over one person in five (age 15 years and up) living in a minority language situation in Canada has a University diploma (21%). This proportion is slightly higher compared to the Official Language people living in a majority situation.

• The proportion of the population with a higher level of education is greater in OLMC than for the population of Official Languages living in a majority situation (the minority-majority index is 1.28 for those aged 15-24 years, and 1.19 for those aged 25-44 years).

• Almost eight out of ten people living in a minority situation say they are satisfied with the services offered in their language, in their region in the Education and post-secondary training sectors.

Comment(s) on Variance(s):

Overall variance of $6.8M is explained as follows:

• $8.5M was transferred to the Enhancement of Official Languages Program to adjust for emerging priorities.

• 2008-2009 actual spending includes $1.7M for Young Canada Works, which was not included in planned spending.

Audit completed or planned:

An internal audit of the Official Languages Support Programs was completed in December 2008:
http://www.pch.gc.ca/pgm/em-cr/assurnc/2008/2008-12-2/OLSP-eng.pdf.

An internal audit of the Official Languages Support Program Branch is planned for 2013-2014. This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings;  reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Enhancement of Official Languages

Start date: 2003-2004

End date: 2008-2009

Description:

The Enhancement of Official Languages program promotes among Canadians a better understanding and appreciation of the benefits of linguistic duality. It achieves this through partnerships and agreements with the provinces and territories, and with non-governmental organizations to support second-language learning and initiatives that foster understanding between Anglophone and Francophone Canadians, and encourage the public to recognize and support linguistic duality as a fundamental value of Canadian society.

Strategic Outcome:

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

• More than two out of three respondents (68.8%) believe that since French and English are spoken in Canada it helps increase work opportunities.

• More than six out of ten respondents who live in a minority situation (60.5%) believe that relations between Francophones and Anglophones have improved positively compared to 10 years ago.

• In 2006, the number of bilingual persons (English-French) reached an all-time high in Canada (5.4 million at the last Census). The rate of bilingualism English-French was 17.4% in 2006.

Comment(s) on Variance(s):

Overall variance of ($8.3M) is explained as follows:

• $8.5M was received from the Development of Official-Language Communities Program to adjust for emerging priorities.

• $0.2M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Official Languages Support Programs was completed in December 2008:
http://www.pch.gc.ca/pgm/em-cr/assurnc/2008/2008-12-2/OLSP-eng.pdf.

An internal audit of the Official Languages Support Program Branch is planned for 2013-2014. This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Exchanges Canada Program

Start date: 2000-2001

End date: 2009-2010

Description:

The Exchanges Canada Program enables young Canadians to participate in one-way forums and two-way exchanges with youth from communities across the country. It also enables them to obtain information on opportunities for many different types of exchanges within Canada and abroad.

Strategic Outcome:

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

• In 2008-2009, the Exchanges Canada Program offered opportunities to approximately 12,900 youth to enhance their knowledge and understanding of Canada; to create linkages with one another; and to enhance their appreciation of the diversity and shared aspects of the Canadian experience. Through participation in forums and group exchanges, youth were enabled to learn about Canada, its history, geography, industry, institutions, communities, cultures, and languages, and to connect with other youth. In addition, summer work student exchanges offered youth opportunities to develop employability skills. Feedback from youth questionnaires showed, for example, that participation in Exchanges Canada's activities helped youth to learn new things about Canada; increase their desire to get involved in their own communities; and enhance knowledge about cultural communities other than their own.

• Support was provided to youth exchanges and forums through 23 contribution agreements with non-governmental organizations. Exchanges Canada formed strategic alliances with two governmental organizations for youth exchange projects (Parks Canada and the Official Languages Support Program). The Exchanges Canada website provided information on opportunities for youth exchanges in Canada and abroad.

Comment(s) on Variance(s):

Overall variance of ($0.7M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Citizen participation Branch is planned for 2010-2011. 

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Katimavik Program

Start date: 1997-1998

End date: 2010-2011

Description:

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

Strategic Outcome:

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

• In 2008-2009, the Katimavik Program provided young Canadians with opportunities to enhance their knowledge of Canada and its diversity; to develop their personal, social and professional skills; and to enhance their appreciation of community service. The Program enabled host-community partner organizations to improve their capacity to serve their community. Through their participation in the Katimavik Program, over 930 youth had opportunities to learn more about Canada, including its cultural, linguistic and geographic diversity. A program of community service learning, training and group interaction enabled participants to help approximately 100 community organizations carry out their projects, while the youth gained work experience and enhanced their professional skills.

• The Katimavik Program is delivered by a not-for-profit organization through support from a contribution agreement.

Comment(s) on Variance(s):

Overall variance of $0.8M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Citizen Participation Branch is planned for 2010-2011.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Multiculturalism Program

Start date: 1982-1983

End date: 2009-2010

Description:

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

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

The funding priorities are:

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

The responsibility for the Multiculturalism Program was transferred from the Minister of Canadian Heritage to the Minister of Citizenship, Immigration and Multiculturalism on October 30, 2008. CIC Multiculturalism staff continue to consult and collaborate with PCH staff as appropriate. The Multiculturalism Program is being incorporated into CIC. This will enable CIC to address short- and longer-term integration challenges facing all Canadians, both newcomers and long-established.

Strategic Outcome:

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

Following the publication of new application guidelines in March 2008, 37 projects were approved that address the new priorities. Two examples include:

Somali-Jewish Canadian Mentorship Project (Canadian International Peace Project)

• An interfaith pilot program in Toronto matching Somali teens who are new to the workforce with community businesses. The program facilitates the creation of internships and mentoring relationships for the teens with professionals from the Jewish community.

• The project is building long-term community cohesion and helping create a successful cadre of young Somali-Canadian professionals who are assuming greater leadership roles in assisting the development of their own community and contributing to Canadian society at large.

Examining the School Participation Rate of Ethno-Cultural Communities in Ontario (National African Integration and Families Association [NAIFA])

• A community-based pilot project that has resulted in: i) a needs assessment; ii) resource kits to help address barriers that immigrant parents from African communities face in becoming more involved in the Ontario educational system; and iii) a self-sustaining community support group for parents.

• This project has resulted in a significant increase in the involvement of African immigrant parents of children at four Toronto schools, resulting in parents being better able to navigate the educational system and to address their concerns and issues.

Comment(s) on Variance(s):

Overall variance of $12.6M is explained as follows:

• $5.7M was transferred to other departmental programs to adjust for emerging priorities.

• Year-end surplus of $6.9M.

Audit completed or planned:

The responsibility for the Multiculturalism Program was transferred from the Minister of Canadian Heritage to the Minister of Citizenship and Immigration Canada (CIC) on October 30, 2008; therefore, there is no planned audit at PCH for this program.

Name of Transfer Payment Program: Museums Assistance Program

Start date: 1972-1973

End date: 2009-2010

Description:

The Museums Assistance Program is known as Grant/Contribution to Canadian museums and heritage organizations to promote professional management of, and access to, Canada's diverse heritage.

The Program helps current and future generations of Canadians gain access to, and develop a better appreciation of their heritage. The program provides project support to help exhibitions travel around the country, to foster the adoption of best museum management practices, to support Aboriginal peoples in protecting and presenting their heritage, and to improve museum associations' ability to serve their members.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

• In 2008-2009, the Museums Assistance Program received 146 applications and funded 112 new projects. When multi-year projects are taken into consideration, 176 projects received funding: 83 projects supported the production and circulation of domestic travelling exhibitions and associated interpretive material; 21 projects focused on preserving and presenting Aboriginal cultural heritage; and 72 projects helped museums adopt sound professional policies and practices and heritage service organizations develop resources or services for multiple museums. Total funding provided by the Museums Assistance Program is estimated at $6.1 million.

• Through the Young Canada Works in Heritage organizations Program, 1,858 summer students and graduate interns found work in heritage organizations in 2008-2009, which represents an increase of 203 summer jobs for youth over last year.

Comment(s) on Variance(s):

Overall variance of $0.5M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Young Canada Works Initiative was completed in December 2008: http://www.pch.gc.ca/pgm/em-cr/assurnc/2008/2008-03/2008-3-eng.pdf.

An internal audit of the Museum Assistance Program is planned for 2009-2010.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

An internal audit of the Heritage Policies and Programs Branch is planned for 2011-2012.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

Name of Transfer Payment Program: Arts Presentation Canada

Start date: 2001-2002

End date: 2009-2010

Description:

The program supports arts presenters in the performing arts, arts festivals and their service organizations to help them strengthen their presentation practices by encouraging diverse programming, organizing audience development, diversification and outreach activities, developing initiatives that bring professional artists into contact with residents of their community, and supporting networking and professional development for presenters. It also supports the emergence of presenters and presenter networks for under-served communities or artistic practices. Its objective is to give Canadians direct access to a diversity of artistic experiences.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

• In 2008-2009, the program provided funding to 278 festivals (46%), 225 performing arts series presenters (38%), 67 organizations presenting both a series and a festival (11%), and 29 presenter support organizations (5%).

• Arts Presentation Canada (APC) increased access for Canadians to a greater variety of arts experiences. Funded organizations presented a variety of work: music (73% of all funded organizations present some music in their season); dance (48%); theatre (45%); visual arts (26%); literature (15%); and media arts (15%).

• A 2008 survey of audience members attending APC-funded music presentations provided further evidence of the program's impact with regards to increased variety. Respondents perceived an increase in the number of performances featuring new musicals styles, artists from a variety of geographical and cultural backgrounds and younger/emerging musicians.  Increased programming variety, along with attendance at outreach activities--those that are supported to help audiences get the most out of the work they are seeing--were also noted as improving the likelihood of participants returning to the event in subsequent years.

• The program has helped organizations expand and diversify their audiences. The percentages of funded organizations that reach out to the following audiences are: 67%--culturally diverse, 72%--young audiences, 32%--Aboriginals, 39%--rural/remote regions and 37%--official language minorities.

• Over the past three years, APC has contributed annual funding to presenters in nearly 240 communities, of which 60% are rural or remote. It is estimated that these arts organizations coordinate outreach activities and programming in over 450 communities.

• In addition to helping increase the variety of artistic experiences offered to Canadians, the 2008 Summative Evaluation revealed that APC-funded organizations and events provided economic development spin-off opportunities within their local economy, inspired innovative partnerships and helped create a better quality of life through revitalized and energized communities. For example, the Stan Rogers Folk Festival is located in Canso, Nova Scotia, a coastal fishing community of fewer than 1,000 residents that suffered significant hardship due to the collapse of the Atlantic ground fishery. The festival has changed the landscape of Canso to accommodate the thousands of visitors who swell the town's population to more than four times its normal size at festival time.

Comment(s) on Variance(s):

Overall variance of ($1.5M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Arts Policy Branch is planned for 2011-2012.

This planned audit is a branch audit and not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Book Publishing Industry Development Program

Start date: 1980-1981

End date: 2010-2011

Description:

The Book Publishing Industry Development Program (BPIDP) supports the activities of Canadian book publishers and other sectors of the book industry in order to ensure choice of and access to Canadian-authored books, which reflect Canada's cultural diversity and linguistic duality both at home and abroad. The BPIDP aims to meet that objective by fostering a strong, viable Canadian book industry that publishes and promotes Canadian-authored books.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

In 2008-2009, BPIDP helped to further the Department's goal of supporting the creation and dissemination of Canadian cultural expression through contributions to over 300 organizations in the Canadian book industry for publishing, marketing, professional development, internships, technology-driven collective projects and other activities.

This investment helped contribute to:

• A strong, representative domestic book industry: BPIDP continues to support a broad range of industry activities across the country, including 235 Canadian-owned publishers in more than 75 Canadian towns and cities who directly employ over 3,000 Canadians.

• A diverse range of Canadian-authored content created: publishers supported by BPIDP in 2008-2009 produced 5,325 new titles by more than 3,500 Canadian writers, including nearly 1,000 first-time authors.

• Readers accessing Canadian content: publishers realized $350 million in book sales in Canada and $103 million in export sales for a total of $453 million. This represents a 6% inflation-adjusted increase over the last five years, indicating that Canadian and international readers continue to seek out and consume Canadian books in strong and growing numbers.

Comment(s) on Variance(s):

Overall variance of $1.5M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Book Publishing Industry Development Program was completed in June 2008: http://www.pch.gc.ca/pgm/em-cr/assurnc/2008/2008-02/2008-02-eng.pdf.

An internal audit of the Book Publishing Industry Development Program is planned for 2013-2014.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Canada Magazine Fund

Start date: 1999-2000

End date: 2010-2011

Description:

The Canada Magazine Fund (CMF) supports Canadian magazine publishers and not-for-profit organizations representing periodical publishers to: maintain Canadian editorial content in Canadian magazines, increase Canadians' access to Canadian magazines; enhance the quality and diversity of Canadian magazines; and strengthen the infrastructure of the Canadian magazine industry. The fund achieves these goals by providing formula funding for magazines to support and enhance their editorial content, supporting business development projects for small magazine publishers, and helping the development of the periodical industry as a whole.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

In 2008-2009, the CMF contributed $10.5 million to the Department's goal of supporting the creation of Canadian cultural content and almost $3.2 million to support the sustainability of cultural expression.

The CMF helped contribute to:

• Strengthened industry infrastructure and capacity: in 2008-2009, the CMF provided funding to 75 projects that dealt with professional development, promotion and marketing, newsstand sales building, research and technology development. These projects helped individual publishers grow their business and improve their capacity, and also supported association-based projects that contribute to the long-term viability of the Canadian periodicals industry.

• A diverse range of Canadian-authored content created: publishers supported by the Support for Editorial Component in 2008-2009 produced approximately 113,000 pages of Canadian content in 196 titles.

Comment(s) on Variance(s):

Overall variance of $1.1M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Canada Magazine Fund program is planned for 2012-2013.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

An internal audit of the Cultural Industries Branch is planned for 2010-2011. This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

Name of Transfer Payment Program: Canada Music Fund

Start date: 2001-2002

End date: 2009-2010

Description:

The Canada Music Fund offers a comprehensive range of both innovative and proven funding components designed to support diversity, capacity and excellence in the music industry at every level, from creators to audiences. Activities supported include song-writing development, demo and CD production, video and musical DVD production, marketing, touring, distribution, public awareness, industry training, workshops, conferences, awards shows, showcasing, archiving, preservation, providing access and industry infrastructure development.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

The Canadian music industry has experienced sharp declines in sales this decade, largely due to the Internet and rapidly changing consumer behaviour.

Despite this decline, Canadians continue to purchase and access more Canadian music. Since the inception of the CMF, the market share of Canadian artist albums sold in Canada increased from 16.0% in 2001 to 26.5% in 2007, with the market share of artists who received federal support at some point in their careers jumping from 6.1% to 13%¹.

In 2008-2009, the CMF continued to support the production of and access to a diverse range of Canadian music:

• Production support was provided to over 350 albums by Canadian artists through the New Musical Works (NMW) and Canadian Musical Diversity components.

• Over 900 projects received marketing, touring or showcasing funding through NMW.

• The 22 recipients of the 2008-2009 Music Entrepreneur Component (MEC)--Aid to Canadian Sound Recording Firms released 144 albums by Canadian artists in the past year.

• MEC funding continues to assist established Canadian sound recording firms in the transition to the Internet and the development of international markets:

  • While MEC recipients' CD sales declined 24% over the previous year, their full-length album download and single track sales increased by 31% and 91% respectively;

  • Digital sales now represent over 22% of MEC recipients' total sales, up from 6% in 2005-2006; and

  • 28% of all CD sales by MEC recipients are garnered internationally, up from 22% in 2005-2006.

¹ PCH manipulation of Nielsen SoundScan top 2000 charts

Comment(s) on Variance(s):

Overall variance of ($2.4M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Cultural Industries Branch is planned for 2010-2011.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Canada New Media Fund

Start date: 2000-2001

End date: 2008-2009

Description:

The Canada New Media Fund (CNMF) administered by Telefilm Canada supports the development, production, marketing and distribution of high-quality, original, interactive, Canadian new media cultural products in both official languages that are intended for the general public.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

Canadian Heritage transferred $14.5 million to Telefilm Canada for the CNMF, of which $12.3 million supported 147 projects.

• $11.6 million supported 123 content creation projects (Product Assistance component).

• $0.7 million supported 24 projects that facilitated the competitiveness of the Canada interactive media sector (Sectoral Assistance component).

The CNMF supported a broad range of products that attract different types and sizes of audiences.

Results are available for those products and websites that were completed in 2008-2009.

Through various digital platforms, Canadians have access to more innovative interactive products developed by Canadian companies. Some of these products have attracted broad audiences, particularly those associated with television programming. Examples include:

• Cornemuse.com, created by Telefiction Productions,provides a bilingual magic and stimulating environment where 3- to 5-year-old children can develop relationships with their favourite characters by playing games that are educational and highly interactive. Its average hits per month were 9.7 million in 2008-2009.

• Aces of the Galaxy, produced by Artech, received an 8/10 rating from OXM, the official Xbox 360 magazine in the UK.

A majority of the projects reported more modest traffic statistics, which can be expected from websites that often target niche audiences, such as Se donner le mot produced by ECP Nouveaux médias inc. The interactive website offers a total of 20 hours of interactive games, animated by two famous Quebec humorists. This website received 652,000 visits from October to December 2008.

The CNMF Sectoral Assistance component supports activities designed to increase the competitiveness of the Canadian interactive media sector. These activities gave interactive media companies access to workshops, internships, conferences and other networking events. For example, The Great Canadian Video Game Competition was a pilot Telefilm initiative to elevate the commercial profile of Canadian-owned gaming companies and help the industry grow.

The program was a resounding success. Created with industry support and input, the Competition was a first-of-its-kind initiative that took place in three rounds that mirrored traditional industry financing. In September 2008 the final winner was announced: MindHabits (Montréal, QC) received up to half a million dollars from Telefilm--and each public dollar was matched by private investors. Since its PC launch, the stress-relief game Trainer has received international accolades from the Wall Street Journal, the National Review of Medicine, and the Scientist. The game is available in English, French, Spanish, Portuguese, Italian and Russian. The PC Retail and Nintendo DS Versions are expected on the market soon and MindHabits has already secured international distribution deals.

Comment(s) on Variance(s):

Overall variance of ($0.3M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Canada New Media Fund Program is planned for 2012-2013.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

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

Start date: 2001-2002

End date: 2009-2010

Description:

The Canadian Arts and Heritage Sustainability Program (CAHSP) is designed to strengthen organizational effectiveness, build operational and financial capacity within the arts and heritage sectors, and ensure that those organizations operate in communities that value their existence, see them as key assets, and support them. There are six components: Stabilization Projects, Capacity Building, Endowment Incentives, Limited Support to Endangered Arts Organizations, Networking, and Cultural Capitals of Canada.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

Enhanced long-term sustainability of Canadian arts and heritage organizations in communities. This helped achieve the Department's strategic outcome in that Canadian artistic expressions and cultural content are created and accessible at home and abroad.

As a result of the departmental participation in the 2008 Strategic Review Exercise, it was determined that the Stabilization component will not be renewed as of 2009-2010, and the budgets for the Capacity Building and Limited Support to Endangered Arts Organizations components have been reduced for 2009-2010. 

The 2008-2009 Summative Evaluation did, however, provide evidence of an ongoing need for a program such as CAHSP to help organizations to improve their effectiveness and management and to identify funding sources to enable them to face new challenges. Developing the organizational health of these organizations requires additional effort and continuous attention.

Capacity Building
In 2008-2009, the Capacity Building component of the CAHSP provided support totalling $5,023,473 to 156 projects--104 of which were with arts organizations and 52 with heritage organizations. Types of projects supported included business, strategic and human resources plans, new financing and ticketing systems, employee training and audience development strategies.

Endowment Incentives
In 2008-2009, 80 applications received funding totalling $14.8 million. The matching incentive of the Department was $0.72 for every dollar donated by the private sector. The Endowment Incentives component saw decreases from the previous year of 18% in the number of applications and 25% in donations received. The global economic downturn may explain these declines. However, the number of funding applications from provinces where a similar incentive program is available remains generally higher. Since the launch of the component, the federal government's contribution of $88.6 million has leveraged $123.6 million in donations from the private sector, for a total of $212.5 million invested in arts organizations' endowment funds. In addition, the results of the Summative Evaluation confirm the program's importance for its ability to attract private donations and diversify the organizations' funding sources.

Cultural Capitals of Canada (CCC)
In 2008-2009, five communities were designated Cultural Capitals of Canada (CCC); total contributions approved amounted to $4.25 million. Since 2002-2003, there have been a total of 140 eligible applications to the program and 34 CCC designations have been awarded, for a total of $21 million.

A Summative Evaluation was completed in 2008-2009 to assess the relevance and impact of CCC. The evaluation confirmed the findings of the 2007-2008 survey in terms of the positive impact CCC designations have had on communities, including the manner in which these designations brought together many stakeholders who had not previously worked together.

Findings of the evaluation also confirmed CCC's positive impact in terms of incorporating culture into municipal planning and strengthening relationships between local municipal governments and arts and heritage organizations.

Networking Initiatives Component
The total funding approved through the Networking Initiatives component of CAHSP amounted to $258,819 (Creative City Network and Les Arts et la Ville) during the 2008-2009 fiscal year.

A Summative Evaluation included the Networking Initiatives component and confirmed its success in supporting local cultural involvement.

In 2008-2009, both networks continued to provide members with the support and resources required to further municipal involvement and investment in cultural development.

Comment(s) on Variance(s):

Overall variance of $2.8M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Arts Policy Branch is planned for 2011-2012.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Canadian Culture Online Program

Start date: 2001-2002

End date: 2009-2010

Description:

Canadian Culture Online Program (CCOP) includes three sub-components: Access and Content, Research and Development, and New Media Sector Development. The objectives of the program are to provide Canadians access to and participation in interactive digital resources that reflect our diverse heritage, cultures, languages, and history, and to ensure that the program contributes to a supportive environment for the new media sector in Canada.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

In 2008-2009, the CCOP provided $12.1 million in funding for 54 projects, including:

• $9 million in support of 49 access and content creation projects (Gateway Fund and Partnerships Fund) that allow Canadians of all ages to access content that reflects our diverse cultures and heritage; and

• $3.1 million in support of five research and development projects and initiatives (New Media Research Networks Fund and New Media R&D Initiative) that are developing leading-edge technological tools to create, manage, and distribute Canadian digital cultural content.

The CCOP supported a broad range of projects in both official languages, all of which attract different audiences.

The following results are for websites and research projects completed in 2008-2009.

The trilingual online magazine Bulgarian-Canadian Culture Synergy is a virtual multidisciplinary art centre that features and promotes Canadian talent of Bulgarian origin and enables artists to connect with both Canadian and international audiences. Since its launch in October 2008, it has had over 3,000 visits per month.

Inland Journey--A Cultural Journey Between the Squamish to Lil'wat Nations is an online exhibition that showcases objects, photographs, audio and video relevant to the history of the Squamish and Lil'Wat Nations. This online exhibition will be a world-class offering of the Squamish Lil'Wat Cultural Centre in Whistler, BC--a hallmark attraction at the 2010 Olympic and Paralympic Winter Games.

Support for interactive media research and development projects helped create a stimulating environment conducive to creating and distributing even more dynamic cultural content. Thematic research networks and partnerships have brought 28 Canadian research institutions and interactive media organizations to collaborate on developing 26 innovative tools.

Note: Resources allocated for New Media Sector Development were transferred to Telefilm Canada in 2008-2009. For results, see Sectoral Assistance component in Table 3: Details of Transfer Payment Programs: Canada New Media Fund.

Comment(s) on Variance(s):

Overall variance of ($1.7M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned:

As per the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan, there are currently no planned audits related to this program; however, the audit plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Contribution in Support of the Canadian Television Fund

Start date: 1996-1997

End date: 2008-2009

Description:

The Canadian Television Fund (CTF) supports the creation and broadcast of high-quality prime-time Canadian programs in both official languages and in Aboriginal languages, and builds audiences for these programs. The CTF supports dramas, youth and children's programs, documentaries, variety shows, and performing arts. It also supports Aboriginal and Francophone productions in minority situations.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

In 2008-2009, the CTF invested over $275 million in Canadian productions, which generated over 2,000 hew hours of Canadian programming^*. Since its inception in 1996, the CTF has invested more than $2.7 billion, which generated the production of 27,000 hours of Canadian programs.

^* Data is not final until the release of the CTF annual report (Summer 2009).

Comment(s) on Variance(s):

• No variance

Audit completed or planned:

An internal audit of the Canadian Television Fund Program is planned for 2012-2013. The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

An internal audit of the Cultural Industries Branch is planned for 2010-2011. This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Cultural Spaces Canada

Start date: 2001-2002

End date: 2009-2010

Description:

The program supports the construction, renovation and improvement of not-for-profit facilities dedicated to arts and heritage. As a complement to other infrastructure programs such as the "Building Canada Fund", Cultural Spaces Canada specifically contributes to the improvement of the physical conditions that foster creativity and artistic innovation.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

Since its inception in 2001-2002, the Cultural Spaces Canada (CSC) program has supported over 728 projects in more than 257 communities across Canada through contributions totalling $212,019,236. In 2008-2009, the CSC program contributed to 93 infrastructure improvement projects across the country and committed $30,144,357. These included funding to 41 construction and major renovation projects; 49 projects devoted specifically to the purchase and installation of specialized equipment; and three projects assisting organizations with the costs of a feasibility study for the creation or renovation of an arts or heritage facility.

These projects improve infrastructure to allow for greater creativity, access and artistic innovation. For instance, a $700,000 contribution from CSC was approved in 2008-2009 for significant renovations and equipment purchases for Montreal's "Les Ateliers créatifs Centre-Sud" to convert a former industrial building into high-quality spaces available for rent by artists and cultural organizations. This project ensures that artists and cultural organizations are able to maintain their presence in a central area of Montreal already recognized as a creative district. In addition, the project created spaces suited to the specific needs of professional artists from different disciplines (i.e., visual arts, media arts) and paid special attention to emerging artists as well as artists from culturally diverse communities.

Also in 2008-2009, assistance was provided to the Yukon Arts Centre, a key arts organization in the Yukon. CSC contributed $57,700 toward the purchase of a state-of-the-art digital audio mixing console, new amplifiers and high-quality video playback equipment. This will allow the Yukon Arts Centre to present larger ensembles, improve the quality of its sound and support touring artists and groups with sophisticated technical requirements who would not otherwise be able perform at this facility. Video components will allow the Yukon Arts Centre to exhibit installations using video by senior Canadian artists and by emerging, young and Aboriginal artists, giving audiences access to those experiences.

Comment(s) on Variance(s):

Overall variance of $2.3M is explained as follows:

• $1.0M was included in CSC's planned spending and should have been included in the Building Communities through Arts and Heritage Program.

• A re-profile of $1.3M to future years has been requested (approval pending).

Audit completed or planned:

An internal audit of the Arts Policy Branch is planned for 2011-2012.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: National Arts Training Contribution Program

Start date: 1997-1998

End date: 2012-2013

Description:

The National Arts Training Contribution Program (NATCP) is designed to assist independent Canadian not-for-profit organizations that specialize in training Canadians who seek a professional career in the arts.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

• Since the inception of the program, from 1997-1998 through 2008-2009 the NATCP has disbursed a total of $164M in operating funding to national training schools in various artistic disciplines. In 2008-2009, $18.4M in funding was provided to 37 organizations in a wide variety of artistic disciplines.

• A Summative Evaluation of the Program completed in May 2007 found a need for continued federal support in national arts training, and that the Program is meeting its overall objective to provide arts training of the highest calibre. The evaluation also found that the NATCP has an "invaluable" and "significant" impact on Canadians' access to high-quality artistic and cultural products. This speaks to the Program's ultimate outcome: that Canadians and the world benefit from high-quality artistic achievements by Canadian artists trained in Canada.

• Key results for NATCP are that graduates of funded institutions have professional careers and are recognized for their excellence in Canada and internationally. Annual surveys of these institutions show that there are approximately 1,200 graduates per year--with another 2,200 participating in shorter-term workshops--and 80% are working professionally (of whom 20% also work internationally). The surveys show that nearly 50% of graduates of NATCP-funded institutions receive an award in their first three years after graduation; the Summative Evaluation revealed that they are more likely to receive honours, distinctions and awards than graduates of unfunded institutions.

• The 2007 Summative Evaluation also found that NATCP graduates are more likely to earn a living wholly by the practice of their art within three years, compared to their peers from unfunded schools, who are more likely to seek work not related to their art.

• Results of a preliminary 2009 public opinion research survey revealed that the majority of professional Canadian performing arts organizations surveyed had hired individuals from at least one NATCP-funded institution in the last five years, and that graduates of NATCP-funded performing arts programs were highly assessed by employers in all aspects of their training. The highest ratings came in the areas of technical expertise in their discipline (89%), professionalism and career readiness (88%), and performance qualifications and experience (87%). The results of the survey will be only available in 2009--2010. The research confirmed that NATCP-funded training institutions are recognized by Canadian performing arts employers as being among the leaders in their field.

Comment(s) on Variance(s):

Overall variance of ($1.7M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the National Arts and Training Contribution Program was completed in February 2009: http://www.pch.gc.ca/pgm/em-cr/assurnc/2009/2009-01/2009-01-eng.pdf.

An internal audit of the Arts Policy Branch is planned for 2011-2012.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Publication Assistance Program

Start date: 1996-1997

End date: 2009-2010

Description:

The Publication Assistance Program (PAP) is delivered in partnership with the Canada Post Corporation and decreases costs to eligible Canadian periodicals of mailing copies to Canadian readers. Assistance is provided to more than 800 publishers of almost 1,200 different Canadian periodicals, supporting the delivery of 210 million eligible copies of periodicals. These include: general or special-interest paid circulation magazines, non-daily community newspapers, unpaid request circulation periodicals, and religious, scholarly, Aboriginal, ethno-cultural, farm, and official language minority periodicals.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

In 2008-2009, the PAP contributed to the Department's goal to improve accessibility to Canadian cultural works by providing postal subsidies to 1,130 Canadian magazines and non-daily newspapers. These grants totalled over $59 million, of which Canada Post contributed $13.6M, representing an average of about 65% of the recipients' total mailing costs. This investment supported the distribution of over 183 million copies of periodicals to Canadians.

Comment(s) on Variance(s):

• No variance

Audit completed or planned:

An internal audit of the Publications Assistance Program is planned for 2009-2010.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

An internal audit of the Cultural Industries Branch is planned for 2010-2011.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

Name of Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: 2010-2011

Description:

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

The Program has three specific objectives:

• To financially support Canadian athletes identified by National Sport Organizations through criteria established by Sport Canada as performing at or having the greatest potential to achieve top 16 results at Olympic/Paralympic Games and World Championships;

• To assist Canada's carded athletes^* in preparing to engage in full- or part-time career activities;

• To enable Canada's carded athletes to participate in year-round national training and competition regimes to further their athletic goals.

^*Athletes who are approved for funding and are financially supported through the AAP are referred to as "carded" athletes. AAP support is referred to as "carding."

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

• Sport Canada supported the continued meaningful offset of incremental costs of training and competition for Canada's carded athletes. In 2008-2009, Sport Canada provided over $26,5M in AAP grants and funded over 1,770 carded athletes.

• Sport Canada continued to provide Canada's carded athletes opportunities to prepare for future career activities, through access to education and training. In 2008-2009, Sport Canada provided tuition support for 662 current and former carded athletes.

• Sport Canada has contributed to the opportunity for an increased number of athletes to advance through the carding system. In 2008-2009, 293 (16.6%) athletes progressed to or maintained the international standard of the carding system. In 2007-2008, this number was 310 (17.7%). This variance of 1% is not significant and reflects a stable situation.

• Sport Canada worked to improve performance of Canadian athletes at the highest level of competition. In summer sports, Canada ranked 16th in the world based on 59 medals won during the rolling four-year period of 2005-2008. This compares with 53 medals won from 2004-2007, a 17th place ranking. For winter sports, Canada ranked 2nd in the world based on 101 medals won during the rolling four-year period of 2005-2008. This compares with 94 medals won during the 2004-2007 period--also a 2nd place ranking^*. In the case of Paralympic sports, World Championships are generally held only once every four years, in even-numbered years between Paralympic Games. Thus, as 2008 was primarily a non-World Championship year for Paralympic sports, no international ranking was conducted.

^* Data based on Sport Canada's Annual Olympic Ranking Index of Nations. The Index is based on results per nation across all Olympic events at Olympic Games and World Championships, over a four-year time frame. The Index is produced annually at the end of each calendar year, once the Olympic Games and/or World Championships of that year have been completed. Results are aggregated with those of the three previous years to produce a comprehensive four-year cycle of results across all Olympic events. For summer sports, this represents approximately 1,000 events over a four-year period; for winter sports, almost 300 events.

Comment(s) on Variance(s):

Overall variance of $0.2M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of the Sport Canada Branch is planned for 2009-2010 and again in 2013-2014.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: Hosting Program

Start date: 1967

End date: 2010-2011

Description:

The Hosting Program aims to enhance the development of sport excellence and the international profile of sport organizations by assisting sport organizations to host the Canada Games and international sport events in Canada. These events are expected to produce significant sport, economic, social and cultural benefits.

The Program 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 in terms of economic, social, cultural and community impacts, across a broad range of government priorities.

The objectives of the Program are to:

• Strengthen the sport excellence and sport development impacts of bidding and hosting the Canada Games and targeted international sport events;

• Increase access and equity for designated under-represented groups through contributions to international bidding and hosting events; and

• Strengthen the associated economic, social, cultural and community impacts of supported bidding and hosting projects, in keeping with the Government of Canada interests and priorities.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

• Sport Canada worked to increase sport excellence and development impacts from realized planned events. Based on the first 47 reports received (of 64), the Hosting Program has provided opportunities for 2,692 Canadian athletes to participate in international sport events. In 2007-2008, this number was 847.

• Sport Canada worked to increase opportunities for Aboriginal Peoples and athletes with a disability to participate in planned events. Based on the first 47 reports (of 64), the Hosting Program has provided opportunities for 729 Canadian athletes with a disability to participate in international sport events. In 2007-2008, this number was 397.

• Sport Canada worked to increase economic, social, and cultural and community impacts supporting Government of Canada priorities from realized planned events. As an example, the 2008 Arctic Winter Games, to which Sport Canada contributed $400K, generated approximately $13M in economic activity for the Northwest Territories, of which $10.3M occurred in Yellowknife. These expenditures generated $3.7M in wages and salaries in the Territory through the support of 59 jobs, of which 49 were in Yellowknife. The total net economic activity (GDP) generated by the event was $4.9M through the Territory, with $3.5M occurring in Yellowknife.

• Also, Sport Canada contributed $3.5M to the 2008 North American Indigenous Games, which attracted more than 12,000 athletes, cultural participants and spectators to the Cowichan Valley, spending a combined total of $5.5M. This spending, in combination with the operational expenditures of the organizing committee and others--which totalled $9.9M--resulted in a net increase in economic activity of $18.1M throughout the Province, of which $10M occurred in the Cowichan Valley. The total economic activity supported by the event was $34.3M, supporting $12.7M in wages and salaries throughout the Province. In the Cowichan Valley, a total $8.3M in wages and salaries and 254 jobs were supported by the event. Note that Sport Canada contributed an additional $0.9M for the transportation needs of Aboriginal athletes attending the Games.

(Source: Canadian Sport Tourism Alliance)

Comment(s) on Variance(s):

Overall variance of $30.8M is explained as follows:

• $1.9M was transferred to other departmental programs to adjust for emerging priorities.

• Re-profile of funds to 2009-2010 in the amount of $17.5M.

• A re-profile of $11.4M to future years has been requested (approval pending).

Audit completed or planned:

An internal program audit of the Sport Hosting Program is planned for 2009-2010.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

An internal branch audit of the Sports Canada Branch is planned for 2009-2010 and again in 2013-2014.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

Name of Transfer Payment Program: Sport Support Program

Start date: 1961

End date: 2010-2011

Description:

The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Canadian Sport Policy. 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.

The specific objectives of the Program are to:

• Increase the opportunities to participate in quality sport activities for all Canadians, including under-represented groups;

• Increase the capacity of the Canadian sport system to systematically achieve world-class results at the highest international competitions;

• Contribute to the provision of technical sport leadership within the Canadian sport system; and

• Advance Canadian interests, values and ethics in sport at home and abroad.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

• Sport Canada continued to provide sport programs and services to the Canadian sport system by supporting National Sport Organizations (NSOs) and Multisport Service Organizations (MSOs).  In 2008-2009, Sport Canada supported 56 NSOs, 15 MSOs, seven Canadian Sport Centres and seven other non-governmental organizations.

• Sport Canada worked to increase opportunities for sport participation among all Canadians, including targeted under-represented groups. Sport Canada funded Sport Participation Development Initiatives - for persons with and without a disability - for 44 NSOs and 3 MSOs. Sport Canada funded Sport Participation Projects for five MSOs, one of which included an aboriginal project, and five other non-government organizations. In addition, Sport Canada negotiated bilateral agreements on a matching-funds basis with all 13 provincial/territorial governments to advance the goals of the Canadian Sport Policy.  These agreements support grassroots projects to improve sport participation opportunities for children and youth, Aboriginal Peoples and under-represented groups.  Agreements in place in 2008-09 included 13 "Generic" agreements, 12 Aboriginal sport agreements and 11 agreements to support team travel to the North American Indigenous Games (NAIG). In total, Sport Canada provided $6M in funding for the Generic, Aboriginal and NAIG team travel bilateral agreements.

• A revised set of national accountability standards for 2006-2012 was introduced in 2006-2007, and NSOs receiving Sport Canada funding will be monitored annually with respect to their compliance with these standards. The "first priority" standards that were expected to be fully met A revised set of national accountability standards for 2006-2012 was introduced in 2006-2007 and NSOs receiving Sport Canada funding will be monitored annually with respect to their compliance with these standards. The "first priority" standards which were expected to be fully met by the end of the 2007-08 fiscal year address the following subjects: multi-year planning; official languages services; bilingual website; harassment and abuse; bilingual communication with national teams; national teams - harassment and abuse awareness; and national teams - athlete/coach leadership.  In 2006-2007, the first year of monitoring, 93% of NSOs had at least partially met all seven "first priority" standards, while 51% of NSOs had fully met at least five of those seven standards. In 2007-08, the second year of monitoring, 99% of 45 NSOs had at least partially met all seven "first priority" standards and 88% had fully met at least five of the seven standards. In 2008-2009, 55 of 56 NSOs had at least partially met all seven "first priority" standards and 47 of 56 had fully met at least five of the seven standards.

• Sport Canada has worked to increase the number of NSOs with a sport-specific Long-Term Athlete Development Model in place. There are now 28 NSOs that have completed their Model. This is up from 2005-06 when only one NSO had completed their LTAD model and 2007-2008 when 12 where completed.

• Sport Canada worked with partners to increase the number of NSOs that have implemented the revised National Coaching Certification Program (NCCP).  In 2008-2009, 14 NSOs were in conditional approvals and 13 in final approvals in the implementation of the new NCCP level. There are now 64 NSOs that have implemented a new NCCP level. Sport Canada worked with partners to increase the number of coaches participating in the NCCP. Between April 1 and August 31, 2008, 40,265 coaches participated in one of the 2,990 NCCP workshops.

• Sport Canada worked to advance Canadian interests, values and ethics in sport at home and abroad. In 2008-2009, 3,951 doping tests were conducted by the Canadian Centre for Ethics in Sport. Some 2,878 of those tests were conducted by CCES as part of the Canadian Anti-Doping Program. In 2008-2009, 17 Canadian athletes were sanctioned for anti-doping violations.

• Sport Canada worked to further expand and strengthen program and policy collaboration within the federal government and with P/T governments and the sport community. In 2008-2009, Sport Canada continued its multi-year bilateral agreements with all 13 provincial/territorial governments to increase sport participation levels as expressed in the Canadian Sport Policy. Furthermore, two additional F-P/T bilateral agreements were negotiated, bringing the number of agreements in place to 12 that encourage and support greater participation of Aboriginal Peoples in sport. In a new initiative, 11 F-P/T bilateral agreements were signed to provide travel support for teams participating in the 2008 North American Indigenous Games.

Comment(s) on Variance(s):

Overall variance of ($10.4M) is explained as follows:

• $2.4M was transferred from other departmental programs to adjust for emerging priorities.

• $8.0M was received through 2008-2009 Supplementary Estimates (B) and was not included in the planned spending.

Audit completed or planned:

An internal audit of the Sport Canada Branch is planned for 2009-2010 and again in 2013-2014.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

Name of Transfer Payment Program: TV5

Start date: 1990-1991

End date: 2012-2013

Description:

Contribute to the international profile of Canadian French-language television programs by participating in TV5MONDE and providing Canadians with a window onto the international Francophonie by participating in TV5 Quebec-Canada.

Strategic Outcome:

• Canadians express and share their diverse cultural experiences with each other and the world.

Results Achieved:

• The TV5 program achieves tangible results in: the promotion of Canadian cultural content on the TV5MONDE airwaves; contribution to the cultural expansion of the international Francophonie; Canadian audiovisual production; and Canadians' access to the international and Canadian Francophonie with TV5 Quebec Canada.

• This year, there was a slight increase in the percentage of Canadian programming broadcast on TV5MONDE, rising from an average of about 6.8 % in 2007 to about 7.2% in 2008. This enables Canada to showcase Canadian programming on the international stage.

• Programming broadcast over TV5 Quebec Canada includes a large component of programming from TV5's European and African partners that is not available over the Canadian French-language networks. Broadcasting these programs on TV5 Quebec Canada provides the Canadian public access to the international Francophonie, enhancing their awareness of its cultural diversity. The network must also broadcast a minimum of 15% of Canadian content. This has also helped enhance the profile of Canadian French-language television productions in Canada.

• In February 2009, TV5 Quebec Canada also announced the establishment of Fonds TV5 to support digital creation--this will promote the production of French-language video vignettes intended for the new digital platforms. Up to $200,000 will be allocated to the funding and monitoring of projects. This initiative is designed to encourage emerging talent in new media production as well as Francophone culture throughout Canada, since 20% of the projects approved will originate outside Quebec.

Comment(s) on Variance(s):

Overall variance of $0.4M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned:

An internal audit of TV5 grants and contributions is planned for 2012-2013.

The planned internal audit is based on the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan. The plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

An internal audit of the International Affairs Branch is planned for 2011-2012.

This planned audit is a branch audit, not a program audit. The program is part of the branch but may or may not be included as part of the planned branch audit. There will be no program-specific report findings; reporting will be on the overall branch.

Name of Transfer Payment Program: Celebration and Commemoration Program

Start date: 2003-2004

End date: 2012-2013

Description:

The Celebration and Commemoration Program is a theme-based, integrated, and dynamic approach to celebrating and commemorating Canada and Canadians. The program provides continuity and consistency across the diverse celebratory and commemorative activities initiated by federal partners and other orders of government every year. The Celebration and Commemoration Program includes two components:  Celebrate Canada! and Commemorate Canada!

The objectives of the Celebration and Commemoration Program are to:

• Provide access to celebrations across Canada to enable all Canadians to appreciate Canada's cultural, ethnic, linguistic and geographic diversity;

• Provide access to all Canadians to commemorations of national significance to recognize Canada's notable people, places, symbols, anniversaries and accomplishments;

• Create opportunities for all Canadians to participate in national celebrations and commemorations that contribute to building pride and a sense of belonging to Canada.

Strategic Outcome:

• Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Results Achieved:

• Provision of financial support to over 1,600 projects across Canada and the participation of over 10 million people in more than 3,700 Celebrate Canada events across the country.

• Participation of over 12,000 youth (aged 5-18) in the 2008 Canada Day Poster Challenge.

• Development of a strategic alliance with the 2010 Olympic and Paralympic Winter Games Federal Secretariat to position the Vancouver 2010 Olympic and Paralympic Games as a key theme for the 2009 Canada Day Poster Challenge.

• Reconvening of the Interdepartmental Commemoration Committee and a renewal of strategic alliances with 28 federal government organizations, contributing to a more coordinated federal approach to the planning of major national commemorations.

• Increased awareness by Canadians of the 400th anniversary of Québec City. Survey results indicate that 60% of Canadians were aware in March 2009 that 2008 was the 400th anniversary of Québec City, compared to 37% in June 2007. In addition, 84% of survey respondents indicated that the activities surrounding the celebration of this event improved their knowledge of Canadian history.

Comment(s) on Variance(s):

Overall variance of ($17.1M) is explained as follows:

• Transfers in the amount of $4.8M from other departmental programs to adjust for emerging priorities.

• Additional funding received through Supplementary Estimates in the amount of $12.3M.

Audit completed or planned:

As per the current 2009-2010 to 2013-2014 risk-based, rolling multi-year audit plan, there are currently no planned audits related to this program; however, the audit plan is revised annually based on departmental needs and emerging priorities. As such, the content of this plan could evolve and be subject to change.

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

Start Date: 2001-2002

End Date: Perpetual

Total Funding: $10 million

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

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

Strategic Outcome(s): Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Summary of Results Achieved by the Recipient:

• Research capacity has increased nationally. Experts across Canada were connected to encourage collaboration, leading to an increased pool of researchers who study linguistic minorities. Ties between researchers were encouraged, and information on research opportunities communicated.
  
• The Institute's efforts in both academic and applied research are well recognized as quality work.
  
• Research results are recognized as pertinent and useful, especially in the field of education. In most cases, stakeholders have the impression that governments, communities and other researchers use the results.
  
• The Institute is very visible at seminars and conferences, and publishes its results in academic reviews at the national level.

Comments on Variance(s): No variance

Significant Evaluation findings by the recipient during the reporting year and future plan: A Formative Evaluation was conducted in 2008-2009, which examined many aspects of the Institute including governance, administration and communication. The evaluation also helped explore different options to improve the Institute's efficiency and capacities.

The evaluation demonstrated the relevance of the Institute's role as the national centre of expertise for research on linguistic minorities.

Significant Audit findings by the recipient during the reporting year and future plan: Not available.

URL to Recipient's Site:www.icrml.ca

Name of Recipient: Global Centre for Pluralism

Start Date: 2006-2007

End Date: Perpetual

Total Funding: $30 million

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

Strategic Outcome(s): Canada is an inclusive society built on inter-cultural understanding and citizen participation.

Summary of Results Achieved by the Recipient: The Centre reported on deliverables outlined in the funding agreement for the Global Centre for Pluralism, including the 2007-2008 Annual Report and its Corporate Plan. The activities of the Centre were focused on activating the Centre's governance structure and developing leadership capacity, opening a temporary office while beginning redevelopment work on the Centre's future home (at 330 Sussex Drive in Ottawa), and developing the Centre's program capacity.

Comments on Variance(s): No variance

Significant Evaluation findings by the recipient during the reporting year and future plan: Not available.

Significant Audit findings by the recipient during the reporting year and future plan: Not available.

URL to Recipient's Site:http://www.pluralism.ca.

Name of Recipient: Grant to the 2010 Games Operating Trust

Start Date: 2004-2005

End Date: Perpetual

Total Funding: $55 million

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

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

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

Strategic Outcome(s): Canada is an inclusive society built on intercultural understanding and citizen participation.

Summary of Results Achieved by the Recipient:

The growth of the Legacy Endowment Fund since its creation in 2004-2005 will ensure continued use of the venues and will support sport programming, leaving a sustainable legacy for all Canadians beyond 2010. The interest earned on this investment since 2004-2005 has been used to recapitalize on the Fund. The 2010 Games Operating Trust Society approved distributions for operational and capital maintenance costs from the Legacy Endowment Fund to the venue owners/operators starting in December 2007, when the first of the three legacy venues, Whistler Olympic Park, was officially opened and operational. During 2008, the remaining two legacy venues-the Whistler Sliding Centre and the Richmond Olympic Oval-were also officially opened. Sporting test events were held at all three legacy venues during 2008 to ensure they were competition-ready. http://www.vancouver2010.com/en/athletes-and-sports/sport-events/-/56986/f896fm/index.html

The following tables outline the annual distributions approved by the 2010 Games Operating Trust Society from the Legacy Endowment Fund to the venue owners/operators and the fund balances as of December 31, 2008.

Comments on Variance(s): No variance.

Significant Evaluation findings by the recipient during the reporting year and future plan: Not available.

Significant Audit findings by the recipient during the reporting year and future plan: Not available.

URL to Recipient's Site: No URL site for the 2010 Operating Trust Society was known on the date of publication of this report; however, information on the Trust and Legacy venues can be found at: http://www.vancouver2010.com/en/-/32678/q0c15c/index.html

Name of Recipient: National Aboriginal Achievement Foundation

Start Date: 2003-2004

End Date:2009-2010

Total Funding: $22 million

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

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

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

Strategic Outcome(s): Canada is an inclusive society built on intercultural understanding and citizen participation.

Summary of Results Achieved by the Recipient: Investment revenues from the endowment in the amount of $550,000 provided funding for 261 bursaries to Aboriginal post-secondary students, which included 134 Métis, 122 First Nation, and 5 Inuit recipients.

Comments on Variance(s): No variance.

Significant Evaluation findings by the recipient during the reporting year and future plan: Not available

Significant Audit findings by the recipient during the reporting year and future plan: Not available

URL to Recipient's Site: http://www.naaf.ca

Name of Recipient: The Trans Canada Trail Foundation

Start Date: December 2003

End Date: March 2010

Total Funding: $15 million

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

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

Strategic Outcome(s): Canadians express and share their diverse cultural experiences with each other and the world.

Summary of Results Achieved by the Recipient: The Trail helps strengthen Canada's national tourism brand. Over 80% of Canadians live within 30 minutes of the Trans Canada Trail, and over 70% (more than 14,000 km) of the Trail is already built. The remaining 30% of the Trail to be completed is among the most complex development in the Trail's history. The status of the Trail for 2008-2009 is as following:

• Quebec is more than 95% completed;
• Prince Edward Island, the Northwest Territories and Nunavut are 100% completed;
• Ontario has more than 60% completed;
• Manitoba and British Columbia are about 80% completed, while Yukon, Newfoundland, Saskatchewan, New Brunswick, Nova Scotia and Alberta are close to 60% complete.

Comments on Variance(s): The total grant of $15 million was paid to the Foundation in 2003-2004. No variance.

Significant Evaluation findings by the recipient during the reporting year and future plan: A performance evaluation is scheduled for May 2010.

Significant Audit findings by the recipient during the reporting year and future plan: Not available.

URL to Recipient's Site: http://www.tctrail.ca/home.php?l=en

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

Name of Lead Department(s): Canadian Heritage

Lead Department Program Activity: Promotion of inter-cultural understanding

Start Date of the Horizontal Initiative: April 1, 2008

End Date of the Horizontal Initiative: March 31, 2013

Total Federal Funding Allocation (start to end date): $1,110.10M

Description of the Horizontal Initiative (including funding agreement):

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

Two 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.

Website: http://www.pch.gc.ca/pgm/slo-ols/pubs/08-13-LDL/index-eng.cfm

Shared Outcome(s):

Three levels of outcomes have been established.

Ultimate outcomes: 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 their 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 their language of choice.
• Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
• Strengthening capacity of the Government of Canada relating to official languages.

Eight immediate outcomes:

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

Governance Structure(s):

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

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

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

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

Comments on Variances: In the previous 2008-2009 RPP, we were not able to fill cell 14 (Planned Spending for 2008-2009) and cell 16 (Expected Results for 2008-2009) because the Roadmap for Canadian Linguistic Duality: Acting for the Future was only announced on June 19, 2008.

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

Contact information: Geneviève Postolec (819) 934-9196

Name of Horizontal Initiative: 2010 Olympic and Paralympic Winter Games--Delivering on Our Commitments

Name of Lead Department(s): Department of Canadian Heritage

Lead Department Program Activity:

PA2 - Sustainability of cultural expression and participation

PA7 - Participation in community and civic life

Start Date of the Horizontal Initiative: Fiscal year 2003-04

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $597.1M

Description of the Horizontal Initiative (including funding agreement):

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

Shared Outcome(s):

• Canadian excellence and values will be promoted nationally and internationally;
• Sport, economic, social and cultural legacies will be established for the benefit of all Canadians, in alignment with federal policy objectives.

Early planning and seamless, cost-effective delivery of mandated federal responsibilities, including federal essential services (security, entry of individuals, etc.), will contribute to high-quality 2010 Winter Games.

Governance Structure(s):

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

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

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

Comments on Variances:

For Canadian Heritage, the major difference in planned spending is due to project delays on capital construction of the celebration sites. Vancouver delayed due to the Environmental Assessment process and Whistler due to budget and scope.

HRSDC did not pursue the Treasury Board submission to receive incremental funding under the horizontal initiative. Any activities related to the 2010 Winter Games are being funded from their A-base funding.

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

The activities taken by non-federal partners of the 2010 Olympic and Paralympic Winter Games are critical to its success. Each of these partners has provided information on the results of their activities on their respective websites.

• Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games
• Government of British Columbia
• City of Vancouver
• Resort Municipality of Whistler
• Canadian Olympic and Paralympic Committees

Contact information: Karen Mackarous  (613) 949-7816

SDS Departmental Goals: Priority 1 - To strengthen decision-making and monitoring at the Department of Canadian Heritage in support of sustainable development (SD).

Federal SD Goal(s), including GGO goals: (6) Organizational structures and processes support meaningful and significant SD objectives.

SDS Departmental Goals: Priority 2 - To improve the federal knowledge base about SD and increase planning capacity to account for the social and cultural dimensions of sustainable communities.

Federal SD Goal(s), including GGO goals: (4) Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations.

SDS Departmental Goals: Priority 3 - To integrate better environmental management in departmental policies, programs and operations.

Federal SD Goal(s), including GGO goals: (1) Clean and secure water for people, marine and freshwater ecosystems.

Federal SD Goal(s), including GGO goals:

(2) Clean air for people to breathe and ecosystems to function well;

(3) Reduce greenhouse gas emissions.

Federal SD Goal(s), including GGO goals:

(5) Sustainable development and use of natural resources;

(3) Reduce greenhouse gas emissions.

Federal SD Goal(s), including GGO goals: (6) Organizational structures and processes support meaningful and significant SD objectives.

Federal SD Goal(s), including GGO goals:

(1) Clean and secure water for people, marine and freshwater ecosystems;

(2) Clean air for people to breathe and ecosystems to function well;

(3) Reduce greenhouse gas emissions.

Federal SD Goal(s), including GGO goals:

(4) Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations;

(5) Sustainable development and use of natural resources;

(6) Organizational structures and processes support meaningful and significant objectives in regard to SDS.

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

• Contract Review Team

• Training

• Incorporating environmental performance considerations into the commodity management process for all Departmental projects that have related SD commitments

• Ensuring tender documents include environmental-related evaluation criteria

Results achieved:

• Contract Review Team (CRT): when appropriate, the team ensures that environmental performance considerations are part of all procurements reviewed by the CRT.

• The majority of Requests for Proposals (RFPs) and Requests for Quotations (RFQs) posted in 2008-2009 included evaluation criteria related to environmental considerations.

• Training: 95% of procurement staff have completed Green Procurement training, and 100% of all new staff with related duties to procurement received information on Green Procurement practices, policies and tools.

• The Contracting & Materiel Management Directorate works closely with the Department's organizations that are responsible for delivering the Vancouver 2010 Olympic and Paralympic Games and the Canada Pavilion at the 2010 World Expo in Shanghai, China, to encourage and support that their related procurement activities maintain the organization's commitments to sustainable development.

• The Department's templates for Requests for Proposals (RFPs) and Requests for Quotations (RFQs) include Green Procurement clauses as well as evaluation criteria.

Contributions to facilitate government-wide implementation of green procurement:

The Department has a relatively small environmental footprint from its day-to-day operations. PCH strives to support government-wide implementation of Green Procurement by: incorporating Green Procurement considerations in its decision-making process; ensuring use of PWGSC Green/Mandatory Standing Offers; promoting the Department's internal photocopy paper distribution program; and setting departmental procurement standards for IM/IT equipment.

Has the department established green procurement targets?

Are these green procurement targets the same as those identified in your Sustainable Development Strategy (Table 8)?

Summary of green procurement targets:

• Reducing paper consumption per capita;

• Upgrading the Department's infrastructure and capacity for videoconferencing;

• Incorporating environmental performance considerations into the commodity management process;

• Ensuring tender documents include environmental-related evaluation criteria;

• Ensuring that procurement staff complete the online course on Green Procurement;

• Ensuring that all new employees with procurement-related duties are trained on Green Procurement;

• Implementing a tracking feature for green purchases and suppliers through the Department's integrated finance and materiel system (SAP); and

• Continuing to support departmental initiatives that contribute to the reduction of greenhouse gas (GHG) emissions as well as recycling, reducing, re-using and refurbishing.

Results achieved:

• Departmental fleet was fully upgraded to hybrid models*, thereby reducing greenhouse gas (GHG) emissions and reducing the amount of fuel purchased. (*Hybrid vehicles cannot use ethanol blended fuels.)

• PCH has an internal delivery program for the distribution of photocopy paper that contains 30% post-consumer recycled content. In FY 2007-2008, paper consumption was calculated at 1.46 cases (7,281.88 pages) per capita; usage in FY 2008-2009 was 1.45 cases (7,233.77 pages) per capita.

• Approximately 90% of RFPs and RFQs posted in 2008-2009 included environmental-related criteria that are now an integral part of the RFP and RFQ templates used at PCH.

• 95% of procurement staff have completed Green Procurement training.

• 100% of all new staff with procurement-related duties have been provided training/tools/information relating to Green Procurement.

• A tracking feature for green purchases and suppliers was implemented in the Department's integrated finance and materiel system; results for 2008-2009 show that 3.4% of the Department's total purchases made were identified as Green Procurement. In consideration of the fact that this is currently a discretionary practice for users, we believe that the above figure represents a snapshot of Green Procurement practices at PCH. This feature will soon become mandatory, and PCH expects improved results for FY 2009-2010.

• 24% of all call-ups (942) issued by PCH were issued using a PWGSC green Standing Offer/Supply Arrangement.