ARCHIVED - RPP 2006-2007
Canadian Heritage

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Section II: Detailed Plans by Priority

Introduction

Section II of the Report provides a description of each departmental priority and the details on the key initiatives in each of the priority areas.

Departmental priorities and key initiatives at a glance
Priority	Type1	Key initiatives
Audio-Visual Policy Framework	Ongoing	CRTC Report on the Impact of Technologies on Canadian Broadcasting Canadian Television Fund new governance structure Telecommunication Policy Review Panel response Canadian Feature Film Policy Audio-visual institutional renewal: Telefilm Canada and National Film Board Centralization of Canadian content certification International Audio-visual Co-production Framework
Focused Arts and Cultural Policies	Previously committed	Copyright reform Canadian Periodical Policy Canadian content Online
Canada's Heritage	Previously committed	Canada's Museums Cultural Property Export and Import Act review Virtual Museum of Canada's further enhancement Canadian Conservation Institute: Returning to full function Canada Travelling Exhibitions Indemnification Program 400th anniversary of Québec City in 2008
An Inclusive and Participatory Society	Previously committed	Second-language learning agreements Multiculturalism Program Development of official-language minority communities Canada's Action Plan Against Racism Historical redress
Canada's Cultural Interests Abroad	Previously committed	International cultural trade UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions Canada's participation in international expositions International Strategic Framework
Aboriginal Languages and Cultures	Previously committed	First Nation, Inuit and Métis languages
Sport Development	Previously committed	Opportunities for sport participation Benefits of hosting High performance sport programming and technically sound sport development
2010 Games	Previously committed	2010 Games: Strategic opportunities initiative

¹ As per the TBS Reporting Guide 2006-2007 (p.17), the priorities are categorized as follows: an ongoing priority is considered to have no end date, whereas a previously committed priority was outlined in a previous RPP and is considered to have an estimated end date.

Overview of Departmental Priorities

Given the rapid pace of technological advancement, evolving markets, and demographic change, the Department of Canadian Heritage is continually reviewing and adjusting its programs and policies to ensure that they meet the needs of Canadians. The Department's programs and policies are guided by these considerations:

• ensuring efficient and responsible management;
• responding to the needs of Canadians;
• setting objectives and outcomes that are clear; and
• offering real value to Canadians.

In line with these considerations, eight priorities for the Department have been identified that respond to current challenges:

• Audio-Visual Policy Framework;
• Focused Arts and Cultural Policies;
• Canada's Heritage;
• An Inclusive and Participatory Society;
• Canada's Cultural Interests' Abroad;
• Aboriginal Languages and Cultures; and
• 2010 Games.

Audio-Visual Policy Framework

Context:
Rapid changes in technology and market forces continually transform the way cultural products are created, disseminated and consumed. New digital and other technologies, as well as radically different distribution platforms and industry convergence have placed stress on legislation, policies and regulatory institutions that were designed for an environment of the past. Citizens, consumers and industry all need an audio-visual policy framework that corresponds to today's realities and that can also meet challenges yet to come.

Actions will focus on strengthening the Canadian audio-visual framework through improvement of the management and efficiency of federal institutions and policies. The changes seek to better support cultural creators, producers and distributors, while also lead to the programming and services that Canadians want and deserve. These efforts will focus on delivering value through complementary public and private contributions that will also allow for Canadian content and have ongoing access to foreign content.

Actions:

• requesting the CRTC, through Section 15 of the Broadcasting Act, to review the impact of new technologies on the broadcasting industry;
• implementing the new, clearer governance structure for the Canadian Television Fund to one board and one administrator;
• working with Industry Canada to respond to the recommendations of the Telecommunication Policy Review Panel;
• reviewing and adjusting the Canadian Feature Film Policy;
• reviewing and modernizing the legislation for Telefilm Canada and National Film Board (NFB);
• centralizing Canadian content certification for audio-visual products; and
• developing a new framework for International Audio-visual Co-production.

Focused Arts and Cultural Policies

Context:
Technological advancements have led to the emergence of new mediums and the opening of new markets through which arts and cultural entrepreneurs can reach audiences. Canada finds itself lagging other international jurisdictions in how it treats copyright concerns which is increasingly affecting both industry, creators and consumers. In response to these changes in markets and mediums, the Department will review its arts and cultural policies and funding programs to maximize value for money and results for Canadians. Also recognizing the need for direct support to Canada's best arts organizations and most promising creators, the Government will increase funding to the Canada Council for the Arts by $50 million over the 2006-2007 and 2007-2008 fiscal years. This additional support for the arts is augmented by the incentive recently offered by the Government to increase giving to charitable institutions (including arts and cultural groups) through improved tax treatment for the donation of publicly traded securities to charities.

Actions:

• reforming Copyright;
• reviewing the Canadian Periodical policy framework; and
• reviewing the Canadian Culture Online Strategy.

Canada's Heritage

Context:
The Government's role in heritage is governed by the Act establishing the Department, the Museums Act, the Library and Archives of Canada Act, the Cultural Property Export and Import Act, the Canada Travelling Exhibitions Indemnification Act, and the 1990 Canadian Museum Policy.

To be fully effective as a resource in building strong communities and strengthening national identity, museums need to respond to changes in Canadian society and the emergence of new technologies in addition to addressing the ongoing challenges of collections care.

Museums have also identified gaps in their capacity to measure and report on their cultural, social and economic impact.

The Department needs to ensure that its legislative, policy and program instruments continue to be effective in achieving federal heritage objectives in response to the changing needs of museums and other heritage institutions.

In addition to assistance to museums and other organizations, the Department also has an important role in helping to support celebrations and commemorations to mark key events in Canada's history and in recognizing significant items in the history of our country.

Actions:

• developing a renewed federal vision for museums in the 21st century;
• implementing a software application that can be used by museums to measure economic impact;
• undertaking consultations with a view to modernizing the Cultural Property Export and Import Act;
• developing collaborative on-line space for museums to engage Canadians in active learning;
• returning the Canadian Conservation Institute to full function;
• facilitating a parliamentary review of the Canada Travelling Exhibitions Program; and
• supporting the 400^th anniversary of Québec City in 2008.

An Inclusive and Participatory Society

Context:
Canada's diversity is a source of enormous benefit to Canada's social, economic and cultural development. However, there is growing evidence that while many members of ethno-cultural /racial communities fully participate in all aspects of Canadian life, others encounter long-term barriers to their full social, economic and cultural participation. By means of its programs and initiatives, the Department of Canadian Heritage is working to address these barriers.

Through its responsibilities under the Official Languages Act, Canadian Heritage is supporting the Minister for La Francophonie and Official Languages in facilitating the enhancement of C anada's official languages, and supporting official language minority communities . The Department also has the mandate to encourage and promote a coordinated approach to the implementation of Section 41 of Part VII of the Official Languages Act.

Actions:

• advancing agreements in support of second-language learning;
• broaden the reach to ethno-cultural/racial communities through targeted interventions and effective partnerships with federal institutions;
• fostering the development of official-language minority communities;
• implementing Canada's Action Plan Against Racism;
• addressing historical redress through:
  • delivering on the commitment to the Chinese-Canadian community by apologizing and by making symbolic ex gratia payments to Chinese Head Tax payers, or if deceased, their surviving spouses;
  • establishing a $24 million community historical recognition program to provide grants and contributions funding for community projects linked to wartime measures and immigration restrictions; and
• developing a $10 million national historical recognition program to fund federal initiatives, developed in partnership with other stakeholders.

Canada's Cultural Interests Abroad

Context:
Canada's athletes, artists and creators are international ambassadors who showcase Canada to the world. Today's globally integrated economy and society is increasingly requiring international engagement by Canadian Heritage to achieve our domestic objectives and promote the interests of Canada abroad. Increasingly, domestic issues, such as building our cultural industries, improving export performance, or creating a fair competitive environment for our athletes, require global solutions. Moreover, the border between domestic and international affairs is blurred by changes flowing from globalization, technological advances, and by global migration and increased diversity at home and abroad. These global trends directly impact on Canada's cultural, social and sport policies and programs.

To meet these challenges, Canadian Heritage is committed to lead initiatives to support its key international objectives in close collaboration with the Department of Foreign Affairs and International Trade, which are: to showcase Canadian excellence abroad; to expand foreign opportunities for Canadian cultural trade and expertise; to promote the importance of the diversity of cultural expressions; and, to foster democracy and pluralism by sharing Canadian experiences and best practices in the areas of culture, sport, identity, and governance.

Actions:

• developing a focused cultural trade strategy;
• promoting the widespread and timely ratification of the UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions;
• planning Canada's participation in upcoming international expositions; and
• developing an integrated international strategic framework for Canadian Heritage.

Aboriginal Languages and Cultures

Context:
First Nations, Inuit and Métis people are extremely diverse in terms of the languages they speak, the cultures they are part of, the places they live, and the histories they have shared. In Canada, First Nations, Inuit and Métis languages are in a rapid state of deterioration. Of the more than 50 Aboriginal languages spoken in Canada, only three - Cree, Ojibway and Inuktitut - are considered to be strong enough to survive in the long-term. The remaining languages are in varying states of decline, with most considered to be critically endangered.

Recognizing the importance and the distinct nature of First Nations, Inuit and Métis cultures and languages has been an important theme in the dialogue between the Government of Canada and Canada's Aboriginal peoples. In fact, according to the Royal Commission on Aboriginal Peoples: “perhaps the most important issue raised during the Commission's hearings was the maintenance of cultural identity.”

Actions:

• developing a long-term approach to preserve, revitalize and promote First Nations, Inuit and Métis languages, which focuses on stable, multi-year funding.

Sport Development

Context:
Intuitively and empirically, we know that the value of sport goes far beyond the playing field. Sport has the power to strengthen communities – economically and culturally, to improve our health – mental and physical, and to contribute to a strong quality of life for Canadians. Yet, evidence indicates that Canadians are becoming increasingly sedentary, and are not participating in sport at the same levels they have in the past. According to the Conference Board of Canada's 2005 report of the socio-economic benefits of sport, sport participation has dropped from 45 percent in 1992 to 34 percent in 1998 to 31 percent in 2005. In line with the Department of Canadian Heritage Act, the Physical Activity and Sport Act and the Canadian Sport Policy, the Department seeks to encourage, promote and develop physical activity and sport in Canada through program support to the sport community and collaborative efforts with the provinces and territories, consistent with the Canadian Sport Policy.

Success by Canadian athletes at the highest levels of international competition can motivate a new generation of children and youth to participate in sport and profit from the many benefits that sport has to offer. Similarly, with more participants in the sport system, the pool of talented athletes will expand, leading to future success in international competition.

In Budget 2006, the Government introduced a $500 children's fitness tax credit to promote physical fitness among young Canadians, and to support families with the costs of registration fees. The Budget also committed to developing a new policy to guide decisions on hosting international sport events in Canada. Hosting international sport events has significant social, cultural and economic benefits, while providing Canadian athletes access to upgraded facilities, modern equipment and a higher level of competition. Further, the Department will develop a new Sport Excellence Strategy, specifically aimed at increasing the potential for athletes to achieve podium performances at Olympic and Paralympic games.

Actions:

• collaborating with provinces and territories to increase sport participation, for children, youth, and under-represented groups, consistent with the Canadian Sport Policy;
• strengthening Canada's approach to hosting international sporting events through the development and implementation of a revised hosting policy;
• supporting high performance sport programming and technically sound sport development through:
  • developing a new Sport Excellence Strategy aimed at enhancing athletes' performances at Olympic and Paralympic Games through fair and ethical means; and
  • implementing the Own the Podium program for winter sports to support Canada's athletes in achieving podium performances at the 2010 Winter Olympic and Paralympic Games in Vancouver and Whistler.

2010 Games

Context:
With the four-year countdown towards the 2010 Winter Olympic and Paralympic Games well underway, the Government of Canada will pursue its commitment to work in partnership to ensure that the organization and delivery of the 2010 Games reflects the cultural, social, and linguistic diversity of Canada.

Under the Federal Policy for Hosting International Sport Events, the Government of Canada will provide federal essential services and capital and legacy funding in support of the 2010 Games that can bring significant net sport, economic, social and cultural benefits to Canadians.

The Department of Canadian Heritage manages the federal funding for the Games in a responsible way that produces results for all Canadians and ensures the accountable and transparent use of public funds. The department also acts as a focal point for the Government of Canada's participation in the hosting of the 2010 Winter Games by providing leadership, advice and support to interdepartmental and intergovernmental engagement in the 2010 Games and related initiatives, and ensuring Canada's commitments for the delivery of essential federal services are respected.

Actions:

• developing strategic initiatives around the 2010 Winter Olympic and Paralympic Games in Vancouver and Whistler; and
• working with our partners to ensure the obligations under the Multi Party Agreement are fulfilled.

Priorities and Key Initiatives

Priority - The Audio-Visual Policy Framework

The Department of Canadian Heritage will give continued focus to Canada's broadcasting and audio-visual policy. This priority will focus on a range of initiatives to ensure programs related to film and broadcasting are meaningful and reflect changes in new media and new technologies, thereby ensuring that Canadians have a current and relevant policy framework.

CRTC Report on the Impact of Technologies on Canadian Broadcasting

Technology is rapidly changing the broadcasting landscape leading to the emergence of multi-disciplinary media companies containing, among others, converged telecommunication, broadcasting, film production and print business lines. To fulfill its responsibilities for policy making, the Government needs to better understand the future of the broadcasting and media industry and audiences in an era of rapid technological change. Canada's broadcasting industry is faced with many challenges but also opportunities to explore new technologies and ways of accessing their audiences while ensuring Canadians have the programming choices and services they demand. The Government supports Canada's public broadcaster, CBC/Radio-Canada, and will work towards ensuring it continues to have a place as the media and broadcasting world evolves. A s an important first step towards modernizing Canadian broadcasting policy, pursuant to Section 15 of the Broadcasting Act, the Government has directed the CRTC to report on the impacts of technological change on Canadian broadcasting as a whole.

More information on the Report can be found at (http://www.crtc.gc.ca/archive/eng/notices/2006/pb2006-72.htm)

Planned results and performance indicators

The CRTC's final report will provide a factual synthesis of research and comments from the public and broadcasting stakeholders, and it will serve as an environmental scan to inform broadcasting policy decisions, including policy as it relates to the CBC/Radio-Canada, regarding the future of the broadcasting system.

Milestones and timeframe

The CRTC is to present its report by December 14, 2006.

Canadian Television Fund new governance structure

The Canadian Television Fund (CTF) is a public-private partnership whose objective is to assist in the creation and broadcast of high-quality, culturally significant Canadian television programs in both official languages during peak viewing hours. The CTF's annual revenues have come from three sources: cable and satellite distributors, the federal government and recoupments on investments in television projects by Telefilm Canada.

In response to recommendations in several reports, including that of the Standing Committee on Canadian Heritage on the Canadian broadcasting system and the Auditor General, the Department has worked with stakeholders to modify the governance framework of the CTF to a one board (CTF Corporation) and one administrator (Telefilm Canada) model, with public policy direction continuing to come from the Department .

More information on the Canadian Television Fund can be found on the Department's website at: (http://www.pch.gc.ca/progs/ac-ca/progs/fct-ctf/index_e.cfm).

Planned results and performance indicators

The results of the modified governance structure of the Canadian Television Fund, which will make one board responsible for its activities, will enhance accountability, simplify administration, and improve reporting. It will also result in cost savings that will be invested in program production. The Department will monitor the results of the initiative on a continuing basis.

The CTF annual business plans and annual reports will include performance information on the new governance framework. Productions of high-quality, distinctly Canadian television programming will be measured by calculating the number of hours of new Canadian programming developed and produced with CTF support and the number and nature of awards and critical acclaim for CTF-supported productions. The CTF will also report on the success of CTF-supported productions with Canadian audiences, by language and by genre.

Milestones and timeframe

Year 1: 2006–2007

Implement the new governance framework as early as possible in the 2006–2007 fiscal year.

Telecommunications Policy Review Panel response

The Government of Canada appointed a Telecommunications Policy Review Panel in April 2005 to examine the telecommunications policy and regulatory framework in Canada. The panel examined issues regarding regulation, access and adoption of information and communication technologies. The existing regulatory regime was designed in an era that is markedly different from today where consumers have access to the Internet, high-speed broadband and other technologies and platforms. Furthermore, the access issue has evolved from one of provision of basic telephone service across the country to one characterized by consumer demand and competition that goes beyond traditional providers and only voice services.

Taken together, the Panel's recommendations would create a more market-oriented, deregulated approach to telecommunications. The Government of Canada has signalled its intent to move in this direction by tabling in Parliament a policy directive to the CRTC. Where regulation would still be necessary (where the market cannot correct problems), regulation would be minimal and efficient. The Panel's recommendations would also promote Canadian productivity and competition through Information and Communications Technology (ICT) investment and the “smart adoption” of ICT.

In an Afterword to the Report, the Panel also suggested, but did not formally recommend, that an outside panel of experts undertake a fundamental review of broadcasting. The Afterword also suggested that foreign investment restrictions for telecommunications companies, and eventually for broadcasting distribution undertakings, be liberalized.

Further information regarding the Telecommunications Panel is available online at: (http://www.telecomreview.ca/epic/internet/intprp-gecrt.nsf/Intro).

Planned results and performance indicators

The Department will ensure that proposed changes to policy or legislation are measured and that the impacts of such changes on the broadcasting system are consistent with the government's policies and objectives.

Milestones and timeframe

Year 1: 2006–2007

Work closely with Industry Canada to develop the proposed government position regarding recommendations in the Panel's report that deal with matters affecting the Canadian Heritage Portfolio.

Canadian Feature Film Policy

In 2000, the Department of Canadian Heritage released a policy to support Canadian feature film entitled From Script to Screen. A recent independent evaluation of the policy, public opinion polling and the report on the Canadian film industry by the Standing Committee on Canadian Heritage, concluded that the majority of objectives and targets set in the policy were met. However, the success of Canadian feature films has been mixed – French-language films have achieved audience success while English-language films have not achieved the same results. It is clear that French and English feature film markets face different challenges and realities. The Department will work to address these issues through consultations.

Planned results and performance indicators

Develop a plan to recognize differences and build subsequent changes to existing policy for the coming years.

Milestones and timeframe

Year 1: 2006–2007

Engage the industry and stakeholders in consultation to proceed with adjustments to the Canadian Feature Film Policy.

Make adjustments to the Canadian Feature Film Policy.

Audio-visual institutional renewal: Telefilm Canada and National Film Board

Today, audio-visual production takes place in an environment of rapid technological advancement, globalization, convergence and socio-demographic diversity. Recent studies, such as those from the Standing Committee on Canadian Heritage, have recommended that the mandate of Telefilm Canada , the National Film Board (NFB) and other federal cultural agencies be better aligned toward common objectives, while clearly delineating their roles and responsibilities.

Telefilm Canada was created in 1967 to foster and promote the development of a feature film industry in Canada. Over the years, Telefilm Canada's responsibilities were expanded to include television and new media. In 2005, the government amended the Telefilm Canada Act to reflect the current activities of the corporation and there was an intention to also move forward with work to modernize the legislative framework.

The NFB was created by an act of Parliament in 1939. Its mandate, as set forth in the National Film Act, 1950, is to produce and distribute and to promote the production and distribution of films designed to interpret Canada to Canadians and to other nations. In recent years, the NFB has focussed its activities on mostly the production of documentaries and animation films.

Planned results and performance indicators

This initiative will result in legislation that establishes a modern governance and accountability structure, as well as flexibilities to respond to the realities of the Canadian audiovisual industry in the 21st century. An examination of Telefilm Canada and NFB following legislative changes will be used to assess the success of its renewal.

Milestones and timeframe

Year 2: 2007–2008

Propose new legislation for tabling, if applicable.

Centralization of Canadian content certification

A number of reports, including the Standing Committee on Canadian Heritage's 2003 Report on Broadcasting, called for the centralization of Canadian content certification processes. Four federal audio-visual support partners currently assess the Canadian status of productions for their respective programs and responsibilities —the Canadian Audio-Visual Certification Office (CAVCO), the Canadian Television Fund (CTF), Telefilm Canada, and the Canadian Radio-television and Telecommunications Commission (CRTC). The Department has identified CAVCO as the organization to certify Canadian content on behalf of the federal partners.

The centralization initiative is led by the System Council, an inter-departmental group of senior representatives from the Department of Canadian Heritage, CRTC, CTF, Telefilm Canada and the Canada Revenue Agency (CRA). Studies confirm the viability of centralizing certification. The Department will build on the results of these studies to simplify and improve the coherence, accountability and transparency of Canadian content certification.

Planned results and performance indicators

Centralizing the certification of Canadian content will provide Canadian producers with a simplified, comprehensive, single-window access. That will bring coherence to certification in view of meeting the objectives of government policies and will improve data gathering on the industry.  The optimization of costs and the improvement of data collection over time will be part of the measures used to assess the performance of this initiative.

Milestones and timeframe

Year 1: 2006–2007

Confirm elements of the certification process that should be centralized.

Prepare legislative and regulatory amendments to centralize the certification of Canadian content, if applicable.

Year 2: 2007–2008

Amend legislation and regulations, if applicable.

International Audio-Visual Co-Production Framework

International co-production agreements provide national status to audio-visual production both in Canada and in partner countries. This status provides access to public funding and broadcasting systems in both countries, where applicable, and enhances bi‑lateral trade and cultural exchanges in the audio-visual sector.

Canadian audio-visual producers are operating within the international audio-visual production community to finance and sell their productions.  Given the importance of international audio-visual co-production to Canada's objectives for this sector, the continued demand from countries wishing to enter into agreements with Canada, and changes in other countries' (notably in the European Union) approaches and practices relating to co‑productions, a review of the framework has been undertaken.

The purpose of the review is to examine and refine the objectives of co-production, ensure that they are properly aligned with other federal audio-visual policies and programs, and with overall government objectives.

Planned results and performance indicators

Over time, the review will result in clearer objectives for official co-production between Canada and foreign partners, selection criteria for new partners, and an integrated performance measurement framework. Key indicators of success include the timely completion, adoption and implementation of a revised framework for international audio-visual co-production.

Milestones and timeframe

This initiative was announced in the previous RPP and consultations have taken place that led to the drafting of a revised framework. The following milestones represent the completion of the initiative:

Year 1: 2006–2007

Consult stakeholders on the draft framework and incorporate key results from the consultations.

Issue new framework for international audio-visual co-production. Communicate objectives to Canadian industry stakeholders and main international partners.

Years 2 and 3: 2007–2009

Begin a multi-year implementation strategy completed through international treaties.

Priority - Focused Arts and Cultural Policies

Expanding on the previous RPP priority “Facilitating the Transition to the Digital Economy”, the focus includes the challenges inherent in building, protecting and promoting Canadian content in a technologically advanced world where citizens will continue to have access to so much cultural content from around the world. Closely linked to the Audio-Visual Policy Framework priority, the key initiatives under this priority focus on policy related to copyright, periodicals and to encourage Canadian content on the Internet.

Copyright reform

Copyright protection provides the fundamental legal underpinning for fostering the creation and dissemination of cultural products. Cultural industries relying on copyright protection, such as music, film and software, contribute significantly to Canada's economy and growth. The Canadian Copyright Act seeks to achieve a balance, in the public interest, between recognizing the rights of the creators and owners of copyright works, and the access and dissemination of these works. Technological advances, the development of new business models, and virtually unlimited access to creative works, have revealed challenges for the Act.

In the fiscal year 2006–2007, the Department in coordination with Industry Canada, is planning to introduce two new pieces of legislation: first to amend the Copyright Act in order to allow Canada to implement the provisions of the two most recent World Intellectual Property Organization treaties on copyright and to address issues related to technological advances and the Internet; second, to amend the provision in the Act relating to the protection of photographs.

More detailed information can be found online at (http://www.pch.gc.ca/progs/ac-ca/progs/pda-cpb/neuf-new/index_e.cfm).

Planned results and performance indicators

The amended legislation will provide adequate copyright protection and fair compensation for rights holders and allow reasonable access to the public in line with international standards.

Milestones and timeframe

Year 1: 2006–2007

Undertake consultations to develop the approach to reform the Copyright Act and address outstanding issues regarding amendments to the Act.

Propose legislation for tabling in Parliament.

Canadian Periodical Policy

The Department of Canadian Heritage supports the creation and dissemination of Canadian  magazines, periodicals and community newspapers through different program and policy mechanisms, including the Canada Magazine Fund (CMF) and the Publications Assistance Program (PAP).  Canada Post, a Crown corporation, also participates in funding and administering the PAP.   

Canada's large geographic scope and limited population base causes Canada's periodical to be highly dependent on a strong, subscription-based domestic periodical industry. While recent evaluations of the PAP and the CMF were positive, a review of federal funding initiatives is required, particularly in light of the changing business environment for the periodical industry, constant increases in distribution costs, and Canada Post's review of its continued partnership with, and support for, the PAP.

In this context, Canadian Heritage will review how effectively its Canadian periodical programs and policy serve Canadians, and make any necessary adjustments to ensure that they are effective in assuring Canadian Heritage policy goals.

Planned results and performance indicators

The Department's review of its Canadian periodical support framework will lead to changes to ensure the programs remain relevant and that the program funding is as effectively targeted as possible. Some of these changes will reflect the challenges faced by the industry in creating content and distribution, and the partnership with Canada Post. The Department will examine future evaluations or studies to measure the effectiveness of any actions taken as a result of the review.

Milestones and timeframe

Year 1: 2006–2007

Consult appropriately with Canada Post to clarify future roles with respect to the PAP and act on the evaluation findings as they relate to the PAP and the CMF.

Consult with stakeholders on the policy approach to Canadian periodicals.

Year 2: 2007–2008

Complete consultations and introduce changes to program targets and/or structures accordingly.

Canadian content online

Since 2001, the Canadian Culture Online (CCO) Strategy has been a primary instrument to help ensure Canadians have access through the Internet, and increasingly through other delivery vehicles such as cellphones and MP3 players, to Canadian cultural content in both French and English .

Given the dynamic nature of digital interactive media, the Department of Canadian Heritage will undertake a review of the Canadian Culture Online Strategy over the next two years. The review was initiated by an evaluation of the support program for the new media sector—the Canada New Media Fund—in 2005. It will be followed by an evaluation of the other remaining elements of the CCO strategy, which are as follows: support for the creation of digital cultural content by federal agencies with cultural collections, heritage institutions and cultural and community organizations; portals, including Culture.ca and the Virtual Museum of Canada; funding assistance for applied research and development in new media technologies; and sectoral assistance to the new media industry to help Canada remain a leader in interactive cultural content.

More information about the Canadian Culture Online Strategy and Canada New Media Fund can be found at: (http://www.pch.gc.ca/pcce-ccop/); and (http://www.telefilm.gc.ca/03/311.asp?fond_id=3).

Planned results and performance indicators

The assessment of support mechanisms under the CCO strategy will be key to providing Canadians with access to diverse and quality Canadian content in the online space that Canada's need and want.

The goals of this initiative are to present a revised strategy for support to the new media industry for government approval, and a revised strategy for the remaining elements of the CCO strategy (other than industry support) will be presented for approval by government in autumn 2007.

Milestones and timeframe

Year 1: 2006–2007

Finalize the evaluation of the Canada New Media Fund, which began in autumn 2005.

Prior to the expiration of the Fund's authorities on March 31, 2007, consult with new media industry and other stakeholders to assess current and potential needs and formulate a revised strategy for supporting this industry and present it for government approval, as appropriate

Year 2: 2007–2008

Implement revised measures for supporting the new media industry.

As scheduled with the Treasury Board Secretariat (by March 31, 2008), complete the summative evaluation of the remaining elements (other than industry support) of the Canadian Culture Online Strategy, assess current and future needs through consultations with stakeholders, and present a revised strategy for government approval, as appropriate.

Year 3: 2008–2009

Implement the revised strategy for Canadian Culture Online once approved.

Priority - Canada's Heritage

It is important to Canadians that their history and heritage be safeguarded for future generations. It is through the preservation and recognition of Canada's heritage that the national context is understood. The Department of Canadian Heritage plays a leading role in facilitating the preservation of and access to historical cultural works and practices, including film, music, Aboriginal languages, Aboriginal stories and national cultural artifacts and archives.

Canada's Museums

Canadians value heritage as central to their sense of identity, their attachment to Canada and their quality of life and look to our museums and archives to protect and preserve their national heritage for this and future generations. Canadians trust museums more than any other source of information about Canada's history.

The four national museums and Library and Archives Canada are key assets for the Government of Canada in fulfilling its policy objectives in this area. They are the only institutions with explicit mandates to preserve and present the heritage of the entire country. They extend their reach to Canadians outside the National Capital Region, not only through their websites, but also through traveling exhibitions that are presented in other institutions, and by lending individual objects. Non-federal museums across the country have emphasized the importance of these national outreach programs in strengthening their own capacity to meet their mandate and needs. The Department of Canadian Heritage will work with the national museums and Library and Archives Canada to ensure that they are equipped to fulfill their mission to increase the extent to which the national collections reach all Canadians.

Non-federal museums across the country also play important roles in preserving Canada's heritage and contributing to the economic and social well-being of communities. Museums need to respond to changes in Canadian society and the emergence of new technologies in addition to addressing the ongoing challenges of collections care. Museums have also identified gaps in their capacity to measure and report on their cultural, social and economic impact. The Department of Canadian Heritage will continue to work with the museum sector to address these issues. During the 2006–2007 fiscal year, the Department will introduce a software application that can be used by museums to measure economic impact. It will continue to work with the museum sector to develop a renewed vision for the Government's museum policy. Modernization of the Cultural Property Export and Import Act, review of the Travelling Exhibitions Indemnification Program and initiatives by the Canadian Conservation Institute, and the Canadian Heritage Information also comprise important aspects of these efforts. The grants and contributions programs in the Department for which museums are eligible are equally important tools in enabling institutions to carry out special projects such as developing travelling exhibitions and improving their collections care.

Planned result and key indicators

The long-term result for these activities is an enhanced accessibility by Canadians to our rich and diverse heritage. Key indicators this year, in addition to those identified below for the consultations on the Cultural Property Export and Import Act, the Travelling Exhibitions Indemnification Program, the Canadian Conservation Institute, and the Canadian Heritage Information Network, include availability of the new economic impact measurement tool, the number of visitors to travelling exhibitions and improvements in collections care capacity.

Milestones and timeline

The economic impact measurement tool was introduced in a workshop for the museum sector during the Canadian Museums Association's annual conference in May 2006. Over 2006‑2007, other strategies to reinforce the role of museums will be evaluated.

Cultural Property Export and Import Act review

The Cultural Property Export and Import Act (CPEIA) enacted in September 1977 as Canada's implementing legislation for the 1970 UNESCO Convention on illicit traffic in cultural property. The Act established Canadian export control over cultural property; the Canadian Cultural Property Export Review Board; tax incentives and grants to encourage the sale and donation of significant items to Canadian public institutions and the repatriation of such objects from abroad; and import controls that fulfil Canada's treaty obligations toward other States Parties to the Convention.

Since its introduction, the Act has demonstrated effective achievement of its public policy objectives, indicating that its basic structure and approach are sound. However, the past 29 years have also revealed areas of the Act that may require clarification, elaboration, or improvement to maximize the effectiveness and efficiency of its administration as a tool for the protection of cultural property. In 2006-2007, the Department of Canadian Heritage will issue a Discussion Paper and conduct consultations with stakeholders to identify possible improvements to the Act that would strengthen its effectiveness and enhance accountability.

Planned result and performance indicators

The long-term result of this initiative is that this important legislation will be a modernized, more effective tool in the preservation of Canada's cultural heritage, and that of countries who suffer the loss of their heritage through illicit traffic in cultural property. The result this year will be the completion of consultations. Key indicators include a discussion paper published and consultations held.

Milestones and timeframe

Year 1: 2006–2007

Public and stakeholder consultations undertaken to identify options for legislative reform.

Year 2: 2007–2008

Legislative reform package tabled in Parliament.

Virtual Museums of Canada's further enhancement

Since its creation in 2001, the Virtual Museum of Canada has worked with museums across the country to develop significant digital content attracting millions of domestic and international online visitors. Responding to the rapid evolution of the Internet and the needs of users, the Canadian Heritage Information Network (CHIN), in consultation with its 1,200 member museums and the education community, will develop a new online museum learning space to enable:

• museums to expand their educational outreach by interacting online with teachers and students, adding an interpretative dimension to the digital learning resources;
  
  
• teachers to develop and share lesson plans and learning scenarios, define learning outcomes and invite museum educators to participate in interpretative (Web conferencing) sessions; and
  
  
• students and lifelong learners to access learning resources, share information with one another, and interact with museum educators.

More information on this initiative can be found online at: (http://www.virtualmuseum.ca).

Planned result and performance indicators

With the new online museum learning space, Canadians will have effective access to digital learning resources that reflect Canada's heritage. The results of this initiative will be measured quantitatively and qualitatively through the level of engagement and participation of museums as content providers and the learning community as users (teachers and students in the first phases).

Milestones and timeframe

Year 1: 2006–2007

Launch the pilot phase of the online museum learning space with sample content designed to enable an evaluation of the approach. The development and implementation of this initiative will be phased in with a comprehensive set of functions to be completed by 2008.

Canadian Conservation Institute: Returning to full function

The Canadian Conservation Institute (CCI) is an internationally-recognized centre of excellence in preservation that is committed to increasing the heritage community's capacity to preserve Canada's material cultural heritage for current and future generations. CCI's research and development, expert services and knowledge-transfer support heritage institutions and Aboriginal communities across Canada. CCI also contributes to activities of the Department of Canadian Heritage and the Government of Canada on the world stage through international collaborative research projects, technical symposia, and publications in research journals.

Essential renovations to CCI's main facility have impeded its use of laboratories for core research, services and training activities. Construction work to address the current building/laboratory codes, building accessibility requirements and health and safety issues will be completed in the fall of 2006, at which time CCI will resume full operations.

More information about the CCI's activities can be found online at: (http://www.cci-icc.gc.ca) and (http://www.preservation.gc.ca).

Planned result and performance indicators

The key planned result of this initiative is to ensure the heritage community both in Canada and internationally has access to CCI's research, publications, expert services and training on the preservation of material cultural heritage. CCI's performance will be assessed through client surveys that measure the number of people trained and the percentage of clients who indicate their satisfaction with the expert services and training opportunities provided.

Milestones and timeframe

Year 1: 2006–2007

Work with Public Works and Government Services Canada to complete renovations to CCI's main facility and address custodianship.

Continue consultations with Aboriginal communities and planning for the 2007 Preserving Aboriginal Heritage Symposium: Traditional and Technical Approaches.

Deliver, in collaboration with the International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM), a two-week workshop on Reducing the risks to collections aimed at Canadian, American and South American conservation professionals.

Progress in developing a Collection Preservation Management Manual for heritage workers and volunteers.

Implement new frameworks: a research framework for a more focused approach to its scientific and conservation research, and a client services framework with more responsive, transparent and equitable delivery.

Launch e-services and CCI notes online to increase access to CCI services and preservation knowledge.

Year 2: 2007–2008

Launch a new fellowship program for Canadian conservation professionals to address their training needs, and reinstate the internship program to build conservation capacity.

Host the 2007 Preserving Aboriginal Heritage Symposium: Traditional and Technical Approaches.

Use its expertise to produce and publish new publications to fill knowledge and training gaps.

Assess the impact of the research framework on the results of scientific and conservation research.

Canada Travelling Exhibitions Indemnification Program

The Canada Travelling Exhibition Indemnification Program was implemented following the adoption of the Canada Travelling Exhibitions Indemnification Act, which came into force on December 15, 1999. Under the auspices of the program, the government accepts the financial risk of loss or damage associated with major travelling exhibitions in Canada. Pursuant to section 5.1 of the Act, the Department must report to Parliament on the first five years of the program's operation.

More information on the program can be found online at: (http://www.pch.gc.ca/progs/pei-trx/index_e.cfm).

After the program evaluation in 2005–2006, the Department will make adjustments to ensure that the Canada Travelling Exhibition Indemnification Program is effective in increasing Canadians' access to cultural heritage exhibitions.

Planned result and performance indicators

The planned result for the program is increased opportunities for Canadians to access Canadian and international cultural heritage through the exchange of artifacts and exhibitions in Canada. Key indicators to measure the result include the number of exhibitions and venues, visitor numbers and insurance savings for hosting institutions.

Milestones and timeframe

Year 1: 2006–2007

Submit a report to Parliament concerning issues such as program impact and the management of risk.

Analyse the implications of raising program liability ceilings, potential alterations to other program design elements and more effective data collection strategies.

Ongoing

Collect program data for measuring results of the program on an ongoing basis.

400^th anniversary of Québec City in 2008

In response to Canadians' ever-growing interest in celebrating great people and defining moments that have shaped Canada's history, in 2002 the Government of Canada approved “Canada 2004-2008”, a five-year plan to commemorate Canada's national anniversaries. It identified the celebration of the 400^th anniversary of the founding of Québec City in 1608, Canada's oldest city, as a key commemorative event.

By way of its Celebration, Commemoration and Learning Program, the Department will support commemorative programming by coordinating federal involvement in 2008 events, working with federal departments and agencies, provincial governments, municipalities and other partners, including the “Société du 400^e anniversaire de Québec”.

More information on the five-year plan, entitled “Canada 2004-2008” can be found online at: (http://www.pch.gc.ca/pc-ch/org/sect/publi/celeb_e.cfm).

Planned results and performance indicators

As a result of this key initiative, Canadians will have increased opportunities to learn about and celebrate Canada's first city and permanent settlement of la Francophonie in North America. The number of opportunities made available to Canadians and the number of participants who attend the commemorative events in Québec City in 2008 as well as in other parts of Canada will be measured to evaluate the success of the 400^th anniversary celebrations and the recognition by other Canadians across the country.

Milestones and timeframe

Year 1: 2006–2007

Establish multi-year contribution agreement with the Société du 400e anniversaire de Québec , a non-profit organization established to plan, coordinate and carry out festivities to commemorate the anniversary of Québec City in 2008 .

Ongoing (Years 1 to 3: 2006–2009)

Manage and monitor the contribution agreement with the Société du 400e anniversaire de Québec .

Collaborate and coordinate with other federal departments and agencies, provincial and municipal governments, and other partners on commemoration activities.

Year 3: 2008–2009

Obtain a final activity/result and an audited financial report from the Société du 400e anniversaire de Québec .

Priority - An Inclusive and Participatory Society

Canada's ability to leverage the benefits of diversity depends on its success at ensuring that all citizens have the opportunity to participate economically, socially, politically and culturally in Canada. The Department aims to eliminate barriers to full participation in Canadian society through targeted interventions.

Second-language learning agreements

Over the past 35 years, the Government of Canada has provided financial assistance to the provinces and territories to help them offer second-language learning programs. Learning the second official language gives Canadians, whether French- or English-speaking, an appreciation of the other group's reality, thereby enhancing Canada's linguistic duality. Through its Enhancement of Official Languages program, the Department continues to work with the provinces and territories to support the instruction of English and French as second official languages, while pursuing the objective of doubling the proportion of Canadian youth between 15 and 19 years old who have a working knowledge of both official languages.

More information on the Department's activities to enhance official languages can be found online at: (http://www.pch.gc.ca/progs/lo-ol/progs/mev_e.cfm).

Planned results and performance indicators

The planned result of this initiative is to increase the proportion of Canadians who have a working knowledge of both official languages and a greater understanding and appreciation of the benefits of linguistic duality in the short term. By measuring annually the number of Canadian youth enrolled in various second-language programs and analysing trends in these enrolments during the program evaluation, measure bilingualism of Canadian population over the long term, the Department will be able to determine the progress made in reaching the goal set in the Action Plan for Official Languages.

Milestones and timeframe

The Department has signed four-year agreements with the Council of Ministers of Education, Canada, and all provinces and territories for specific measures related to second-language learning.

Year 1: 2006–2007

Continue to implement the agreements with the Council of Ministers of Education, Canada, and the provinces and territories supporting second-language learning.

Reach new agreements with provinces and territories or specific organizations for measures fostering second-language learning or promoting linguistic duality.

Increase electronic access to information about intergovernmental agreements.

Years 2 and 3: 2007–2009

Begin preparations to evaluate the Enhancement of Official Languages program, such as the creation of an inventory and an analysis of available data.

Evaluate the Enhancement of Official Languages program and prepare appropriate response.

Multiculturalism Program

Canada's ability to leverage the benefits of diversity depends on its success at ensuring that all its citizens have opportunities to participate in Canada's economic, social, political and cultural life. Research indicates that some members of ethno-cultural/racial communities are more successful at taking an active part in many aspects of Canadian life than others. As Canada's population becomes increasingly diverse, the need to address barriers and challenges becomes ever more important.

In this context, the Multiculturalism Program will continue to focus on identifying the barriers faced by ethno-cultural/racial communities by supporting activities that include specific interventions and leadership at the federal level. Particular emphasis will be placed on youth in these communities by identifying, funding and promoting initiatives to address the challenges faced by the youth and, by extension, to help increase positive participation within the broader Canadian society. Emphasis will also be placed on the removal of barriers that limit the economic, social, political and cultural participation of these communities in Canada.

Planned results and performance indicators

By broadening the reach to ethno-cultural/racial communities through targeted interventions and effective partnerships, towards achieving fuller participation of these communities in all aspects of Canadian society, the Department will further help to create a cohesive society. Eliminating barriers to participation will help Canadians of all backgrounds contribute to Canada's economy, political landscape, and to build a welcoming respectful society. Performance will be measured by examining the results achieved through funded projects, activities and collaboration with other programs, departments and agencies.

Milestones and timeframe

Year 1: 2006–2007

Develop collaborative frameworks with other Canadian Heritage programs and other government departments and agencies to address specific economic, social and cultural challenges facing ethno-cultural/racial communities.

Develop and provide support to organizations working with ethno-cultural/racial communities across the country with practical initiatives to achieve the government's goals.

Years 2 and 3: 2007–2009

Implement and monitor the results of the collaborative frameworks.

Continue collaboration with ethno-cultural/racial communities to address barriers to their full participation in Canadian society.

Development of official-language minority communities

For the past 35 years, the Government of Canada has provided financial assistance to the provinces and territories to help them offer minority-language education programs. The Department encourages provincial and territorial governments and other federal agencies to provide communities with programs and services in areas deemed to be a priority for their development (health, social services and economic development). The Department has also provided direct assistance to official-language minority communities' organizations and institutions so that they can offer their members cultural and community activities in their language (radio, theatre, print media, community centres, etc). Through its Development of Official-Language Communities program, the Department continues working with its many partners, with a particular emphasis on pursuing the education objective, which is to increase the overall proportion of eligible students enrolled in minority-language schools in Canada.

More information on the Department's activities with regard to the development of official-language communities can be found online at: (http://www.pch.gc.ca/progs/lo-ol/progs/dclo_e.cfm).

Planned results and performance indicators

The planned result of this initiative is to provide official-language communities with greater access to programs and services in their language through various community and government bodies. By measuring annually the number of young Canadians enrolled in minority-language schools and analysing trends in these enrolments during the program evaluation, the Department will be able to determine the progress made in reaching the goal set in the Action Plan for Official Languages.

Milestones and timeframe

The Department has renewed cooperation with the communities and provincial and territorial governments using various multi-year agreements.

Year 1: 2006–2007

Carry on the implementation of the agreements with the Council of Ministers of Education, Canada and the provinces and territories and reach new ones supporting minority-language education.

Reach new agreements with provinces and territories and community organizations for measures contributing to the development and vitality of official-language minority communities, including the provision of services in the minority language.

Continue to coordinate activities with various federal departments and agencies.

Increase access to information about intergovernmental and community agreements.

Conduct a survey on Canadians' attitudes and perceptions toward official languages, with a specific component for minority communities, and support the development of other performance measurement tools.

Years 2 and 3: 2007–2009

Begin preparations for the evaluation of the Development of Official-Language Communities program, such as the creation of an inventory and an analysis of available data.

Evaluate the Development of Official-Language Communities program and prepare for its renewal in March 2009.

Canada's Action Plan Against Racism

While Canadians support multiculturalism and the economic, social and cultural benefits associated with diversity, barriers persist that prevent full participation of some Canadians. This is particularly true for visible minority Canadians, many of whom face racism and discrimination. As ethno-cultural/racial communities continue to grow, this reality will affect an ever-growing number of people at an increased cost to Canada.

In their commitment to combat racism and nurture a more inclusive society, the Department of Canadian Heritage and key federal partners are working to implement initiatives announced in A Canada for All: Canada's Action Plan Against Racism. These initiatives aim to help Canadian families and communities by addressing gaps in federal programs and by eliminating systemic barriers. They focus on the settlement of new citizens, and the promotion of institutional change within public institutions to remove systemic barriers.

Over the planning cycle, Canadian Heritage will work with key partners to deliver the new initiatives for which the Department is responsible.

Planned result and performance indicators

The key result for the Action Plan is that by combating racism, Canadians, regardless of race, ethnicity, cultural or religious background, are able to participate in and contribute to Canadian society and achieve their full potential. T o measure the Action Plan's impact, the Department will develop success indicators and consult Canadians to solicit their feedback. Progress will be reported in the “Annual Report on the Operations of the Canadian Multiculturalism Act.”

More information on the Action Plan can be found online at: (http://www.pch.gc.ca/multi/plan_action_plan/index_e.cfm).

Milestones and timeframe

The Action Plan initiative was launched in the Department's 2004–2005 Report on Plans and Priorities.

Year 1: 2006–2007

Develop a strategy for consulting with Canadians.

Develop a performance reporting framework to track progress on the implementation of key Action Plan initiatives. Identify performance indicators and collect baseline information.

Proceed with implementation of new Action Plan initiatives.

Years 2 and 3: 2007–2009

Consult with Canadians to solicit their input on the impact of the Action Plan and report findings.

Release the interim report on hate crimes in Canada. Prepare for the evaluation phase.

Historical redress

This initiative responds to the Government of Canada's commitment to recognize the historical experiences of ethno-cultural communities impacted by wartime measures and/or immigration restrictions that are not consistent with the values held by Canadians today. It also relates to the government's commitment to the Chinese community and all Canadians to provide appropriate acknowledgment and redress related to the Chinese Head Tax.

Planned result

The key result for the initiative will be: symbolic ex gratia payments to those who were required to pay the Chinese Head Tax and to the spouses of Head Tax payers who have since passed away; the establishment of a fund for community projects aimed at acknowledging the impact of past wartime measures and immigration restrictions on ethno-cultural communities; and the development of a national historical recognition program to fund federal initiatives.

Milestones and timeframe

Year 1: 2006–2007

Addressing historical redress through: delivering on the commitment to the Chinese-Canadian community by apologizing and by making symbolic ex gratia payments to Chinese Head Tax payers, or if deceased, their surviving spouse; establishing a $24 million community historical recognition program to provide grants and contributions funding for community projects linked to wartime measures and immigration restrictions; and developing a $10 million national historical recognition program to fund federal initiatives, developed in partnership with other stakeholders.

Priority - Canada's Cultural Interests Abroad

The arts and cultural industries play a vital role in our economy, engage Canadians, and represent the face of Canada abroad.

The Department has identified three key initiatives that collectively serve to promote Canada's cultural interests abroad. These include:

• taking an active role in Canadian trade policy, delivering the cultural trade development program and sharing Canada's expertise in cultural trade with developing countries;
• promoting the UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions, an instrumentthat reaffirms the right of countries to take measures in support of culture, while recognizing the economic nature of cultural goods and services; and
• managing Canada's participation in international expositions—events that provide Canada with an excellent public diplomacy tool to promote Canadian interests and strengthen bilateral business relations with host countries.

International cultural trade

A key element of the Department's efforts to ensure the sustainability of cultural industries involves an active role in the conduct of Canadian trade policy, delivering a cultural trade development program (Trade Routes), and sharing Canada's cultural trade expertise with developing countries.

The Department seeks to maintain realistic and effective domestic cultural policies in trade and investment rules that are becoming increasingly complex given current global trends and developments. Through the delivery of Trade Routes, the Department fosters cultural trade by providing international business development and export preparedness services and assistance to small- and medium-sized enterprises (SMEs).

In recognition of our relation and bilateral economic relationship with the United States, our trading activities with all countries can be improved. Canada has a cultural trade deficit of $1.7 billion in cultural goods in 2005, and of $545 million in cultural services in 2003. (Sources: 2005, Statistic Canada cultural goods data tables 87-007-XIE; 2003, Statistic Canada cultural services data tables 87-213-XWE/XWF).

Planned results and performance indicators

The key goals of these efforts include effective representation of Canadian cultural policy in trade negotiations and successful implementation of the technical assistance pilot project aimed at enhancing global cultural trade exchanges for developing countries. The performance of the Trade Routes program will be assessed by measuring the level of international trade and sales (international market development) that are derived from the funding of activities and interest demonstrated by a rts and cultural organizations, and the number of exports to emerging markets.

More information on the Department's activities to support this initiative can be found online at:

• Trade Routes website: (http://www.pch.gc.ca/routes);
• Trade and Investment Policy section on the Canadian Heritage website: (http://www.pch.gc.ca/progs/ac-ca/progs/rc-tr/progs/dpci-tipd/index_e.cfm); and
• Canada's general Trade and Economic Policy on the International Trade Canada website: (http://www.dfait-maeci.gc.ca/trade/trade_policy-en.asp).

Milestones and timeframe

As mentioned in the RPP 2005–2006, t he Department will continue to negotiate cultural trade agreements and investments in favour of Canadian interests, and deliver its Trade Routes program to support cultural SMEs in seizing the opportunities created by those agreements, in addition to the following key activities to further develop cultural trade:

Year 1: 2006–2007

Develop a focused cultural trade strategy to assist SMEs to optimize the export of their goods and services. (Trade Routes)

Carry out cultural trade missions in emerging markets and in established markets.

Provide market development support through export-marketing workshops for cultural industries. (Trade Routes)

Impact multilateral trade negotiations, specifically, the World Trade Organization's Doha Development Round, which has been set for the end of 2006.

Foster bilateral trade negotiations through active involvement in all of the ongoing negotiations of free trade agreements in which Canada is implicated.

Provide expert cultural trade advice to MERCOSUR (S outhern Cone Common Market - Argentina, Brazil, Paraguay and Uruguay) on its regional handicrafts market project.

Year 2: 2007–2008 and Ongoing

Implement a focused cultural trade strategy to assist SMEs in optimizing the export of their goods and services. (Trade Routes)

UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions

Since 1999, Canada has been actively involved in the creation and promotion of an international instrument on cultural diversity that reaffirms the right of countries to take measures in support of culture, while recognizing the dual social and economic nature of cultural goods and services. In fact, thanks to the Department's active participation in intergovernmental negotiations over 2004–2005, a Convention that met Canadian objectives was overwhelmingly adopted by UNESCO member states at its General Conference in October 2005 with 148 votes for, two against and four abstentions.

In November 2005, Canada became the first country to deposit its instrument of acceptance of the convention at UNESCO. On the international scene, the Department will work to encourage that the convention enters into force in a timely manner. Canada continues to demonstrate leadership by advocating in favour of ratification of the Convention, which is a tool to ensure the diversity of Canadian cultural expressions for future generations.

More information on the Department's activities to support this initiative can be found online at: (http://portal.unesco.org/culture); and (http://www.pch.gc.ca/newsroom/news_e.cfm?Action=Display&code=5N0328E).

Planned result and performance indicators

The Department is working to convince the largest number of UNESCO Member States to ratify the Convention. The performance of the key initiative will be assessed through such measures as the number of international advocacy activities supporting the ratification, and the number of countries that formally ratify or accept the UNESCO Convention.

Milestones and timeframe

Years 1, 2 and 3: 2006–2009

Continue to collaborate with Foreign Affairs and International Trade Canada to play a leading role in promoting the ratification of the Convention.

Continue engagement with civil society and non-governmental organization (NGO) partners.

Continue consultations with provincial and territorial governments.

Carry out international advocacy activities to support the ratification of the Convention.

Canada's participation in international expositions

International expositions provide an opportunity for Canadians to showcase their country with the world. To ensure that Canada's cultural and regional diversity is fully reflected, the Department of Canadian Heritage plans and manages Canada's participation in expositions held abroad in close collaboration with other federal departments, provinces and territories, and key partners in the private sector. Canada will be considering its participation in the upcoming exposition planned for Shanghai in 2010 and the Toronto bid for 2015.

In support of the objectives set out in the Policy Framework on International Expositions (1995), during the next planning cycle, the Department will develop an approach for Canada's participation in future recognized and registered expositions by the Bureau international des expositions (BIE)—the body that controls the frequency and the quality of international expositions, of which Canada is a member.

Planning Canada's participation in future expositions will take into account instability in the public environment abroad and the possibility of unforeseen natural disasters/disease. Although the probability of these risks becoming reality is low in the expositions context, the Department will develop risk assessments and risk management plans in order to mitigate these potential risks.

More information on international expositions is available online at: (http://www.pch.gc.ca/progs/expo/index_e.cfm).

Planned results and performance indicators

This initiative is expected to achieve two results: Canada's interests abroad are broadened and asserted through its participation at international expositions sanctioned by the BIE; and Canadians participate in projecting Canada's interests in the world through international expositions. 

To measure the success of this initiative, the Department will use the following performance indicators:

• the number of visitors at an international exposition who indicate that their vision of Canada has been broadened by the Canada Pavilion presentation on Canadian values, diversity, creativity and innovation. Their comments will be obtained using a feedback mechanism provided for when the pavilion is designed;  
• the number of agreements in principle and business deals concluded during and shortly after the exposition in the areas of trade and culture; and
• the number of Canadians who participate in projects, contests and web-related activities in Canada designed to engage them in developing and implementing Canada's messages and thematic approach to an international exposition held abroad. The scope of Canadians' participation, using data from the Department's partners or participation rates from various projects and contests.

Milestones and timeframe

Year 1: 2006–2007

Accepted the invitation by the People's Republic of China to participate in the 2010 International Exposition in Shanghai, China, from May 1 to October 31, 2010, with the theme Better City, Better Life and communicate Canada's decision.

Develop an approach for delivering the 2010 International Exposition in Shanghai, China.

Develop, as in the past, a crisis management plan for every future international exposition at which Canada will participate.

Decline Spain's invitation to participate in the 2008 International Exposition in Zaragoza and communicate Canada's decision.

Provide relevant information to the City of Toronto in its determination of whether or not to submit a bid to host an international exposition in 2015. Evaluate the official submission for a recommendation to Cabinet, as appropriate.

Year 2: 2007–2008

Continue to plan Canada's participation at the 2010 International Exposition in Shanghai.

Year 3: 2008–2009

Continue planning Canada's participation at Expo 2010 Shanghai.

Identify key initiatives for delivery in future years.

Develop and Implement an International Strategic Framework

The purpose of the International Strategic Framework (ISF) is to move from an active but piecemeal approach to international activities at Canadian Heritage and portfolio agencies, to one that is based on clearly articulated international objectives, and that better responds to wider government priorities. As well, the ISF will put stronger emphasis on improved results and reporting, performance assessment, and accountability. The intent is to develop and implement thematic or geographic-based strategies in key action areas through portfolio-wide working groups. This mechanism will facilitate planning, information exchange, more synergy with other Canadian and international partners, and better reporting.

Planned results and performance indicators

The ISF sets up key action and result areas, which include addressing the cultural trade deficit by increasing exports; using new technology to ensure better visibility for Canadian content; strengthening relations with the United States; increasing focus on G8 and emerging global powers; and more coherence with overall Government international priorities. The strategies to achieve these will include focusing resources around these priorities, establishing a better awareness across the Department and portfolio agencies of these priorities, and partnerships with other Departments and provinces/territories. Performance indicators will include the number of projects and partnerships related to the priorities; the visibility of Canadian culture, sports and achievements abroad; and economic indicators such as trade figures and jobs related to cultural exports.

Once further developed, more information on the Department's international strategic framework will be available on the Departmental website.

Milestones and timeframe

The Department will undertake the following activities to advance this initiative:

Year 1: 2006-2007

Finalize the strategy and action plan.

Establish senior management working groups in key priority areas identified in relation to government priorities.

Communication: Enhance communication strategies with portfolio agencies, other federal departments and provinces/territories.

Years 2 and 3: 2007-2009

Report on action plan: level of international activities in line with ISF.

Review effectiveness of framework.

Priority - Aboriginal Languages and Cultures

The Aboriginal Languages and Cultures priority seeks to develop long-term strategies for the preservation, revitalization and promotion of Aboriginal languages and cultures.

First Nation, Inuit and Métis languages

Today, over 60 languages are spoken by Canada's First Nations, Inuit, and Métis people, and among these languages, only three - Cree, Ojibway, and Inuktitut - are considered viable and relatively secure from extinction in the short term. The remaining languages are considered to be endangered, with most considered to be critically endangered. In many cases, these are languages where only the elderly speak fluently, where the number of speakers is very limited, and where the transmission of languages from older to younger generations has essentially stopped.

Canada's Aboriginal peoples have made numerous calls upon government to take action to address the state of their languages. Most recently, in July 2005, the Task Force on Aboriginal Languages and Cultures released its report entitled Towards a New Beginning: A Foundational Report for a Strategy to Revitalize First Nations, Inuit and Métis Languages and Cultures. The Task Force calls for a comprehensive, Government of Canada approach to First Nation, Inuit and Métis languages revitalization and makes recommendations for key areas of improvement.

In 2006–2007, the Department will work with its partners in the Aboriginal language community to identify opportunities for language preservation, revitalization and promotion.

More information on the Department's Aboriginal programming can be found online at: (http://www.pch.gc.ca/progs/pa-app/index_e.cfm).

Planned results and performance indicators

This activity will focus on the following key priorities: recording, documenting and archiving critically endangered languages; increasing language use of more viable languages; and promoting the importance and value of languages within First Nations, Inuit and Métis communities. Specifically, a first step in restoring critically endangered languages, where the few remaining speakers are elderly and intergenerational transmission has ceased, are efforts to record the language. Increasing opportunities and occasions where languages are used, including in community activities, spiritual and traditional ceremonies, and cultural events, are important to less endangered languages, and to reinforcing the value and place of languages in day-to-day settings as “living” languages. Ultimately, increasing the number of language speakers and increasing the rate of language transmission to the next generation is important to maintaining more viable languages, and critical to the longer-term health of these languages.

The short-term planned results for this initiative are the development of tools that enable Aboriginal languages to be heard, read, and recognized in public places, and to multiply and make the languages accessible to all speakers, both on and off-reserve, in the places in which languages are used.

The number and availability of language projects, products, resources and materials to Aboriginal groups and communities will measure short-term progress made in community-based programming that support the revitalization of Aboriginal languages.

Milestones and timeframe

As the nature of preserving, revitalizing and promoting languages is a long-term process, this initiative is considered ongoing.

Year 1: 2006–2007

Consult Aboriginal organizations on the development of the Government of Canada's response to the report issued by the Task Force on Aboriginal Languages and Cultures.

Priority - Sport Development

Sport and physical activity contribute to improving the health of Canadians, building strong communities and showcasing Canada and Canadian values to the world.

To further develop sport in Canada over the next planning cycle, the Department will:

• encourage more Canadians, especially children, youth and under-represented groups, to participate in sport. This will be achieved by working with provinces and territories, as well as sport organizations, to reduce barriers to participation and to support sport and physical activity programs. This will also be achieved through efforts with the Department of Finance to introduce a Children's Fitness Tax Credit for up to $500 of eligible fees for fitness program for children under the age of 16;
• implement a strategy framework for the Government of Canada's support for the hosting of international sport events in Canada; and
• work to enhance sport excellence toward 2010 and beyond by capitalizing on the potential of sport through its support for targeted winter and summer Olympic and Paralympic sports, allowing the Government to position Canada as a leading sport nation.

Opportunities for sport participation

The Department of Canada Heritage recognizes the contribution of sport participation to achieving wider societal goals including public health and community development. Sport can create cross-cultural understanding, social awareness and social networks. Participation in s port is associated with lower levels of substance abuse among youth and physical activity is linked to better health.

The high performance element of sport, through its role model effect, is seen as a driver to increase Canadian sport participation. In a reciprocal fashion, attracting an increased number of participants to sport ensures a larger pool of prospective talented athletes capable of performing at the highest levels of international competition.

Using the framework provided by the Canadian Sport Policy and the objectives set out in the Physical Activity and Sport Act and the Department of Canadian Heritage Act, the Department will continue to develop initiatives to increase opportunities for sport participation among children, youth and under-represented groups, including Aboriginal peoples and persons with a disability. To do so, the Department will pursue strategic partnerships for sport participation development projects and will work with the Department of Finance to implement the Children's Fitness Tax Credit on January 1, 2007.

More information on the Department's activities in the area of sport participation can be found online at: (http://www.pch.gc.ca/progs/sc/prog/index_e.cfm).

Planned result and performance indicators

The key goal of these efforts is increased sport participation by Canadians, including Aboriginal peoples and persons with a disability.

The performance of this key initiative will be measured by the number of Canadians participating in an organized sport and the number of Sport Participation Development initiatives and bilateral agreements targeted to Canadians, including specific initiatives for Aboriginal persons and persons with a disability.

Milestones and timeframe

This initiative will build on the Policy on Sport for Persons with a Disability and the Policy on Aboriginal Peoples' Participation in Sport, outlined in the Department's 2005–2006 RPP.

Ongoing activities

Work to advance sport participation priorities, especially those for children, youth and under-represented groups.

Implement the Policy on Sport for Persons with a Disability and associated action plans.

Implement the Policy on Aboriginal Peoples' Participation in Sport.

Invest in bilateral agreements with provincial and territorial governments as a mechanism to deliver on the shared commitment to sport participation.

Year 1: 2006–2007

Support the Federal-Provincial/Territorial Benchmark/Monitoring activities in the collection of baseline data for factors related to sport participation.

Explore and, where possible, develop partnerships with other federal departments to support sport participation objectives to capitalize on sport as a social policy driver.

Collaborate with provinces and territories to develop an implementation strategy for the long-term athlete development model, including initiatives designed to advance physical literacy in collaboration with the health, education and recreation sectors.

Years 2 and 3: 2007-2009

Put into operation the implementation strategy for the long-term athlete development model, with initiatives designed to advance physical fitness literacy in collaboration with the health, education and recreation sectors.

Benefits of hosting

In order for Canada to have a concerted approach to bidding on sport events and to fully benefit from hosting such events, the Department will develop a Strategic Framework for Hosting International Sport Events in Canada and revise the framework for the Canada Games. A strategic approach to bidding and hosting events in Canada will provide opportunities to build capacity in the sport system, enhance the excellence of athletes and promote sport participation. By working with stakeholders and exercising strategic leadership, the Department will maximize the sport, social, cultural, community and economic benefits of sport event hosting.

More information on the Department's activities in the area of sport hosting can be found online at: (http://www.pch.gc.ca/progs/sc/prog/index_e.cfm).

Planned result and performance indicators

A planned and coordinated approach to bidding and hosting will result in enhanced excellence and sport development of Canadian athletes and the Canadian sport system, and will ensure that federally funded international events and the Canada Games reflect federal priorities. By contributing to the revision of the framework for the Canada Games, the Department will maximize the benefits from this important domestic event.

The performance of this key initiative will be assessed through such measures as the number and type of events funded by Sport Canada and the number of athletes, coaches and volunteers who participate in funded events.

Milestones and timeframe

In collaboration with provincial and territorial governments and the sport community, the Department will continue to implement the Strategic Framework for Hosting International Sport Events in Canada, an initiative started in 2002-2003, with the following activities to advance this initiative.

Year 1: 2006–2007

Develop the organizational design and implementation plan for International Sport Event Coordination.

Work with provincial and territorial governments on a revised framework for Canada Games hosting rotation and financing.

Revise and seek approval of the Federal Policy for Hosting International Sport Events.

Year 2: 2007–2008

Facilitate the full operation of the International Sport Event Coordination Group .

Finalize the revised framework for the Canada Games and carry out its implementation.

Foster the full implementation of a new federal framework to maximize the benefits from the Government of Canada's involvement in international sport events and the Canada Games.

High performance sport programming and technically sound sport development

To build on the momentum of Canada's best-ever podium results at the recent 2006 Winter Games in Italy, and to act on recommendations for targeted investments in sport made by the interim Canadian Sport Review Panel, the Department of Canada Heritage will provide strategic support to enhance high performance programming, targeting athletes and coaches, n ational sport organizations and support for Performance Enhancement Teams through the national network of Canadian Sport Centres.

The Department will also develop a new Sport Excellence Strategy aimed at enhancing athletes' performances at Olympic and Paralympic Games through fair and ethical means — results that are essential in defining Canada as a leading sport nation. This strategy, which includes support for the Own the Podium initiative for winter Olympic and Paralympic sports and support for targeted summer Olympic and Paralympic sports, outlines activities to set targets for athlete performance and the sport system, to develop athlete development models, to target support for sports with the greatest performance potential, and to collaborate with other funding partners and stakeholders.

More information on the Department's activities to support high performance and sport development can be found online at: (http://www.pch.gc.ca/progs/sc/prog/index_e.cfm).

Planned result and performance indicators

The key goal of these efforts is to have systematic achievements of podium performances by Canadian athletes at future Olympic and Paralympic Games and World Championships. The performance of this key initiative will be measured by the number of medals won and the top 8 and top 16 results by Canadian athletes or teams at Olympic and Paralympic Games and World Championships.

Milestones and timeframe

This initiative began in 2004–2005 with the development of a Canadian Sport Excellence Strategy, as a part of the Department's ongoing commitment to high performance sport in Canada. The Department will continue to honour that commitment by carrying out the following activities over the three-year planning cycle:

Years 1, 2 and 3: 2006-2009

Work to complete the sport-specific Long-Term Athlete Development Models.

Continue to advance the implementation of the revised National Coaching Certification Program.

Establish, on a permanent basis, the Canadian Sport Review Panel.

Continue to work with sport partners in the implementation of the Canadian Sport Review Panel and its recommendations for targeted high performance funding.

Develop and seek approval for a suite of athlete performance and sport system targets, applicable to both national and provincial/territorial levels of sport. (To complete by 2007)

Capitalization of Canadian Sport Centres to outline a clear direction to enhance the level and efficiency of services for high performance athletes and coaches. (To complete by 2007)

Work to implement the UNESCO Convention Against Doping in Sport, in Canada.

Facilitate the achievement of a full complement of qualified coaches for targeted sports. (To complete by 2008–2009)

Priority - 2010 Games

In 2010, Canada will welcome the world to Vancouver and Whistler, British Columbia, for the Winter Olympic and Paralympic Games. In 2006, the Department will participate in the launch of the 2010 Cultural Olympiad – four years of activities, festivals, and programs that will celebrate Canada's excellence and diversity, at home and around the globe.

With a broad spectrum of partners, the Department will work to ensure the success of the 2010 Games, as a credit to Canada abroad, and a lasting legacy of pride and opportunity for all Canadians.

2010 Games: Strategic opportunities initiative

The Government of Canada is a key partner in planning the 2010 Olympic and Paralympic Winter Games to be held in Vancouver and Whistler, B.C. The 2010 Games Federal Secretariat, situated within the Department of Canadian Heritage, works closely with the Vancouver Organizing Committee and other Games partners, to ensure that the 2010 Winter Games are a success in the eyes of Canadians, and a credit to Canada abroad.

Planned results and performance indicators

The goals of the 2010 Secretariat are that 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; and that early planning and seamless, cost-effective delivery of mandated federal responsibilities, including essential federal services, will contribute to high quality Games.

The performance indicators for these results include effective interdepartmental and intergovernmental engagement processes and coordination on 2010 related issues: Canada's national and international image is enhanced; and the number of agreements with partners that include commitment to sustainability, economic development, sport development and social/cultural development.

More information about the Department's activities to support this initiative can be found online at: (http://www.pch.gc.ca/special/2010/index_e.cfm) and (http://www.vancouver2010.com).

Milestones and timeframe

Since the decision in July 2003 to award the 2010 Games to Vancouver-Whistler, the Department continues to be heavily involved in this initiative primarily to ensure a federal coordination of efforts.

Year 1: 2006–2007

Develop a horizontal communications strategy.

Improve support to the 2010 Federal Framework, partners and stakeholders by providing value added direction and strengthening relations to ensure the Multiparty Agreement commitments are fulfilled.

Monitor the progress of the venues construction and ensure due diligence is performed on all aspects of federal funding. (Ongoing over all three years.)

Year 2: 2007–2008

Promote Pan-Canadian engagement in the 2010 Winter Games.

Year 3: 2008–2009

Ensure that the communications strategy is successful in domestic and international media and press coverage.

Participate in/host international visits and events to increase awareness of the Games.

Ensure that the mandate/terms of reference for the 2010 Federal Framework continues to be relevant and make adjustments to ensure that the highest quality of assistance is provided to all partners.

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