ARCHIVED - RPP 2006-2007
Canadian Heritage

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Section IV - Financial and Non-Financial Tables

Organizational Information

Accountability for the Strategic Outcomes

Minister of Canadian Heritage and Status of Women	The Honourable Beverley J. Oda
President of the Queen's Privy Council for Canada, Minister of Intergovernmental Affairs, and Minister for Sport	The Honourable Michael D. Chong
Minister of International Trade and Minister for the Pacific Gateway and the Vancouver–Whistler Olympics	The Honourable David Emerson
Minister of International Cooperation and Minister for La Francophonie and Official Languages	The Honourable Josée Verner
Deputy Minister	Judith A. LaRocque
Associate Deputy Minister	Susan Peterson
Executive Committee	Decision-making body chaired by the DM; the Associate DM, ADMs and Corporate Secretary are members.

The Ministers and the Department's senior management team are accountable for the Department's progress toward the two strategic outcomes.

Together, the Ministers are responsible to Parliament for the mandate of Canadian Heritage. The Deputy Minister reports to the Minister of Canadian Heritage; the Associate Deputy Minister reports to the Deputy Minister, as does the Executive Committee.

Accountabilities for the Program Activity Architecture

ADM, Citizenship and Heritage	Diane Fulford
ADM, Cultural Affairs	Jean-Pierre Blais
ADM, International and Intergovernmental Affairs and Sport	Jacques Paquette
ADM, Planning and Corporate Affairs	Bruce Manion
ADM, Public Affairs and Communications	Nicole Bourget

Canadian Heritage is organized into a sector structure led by five Assistant Deputy Ministers (ADMs), who report to the Associate Deputy Minister and the Deputy Minister. A number of corporate services branches report directly to the Deputy Minister. These include: Corporate Secretariat, Legal Counsel, Human Resources and Workplace Management, and Portfolio Affairs. The Ombudsman also reports directly to the DM.

Each ADM is accountable for the management of his/her organization and shares the accountability for the delivery of results associated with the seven departmental program activities as set out in the Program Activity Architecture. This model fosters collaboration among sectors.

Directors General, Regiona Executive Directors, Directors and Managers are accountable for program sub-activities and sub-sub-activities and report to their respective ADM.

Financial Tables

Table 1 - Departmental Planned Spending and Full-Time Equivalents

($ millions)	Forecast Spending 2005-2006	Planned Spending
		2006-2007	2007-2008	2008-2009
Program activity titles:
Creation of Canadian Content and Performance	253.5	297.9	198.1	197.9
Sustainability of Cultural Expression and Participation	133.5	285.2	177.9	158.1
Preservation of Canada's Heritage	36.3	37.8	38.2	38.0
Access and Participation in Canada's Cultural Life	188.3	201.5	203.3	202.8
Promotion of Inter-Cultural Understanding	113.6	118.9	121.7	121.6
Community Development and Capacity Building	258.8	240.8	242.2	242.1
Participation in Community and Civic Life	139.2	207.9	197.3	191.2
Budgetary Main Estimates (gross)	1,123.2	1,390.0	1,178.7	1,151.7
Loans to Institutions and Public Authorities under the Cultural Property Export and Import Act	0.01	0.01	0.01	0.01
Non-Budgetary Main Estimates (gross)	1,123.2	1,390.0	1,178.7	1,151.7
Less: Respendable Revenue	5.2	5.4	5.4	5.4
Total Main Estimates	1,118.0	1,384.6	1,173.3	1,146.3
Adjustments: (Planned spending not in Main Estimates):
Governor General Warrants	146.9
TB Vote 5 (Government Contingencies)	26.6
Vote Net Revenue Increase - 2006-07 ARLU	-0.2
Planned initiatives	-	87.4	35.9	20.1
Total Adjustments	173.3	87.4	35.9	20.1
Total Planned Spending	1,291.3	1,472.0	1,209.2	1,166.4
Less: Non-Respendable Revenue	62.0	62.0	62.0	62.0
Plus: Cost of Services without charge	27.3	29.5	29.9	30.0
Net Cost of Program	1,256.6	1,439.5	1,177.1	1,134.4
Full Time Equivalents	2,106	2,511	2,518	2,512

Table 2 - Resources by Program Activities for 2006-2007

($ millions)	Budgetary						Non- Budgetary Loans, investments and advances	Total Main Estimates	Adjustments (planned spending not in Main Estimates	Total Planned Spending
Program Activity	Operating	Grants	Contributions & other transfer payments	Gross	Re-spendable revenues	Net
Creation of Canadian Content and Performance Excellence	26.1	27.0	244.8	297.9		297.9		297.9	9.8	307.7
Sustainability of Cultural Expression and Participation	58.1	23.1	204.0	285.2	3.3	281.9		281.9	-0.3	281.6
Preservation of Canada's Heritage	21.0	-	16.8	37.8	1.1	36.7		36.7	4.9	41.6
Access and Participation in Canada's Cultural Life	77.7	59.1	64.7	201.5	1.0	200.5	0.01	200.5	-0.6	199.9
Promotion of Inter-Cultural Understanding	13.1	5.6	100.2	118.9		118.9		118.9	29.9	148.8
Community Development and Capacity Building	19.0	42.1	179.7	240.8		240.8		240.8	9.9	250.7
Participation in Community and Civic Life	69.6	26.2	112.1	207.9		207.9		207.9	33.8	241.7
Total Department	284.6	183.1	922.3	1,390.0	5.4	1,384.6	0.01	1,384.6	87.4	1,472.0

Table 3 - Voted and Statutory Items listed in Main Estimates

($ millions)		Current year 2006-2007	Previous year 2005-2006
Vote or Statutory Item
1	Operating expenditures	249.5	227.8
5	Grants and contributions	1,104.6	862.6
(S)	Salaries of the Lieutenant-Governors	1.1	1.0
(S)	Payments under the Lieutenant-Governors Superannuation Act	0.6	0.6
(S)	Supplementary retirement benefits—former Lieutenant-Governors	0.2	0.2
(S)	Contributions to employee benefit plans	28.5	25.7
(S)	Minister of Canadian Heritage—salary and motor car allowance	0.07	0.07
	Total Budgetary	1,384.6	1,118.0
L15	Loans to Institutions and Public Authorities under the Cultural Property Export and Import Act	0.01	0.01
Total - Department		1,384.6	1,118.0

Table 4 - Services Received Without Charge

Total Planned Spending:	2006-2007
($ millions)	1,472.0
Plus: Services received without charge
Accommodation provided by Public Works and Government Services Canada	15.6
Contributions covering employers' share of employees' insurance premiums and expenditures paid by TBSD (excluding revolving funds)	12.0
Workers' compensation coverage provided by Social Development Canada	0.01
Salary and associated expenditures of legal services provided by Justice Canada	1.9
Less: Non-respendable Revenue	62.0
2006-2007 Net Cost of Program	1,439.5

Table 5 - Loans, Investments, and Advances (Non-budgetary)

($ millions)	Forecast spending 2005-2006	Planned spending
		2006-2007	2007-2008	2008-2009
[Program Activity 4 - Access and Participation in Canada's Cultural Life]
Loans to Institutions and Public Authorities under the Cultural Property Export and Import Act	0.01	0.01	0.01	0.01
Total - Department	0.01	0.01	0.01	0.01

Table 6 - Sources of Respendable and Non-respensable Revenues

($ millions)	Forecast revenues 2005-2006	Planned revenues
		2006-2007	2007-2008	2008-2009
Respendable Revenues:
Sustainability of Cultural Expression and Participation	3.3	3.3	3.3	3.3
Preservation of Canada's Heritage	1.1	1.1	1.1	1.1
Access and Participation in Canada's Cultural Life	1.0	1.0	1.0	1.0
Total - Respendable Revenues	5.4	5.4	5.4	5.4
Non-Respendable Revenues:
Federal-Provincial Lottery Agreement	62.0	62.0	62.0	62.0
Total Respendable and Non-Respendable Revenues	67.4	67.4	67.4	67.4

Table 7 - Resource Requirements by Sector for 2006-2007

($ millions)	Sectors				Corporate Services	Total
Program Activities :	Cultural Affairs	Citizenship & Heritage	International & Integovern-mental Affairs and Sport	Public Affairs & Communi-cations
Creation of Canadian Content and Performance Excellence	174.1	0.0	127.7	0.2	5.7	307.7
Sustainability of Cultural Expression and Participation	80.8	5.3	176.5	6.5	12.5	281.6
Preservation of Canada's Heritage	3.4	30.0	0.1	3.6	4.5	41.6
Access and Participation in Canada's Cultural Life	163.2	15.3	1.7	9.8	9.9	199.9
Promotion of Inter-Cultural Understanding	0.0	144.1	0.2	2.4	2.1	148.8
Community Development and Capacity Building	0.0	243.8	0.1	3.5	3.3	250.7
Participation in Community and Civic Life	0.2	158.4	18.0	61.4	3.7	241.7
Total Planned Spending	421.7	596.9	324.3	87.4	41.7	1,472.0

Introduction to the External User Fees table

The table on external fees for services provided by the Canadian Audio-Visual Certification Office is presented below for information, to demonstrate transparency, and to provide context for reporting on these in the subsequent Departmental Performance Report. Inclusion of this table does not signify intent to amend the fees or create new fees in 2006-2007.

Table 8 - External User Fees

Name of user fee	Fee levy under the Canadian Film or Video Production Tax Credit Program (CPTC)
Fee setting authority	The Department of Canadian Heritage Act. The Canadian Audio-Visual Certification Office (CAVCO) of Canadian Heritage co-administers this program with the Canada Revenue Agency.
Fee type	CAVCO is responsible for determining whether a production is a Canadian film or video production and for estimating eligible labour expenditures. The fees are for CAVCO issuance of a Canadian Film or Video Production Certificate and a Certificate of Completion once the production is complete and meets the Canadian content requirements, and is thus eligible for the Canadian Production Tax Credit. There are also fees for an amended certificate already issued and a certified copy of an already issued certificate.
Reason for original fee introduction in 1995	CAVCO is a Vote Netted Revenues organization. It had two objectives for originally establishing the fee structure: to establish fees that would be simple and equitable for the entire audio-visual industry; and to recover the cost of the services provided by CAVCO. In 2004, CAVCO modified the user fee structure for the CPTC program to maintain service standards.
For more detailed information on the CAVCO user fees, please see: (http://www.pch.gc.ca/progs/ac-ca/progs/bcpac-cavco/index_e.cfm).

Table 9 - List of Transfer Payment Programs

Over the next three-year planning cycle, the Department of Canadian Heritage will manage the following transfer payment programs in excess of $5 million:
Aboriginal Peoples' Program Acknowledgement, Commemoration and Education Program Arts Presentation Canada Athlete Assistance Program Book Publishing Industry Development Program Canada Magazine Fund Canada Music Fund Canada New Media Fund Canadian Arts and Heritage Sustainability Program Canadian Culture Online Program Celebration, Commemoration and Learning Program Community Partnerships Program	Contribution in Support of the Canadian Television Fund Cultural Spaces Canada Development of Official-Language Communities Program Enhancement of Official Languages Exchanges Canada Program Museums Assistance Program Grants/Contributions to TV5 Hosting Program Katimavik Program Multiculturalism Program Music Entrepreneur Program National Arts Training Contribution Program Publication Assistance Program Sport Support Program
For details on the transfer payment programs listed above, see: (http://www.tbs-sct.gc.ca/est-pre/estime.asp).

Table 10 - List of Conditional Grants (Foundations)

Over the next three years, the Department of Canadian Heritage will administer grants to the following two foundations: the Global Centre for Pluralism and the National Aboriginal Achievements Foundation.

For further information on the above-mentioned Foundations, please see: (http://www.tbs-sct.gc.ca/est-pre/estime.asp).

Table 11 - List of Horizontal Initiatives

Over the next three years, the Department of Canadian Heritage will lead the following horizontal initiatives: Action Plan for Official Languages and Vancouver 2010.

Further information on these horizontal initiatives is available at: (http://www.tbs-sct.gc.ca/est-pre/estime.asp).

Table 12 - Sustainable Development Strategy

Canadian Heritage policies and programs contribute to improving sustainable development in Canadian society. They help protect our heritage and build present-day Canada, to establish more clearly the rightful place and increasing influence of Canada's culture for future generations. Nevertheless, the Department expects to further integrate sustainable development principles and values with its strategic and operational activities in its Sustainable Development Strategy for 2007–2009. Even though it will be submitted in December 2006 under the regulatory requirements, the strategy development process is already under way. A new coordinator has been appointed and given the mandate to clarify policy considerations and to improve the way in which the Department's sustainable development commitments can be integrated with its activities and responsibilities. Although still at the preliminary stage, research has been initiated to better define how the concept of sustainable development can be applied to the realm of culture, the role of culture in transforming a “place” into a “community” and the existence of inextricable links between the cultural, social, economic, political and environmental factors in building sustainable communities.

The 2006–2007 fiscal year will be a transitional one for Canadian Heritage in this respect. The third and final year of implementation of the 2004–2006 sustainable development strategy overlaps the year in which the 2007–2009 strategy will be developed. The Department will rely on the knowledge gained from the efforts made to date, and specifically, the lessons learned throughout the preparations for the 2010 Olympic and Paralympic Games in Vancouver, to consolidate the sustainable development strategy planning and its implementation.

Finally, in the coming year, the Department will implement the new policy on “green procurement,” effective April 1, 2006; review the procedures on performing strategic environmental assessments; and develop a new procedure to ensure that it meets its obligations under the 1999 Cabinet Directive on the strategic environmental assessment of policies, plans and programs.

Table 13 - Planned Audits and Evaluations

The Department's list of planned audits and evaluations is limited to carry-over audits and evaluations for 2006-2007. A new risk-based integrated audit and evaluation plan was developed in extensive consultation with all program sectors. This multi-year audit and evaluation plan is being finalized for approval.

	2006–2007
	Audit	Evaluation
Art, Culture and Diversity Program		X
Atlantic Canada Cultural and Economic Partnership		X
Canada New Media Fund		X
Community Partnership Program/Canada Volunteerism Initiative		X
Expo 2005	X	X
Fathers of Confederation Buildings Trust Program		X
Management of Human Resources Information in the Human Resources and Workplace Management Branch	X
Northern Aboriginal Broadcasting and Northern Distribution	X
Youth Forums Canada- Katimavik		X
Further information on these programs is available at: (http://www.pch.gc.ca).

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