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Accountability for the Strategic Outcomes |
||
Minister of Canadian Heritage and Status of Women |
The Honourable Beverley J. Oda |
|
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 |
|
Secretary of State (Foreign Affairs and International Trade) (Sport) |
The Honourable Helena Guergis |
|
Secretary of State (Multiculturalism and Canadian Identity) |
The Honourable Jason Kenney |
|
Deputy Minister |
Judith A. LaRocque |
|
Associate Deputy Minister |
Susan Peterson |
|
Executive Committee |
Decision-making body chaired by the Deputy Minister; the Associate Deputy Minister, Assistant Deputy Ministers 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 Minister of Canadian Heritage is also assisted by the Secretaries of State. The Deputy Minister reports to the Minister of Canadian Heritage; the Associate Deputy Minister reports to the Deputy Minister, as does the Executive Committee. |
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Accountabilities for the Program Activity Architecture |
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Assistant Deputy Minister, Citizenship and Heritage |
Diane Fulford |
|
Assistant Deputy Minister, Cultural Affairs |
Jean-Pierre Blais |
|
Assistant Deputy Minister, International and Intergovernmental Affairs and Sport |
Jacques Paquette |
|
Assistant Deputy Minister, Planning and Corporate Affairs |
Bruce Manion |
|
Assistant Deputy Minister, Public Affairs and Communications |
Nicole Bourget |
Canadian Heritage is organized into a sector structure led by five Assistant Deputy Ministers, 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 Deputy Minister.
Each Assistant Deputy Minister 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, Regional Executive Directors, Directors and Managers are accountable for program sub-activities and sub-sub-activities and report to their respective Assistant Deputy Minister.
Table 1 - Departmental Planned Spending and Full–Time Equivalents
($ millions) |
Forecast spending 2006‑2007 | Planned spending | ||
2007‑2008 | 2008‑2009 | 2009‑2010 | ||
Program activities: | ||||
Creation of Canadian Content and Performance Excellence | 297,9 | 341,1 | 238,3 | 239,2 |
Sustainability of Cultural Expression and Participation | 285,2 | 213,9 | 154,6 | 142,8 |
Preservation of Canada's Heritage | 37,8 | 39,0 | 38,7 | 39,7 |
Access and Participation in Canada's Cultural Life | 201,5 | 188,7 | 199,1 | 203,0 |
Promotion of Inter-Cultural Understanding | 118,9 | 121,6 | 121,3 | 121,8 |
Community Development and Capacity Building | 240,8 | 260,0 | 261,4 | 262,1 |
Participation in Community and Civic Life | 207,9 | 203,9 | 180,0 | 141,1 |
Budgetary Main Estimates (gross) | 1 390,0 | 1 368,2 | 1 193,4 | 1 149,7 |
Loans to Institutions and Public Authorities under the Cultural Property Export and Import Act | 0,01 | 0,00 | 0,00 | 0,00 |
Non-Budgetary Main Estimates (gross) | 1 390,0 | 1 368,2 | 1 193,4 | 1 149,7 |
Less: Respendable Revenue | 5,4 | 5,2 | 5,2 | 5,2 |
Total Main Estimates | 1 384,6 | 1 363,0 | 1 188,2 | 1 144,5 |
Supplementary Estimates: | ||||
Additional funding |
121,1 |
|||
Various transfers to/from other government departments/agencies (OGDs) |
-19,2 |
|||
Reprofiling of funds |
-59,4 |
|||
Savings: | ||||
Reduced cost - smaller Cabinet | -1,0 | |||
Procurement Savings | -1,8 | |||
Program Savings | -5,1 | |||
Other planned initiatives: | 19,0 | 119,0 | 16,9 | |
Budget announcements: | ||||
Other items: | ||||
Loans to Institutions and Public Authorities under the Cultural Property Export and Import Act |
-0,01 |
|||
Total Adjustments | 34,6 | 19,0 | 119,0 | 16,9 |
Total Planned Spending | 1 419,2 | 1 382,0 | 1 307,2 | 1 161,4 |
Less: Non-Respendable Revenue | 62,1 | 62,1 | 62,1 | 62,1 |
Plus: Cost of Services without charge | 28,5 | 28,9 | 29,2 | 29,5 |
Net Cost of Program | 1 385,6 | 1 348,8 | 1 274,3 | 1 128,8 |
Full-time Equivalents | 2 164 | 2 299 | 2 287 | 2 281 |
Table 2 - Resources by Program Activities for 2007-2008
($ millions) |
Budgetary | Non- Budgetary Loans, invest- ments, and advances | Total Main Estimates | Adjust- ments (planned spending not in Main Estimates) | Total Planned Spending | |||||
Program Activity | Operating | Grants | Contrib- utions & other transfer payments | Gross | Re- spendable revenues | Net | ||||
Creation of Canadian Content and Performance Excellence | 41,3 | 27,0 | 272,8 | 341,1 | 0,0 | 341,1 | 0,0 | 341,1 | 1,5 | 342,6 |
Sustainability of Cultural Expression and Participation | 56,0 | 22,6 | 135,3 | 213,9 | 3,3 | 210,6 | 0,0 | 210,6 | 6,6 | 217,2 |
Preservation of Canada's Heritage | 21,9 | 0,0 | 17,0 | 38,9 | 0,9 | 38,0 | 0,0 | 38,0 | 5,0 | 43,0 |
Access and Participation in Canada's Cultural Life | 58,7 | 63,2 | 66,8 | 188,7 | 1,0 | 187,7 | 0,0 | 187,7 | -2,3 | 185,4 |
Promotion of Inter-Cultural Understanding | 13,4 | 5,6 | 102,6 | 121,6 | 0,0 | 121,6 | 0,0 | 121,6 | 0,0 | 121,6 |
Community Development and Capacity-Building | 19,4 | 35,7 | 205,0 | 260,1 | 0,0 | 260,1 | 0,0 | 260,1 | -10,0 | 250,1 |
Participation in Community and Civic Life | 76,0 | 16,0 | 111,9 | 203,9 | 0,0 | 203,9 | 0,0 | 203,9 | 18,2 | 222,1 |
Total - Department | 286,7 | 170,1 | 911,4 | 1 368,2 | 5,2 | 1 363,0 | 0,0 | 1 363,0 | 19,0 | 1 382,0 |
Table 3 – Voted and Statutory Items listed in Main Estimates
($ millions) |
2007-2008 Main Estimates |
2006-2007 Main Estimates |
|
Vote or Statutory Item | |||
1 | Operating expenditures | 252,1 | 249,6 |
5 | Grants and contributions | 1 080,6 | 1 104,6 |
(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 | 28,3 | 28,5 |
(S) | Minister of Canadian Heritage-salary and motor car allowance | 0,1 | 0,1 |
Total Budgetary | 1 363,0 | 1 384,6 | |
L15 | Loans to Institutions and Public Authorities underthe Cultural Property Export and Import Act | 0,00 | 0,01 |
Total - Department | 1 363,0 | 1 384,6 |
Table 4 - Services Received Without Charge
($ millions) |
2007‑2008 |
Accommodation provided by Public Works and Government Services Canada | 16,1 |
Contributions covering employers' share of employees' insurance premiums and expenditures paid by Treasury Board Secretariat (excluding revolving funds) | 10,8 |
Workers’ compensation coverage provided by Social Development Canada | 0,1 |
Salary and associated expenditures of legal services provided by Justice Canada | 1,9 |
Total 2007-2008 Services received without charge | 28,9 |
Table 5 - Sources of Respendable and Non-respensable Revenues
($ millions) | Forecast revenues 2006‑2007 |
Planned revenues | ||
2007‑2008 | 2008‑2009 | 2009‑2010 | ||
Respendable Revenues: | ||||
Sustainability of Cultural Expression and Participation | 3,3 | 3,3 | 3,3 | 3,3 |
Preservation of Canada's Heritage | 0,9 | 0,9 | 0,9 | 0,9 |
Access and Participation in Canada's Cultural Life | 1,0 | 1,0 | 1,0 | 1,0 |
Total - Respendable Revenues | 5,2 | 5,2 | 5,2 | 5,2 |
Non-Respendable Revenues: | ||||
Federal-Provincial Lottery Agreement | 62,1 | 62,1 | 62,1 | 62,1 |
Total - Non-Respendable Revenues | 62,1 | 62,1 | 62,1 | 62,1 |
Total Respendable and Non-Respendable Revenues | 67,3 | 67,3 | 67,3 | 67,3 |
Table 6 - Resource Requirements by Sector 2007-2008
($ millions) |
Sectors |
|||||
Program Activities : | Cultural Affairs | Citizenship and Heritage | International, Integovern-mental Affairs and Sport | Public Affairs and Communi-cations | Corporate Services | Total |
Creation of Canadian Content and Performance Excellence | 194,2 | 0,0 | 135,9 | 0,2 | 12,3 | 342,6 |
Sustainability of Cultural Expression and Participation | 75,0 | 6,0 | 113,2 | 6,5 | 16,5 | 217,2 |
Preservation of Canada's Heritage | 3,4 | 30,1 | 0,1 | 3,6 | 5,8 | 43,0 |
Access and Participation in Canada's Cultural Life | 154,9 | 14,3 | 1,7 | 9,8 | 4,7 | 185,4 |
Promotion of Inter-Cultural Understanding | 0,0 | 116,5 | 0,2 | 2,4 | 2,5 | 121,6 |
Community Development and Capacity Building | 0,0 | 242,8 | 0,1 | 3,5 | 3,7 | 250,1 |
Participation in Community and Civic Life | 0,2 | 146,2 | 16,5 | 57,6 | 1,6 | 222,1 |
Total Planned Spending | 427,7 | 555,9 | 267,7 | 83,6 | 47,1 | 1 382,0 |
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 2007-2008.
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. |
Reason for original fee introduction in 1995 |
CAVCO is a Vote Netted Revenues organization. It had two objectives for originally establishing the fee structure:
In 2004, CAVCO modified the user fee structure for the CPTC program to maintain service standards. |
More detailed information on the CAVCO user fees is available at: |
Table 8 - 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: |
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Aboriginal Peoples’ Program |
Cultural Spaces Canada |
More information is available at: |
Department of Canadian Heritage Details on Transfer Payment Programs (TPP)
Name of Transfer Payment Program: Aboriginal Peoples’ Program |
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Start Date: 1971-72 | End Date: 2009-10 | |||
Description: The Aboriginal Peoples’ Program focuses primarily on encouraging full Aboriginal participation in Canadian life and supporting the continuation of Aboriginal living cultures as key elements of the Canadian cultural landscape. Specifically, the Aboriginal Peoples’ Program strengthens Aboriginal cultural identity and languages; facilitates the inclusion of Aboriginal people in Canadian society in a manner that recognizes their cultures and fosters their contribution to Canada; and provides Aboriginal Peoples living off-reserve with a representative voice and ensure that Aboriginal perspectives are reflected in government decisions. The program is structured under three distinct components:
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Strategic outcomes:
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Expected Results: Aboriginal Organizations: Immediate Result
Intermediate Result
Final Result
Aboriginal Communities: Immediate Results:
Intermediate Results:
Final Result:
Aboriginal Living Cultures: Immediate Results:
Intermediate Results:
Final Result:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
21.2 |
21.6 |
21.6 |
21.6 |
Total PA |
21.6 |
21.9 |
21.9 |
21.9 |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
8.6 |
8.7 |
8.7 |
8.7 |
Total PA |
219.4 |
230.7 |
232.3 |
232.3 |
Program Activity (PA) |
|
|
|
|
Total Grants |
1.3 |
1.3 |
1.3 |
1.3 |
Total Contributions |
35.4 |
34.7 |
34.7 |
34.7 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Arts Presentation Canada |
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Start Date: 2001-2002 |
End Date: 2009-2010 |
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Description: The program supports arts presenters in the performing arts, arts festivals and their service organizations to help them strengthen their presentation practices by encouraging diverse programming, organizing audience development, diversification and outreach activities, developing initiatives that bring professional artists into contact with residents of their community, and supporting networking and professional development for presenters. It also supports the emergence of presenters and presenter networks for under-served communities or artistic practices. Its objective is to give Canadians direct access to a diversity of artistic experiences. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
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Expected Result: Canadians have access to more arts activities in Canada. Outputs:
Immediate outcomes:
Intermediate outcomes:
Long-term outcome:
|
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(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
7.0 |
7.0 |
7.0 |
7.0 |
Total Contributions |
13.1 |
13.6 |
14.4 |
14.4 |
Total PA |
117.4 |
127.7 |
125.8 |
125.8 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Athlete Assistance Program |
||||
Start Date: 1971 |
End Date: June 15, 2011 |
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Description: The Athlete Assistance Program (AAP) contributes to the pursuit of excellence through its support for improved Canadian athlete performances at major international sporting events, enabling athletes to combine their sport and academic or working careers while training intensively in pursuit of world-class performances. To this end,
the program identifies and supports athletes already at or having the potential to be in the top sixteen in the world in their sport. The objectives of the program are to:
|
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Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
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Expected Results: The expected outcomes of the Athlete Assistance Program are as follows:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
27.0 |
27.0 |
27.0 |
27.0 |
Total Contributions |
- |
- |
- |
- |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Book Publishing Industry Development Program |
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Start Date: 1980-1981 |
End Date: 2010-2011 |
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Description: The Book Publishing Industry Development Program (BPIDP) supports the Canadian book industry to ensure access to a diverse range of Canadian-authored books in Canada and abroad. The BPIDP aims to meet this objective by fostering a strong and viable Canadian book industry that publishes and promotes Canadian-authored books. |
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Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: Outputs:
Outcomes – Immediate:
Outcomes – Intermediate:
Ultimate Outcome:
|
||||
(In millions of $) |
Forecast Spending 2006-2007 |
Planned |
Planned |
Planned |
Program Activity (PA) Creation of Canadian Content and Performance Excellence |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
27.5 |
27.5 |
27.5 |
27.5 |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Program Activity (PA) Sustainability of Cultural Expression and Participation |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
7.3 |
4.0 |
4.0 |
4.0 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Program Activity (PA) Access and Participation in Canada’s Cultural |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
3.3 |
6.7 |
6.7 |
6.7 |
Total PA |
117.4 |
127.7 |
125.8 |
125.8 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Canada Magazine Fund |
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Start Date: 1999-2000 |
End Date: N/A |
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Description: The Canada Magazine Fund provides support to Canadian magazine publishers and not-for profit organizations representing periodical publishers in order to: maintain Canadian editorial content in Canadian magazines, increase Canadian’s access to Canadian magazines, enhance the quality and diversity of Canadian magazines; and to strengthen the infrastructure of the Canadian magazine industry. The fund achieves these goals by:
|
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Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: Outputs:
Outcomes – Immediate:
Outcomes – Intermediate:
Ultimate Outcome:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
10.9 |
10.9 |
10.9 |
10.9 |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Program Activity (PA) Sustainability of Cultural Expression and Participation |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
5.2 |
4.7 |
4.7 |
4.7 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Canada Music Fund | ||||
Start Date: 2001-2002 |
End Date: 2009-2010 |
|||
Description: The Canada Music Fund (CMF) offers a comprehensive range of both innovative and proven funding components designed to support diversity, capacity and excellence in the Canadian sound recording industry at every level, from creators to audience. Activities supported include song writing development, CD and video/DVD production, marketing, touring, distribution, public awareness, industry training, awards shows, archiving, preservation, providing access and industry infrastructure development. Through these activities, the CMF contributes to developing Canada’s stars of tomorrow, to ensure access to diverse Canadian music choices, both in Canada and abroad, and to position Canadian music for success in the digital age. |
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Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: Outputs:
Outcomes – Immediate:
Outcomes – Intermediate:
Outcomes– High-level:
Ultimate Outcome:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
9.4 |
9.4 |
9.4 |
9.4 |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Program Activity (PA) Sustainability of Cultural Expression and Participation |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
11.2 |
11.5 |
11.5 |
11.5 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Program Activity (PA) Preservation of Canada’s Heritage |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
0.2 |
0.2 |
0.2 |
0.2 |
Total PA |
21.6 |
21.9 |
21.9 |
21.9 |
Program Activity (PA) Access and Participation in Canada’s Cultural |
||||
Total Grants |
- |
- |
- |
- |
Total Contributions |
1.8 |
1.8 |
1.8 |
1.8 |
Total PA |
117.4 |
127.7 |
125.8 |
125.8 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Canada New Media Fund |
||||
Start Date: 2000-2001 |
End Date: N/A |
|||
Description: The Canada New Media Fund, administered by Telefilm Canada, supports the development, production, marketing and distribution of high-quality, original, interactive Canadian new media cultural products, in both official languages, and that are intended for the general public. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
17.0 |
14.0 |
14.0 |
14.0 |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Canadian Arts and Heritage Sustainability Program |
||||
Start Date: 2001-2002 |
End Date: 2009-2010 |
|||
Description: The program is designed to strengthen organizational effectiveness, build operational and financial capacity within the arts and heritage sectors, and ensure that those organizations operate in communities which value their existence, see them as a key asset, and support them. There are six components: Stabilization Projects; Capacity Building; Endowment Incentives; Limited Support to Endangered Arts Organizations; Networking; and Cultural Capitals of Canada. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results:
Outputs:
Immediate Outcomes:
Intermediate Outcomes:
Long-term Outcome:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
16.9 |
16.9 |
16.9 |
16.9 |
Total Contributions |
5.3 |
5.3 |
5.3 |
5.3 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Program Activity (PA) Access and Participation in Canada’s Cultural |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
4.9 |
4.9 |
4.9 |
4.9 |
Total PA |
117.4 |
127.7 |
125.8 |
125.8 |
Program Activity (PA) Participation in Community and Civic Life |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
0.2 |
0.2 |
0.2 |
0.2 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Canadian Culture Online Program |
||||
Start Date: 2001-2002 |
End Date: 2009-2010 |
|||
Description: Canadian Culture Online Program (CCOP) includes three sub-components: Access and Content, Research and Development and New Media Sector Development. The objectives of the Program are to provide Canadians access to and participation in interactive digital resources that reflect our diverse heritage, cultures, languages and history and to ensure that the program contributes to a supportive environment for the new media sector in Canada. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: The short term expected results of the CCOP are increased:
These results are expected to contribute to the intermediate outcomes of increased:
Over the long term, expected results will contribute to the strategic outcome of:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
0.7 |
0.7 |
0.7 |
0.7 |
Total Contributions |
3.6 |
2.2 |
2.2 |
2.2 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Program Activity (PA) Access and Participation in Canada’s Cultural |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
8.7 |
8.3 |
8.3 |
8.3 |
Total PA |
117.4 |
127.7 |
125.8 |
125.8 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Celebration, Commemoration and Learning Program |
||||
Start Date: November 2003 |
End Date: N/A |
|||
Description: The Program is a theme-based dynamic approach to celebrating and commemorating significant people, places, symbols, anniversaries and events and is delivered in collaboration with other federal departments, agencies, regional offices, partners and stakeholders. It provides funding to non-profit organizations and Celebrate Canada committees to commemorate important aspects of Canadian history and carry out initiatives under the five-year commemoration plan. |
||||
Strategic outcome: Canadians live in an inclusive society built on intercultural understanding and citizen participation. |
||||
Expected Results: Outputs:
Outcomes:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
5.1 |
5.5 |
5.5 |
5.5 |
Total Contributions |
7.5 |
16.0 |
20.2 |
1.8 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Community Historical Recognition Program |
||||
Start Date: 2006-07 |
End Date: 2009-10 |
|||
Description: In 2006-2007, the Community Historical Recognition Program replaced the Acknowledgement, Commemoration and Education Program. It provides funding for eligible community-based commemorative and educational projects that promote awareness of the historical war measures and/or historical immigration restrictions/ prohibitions related to ethno-cultural communities. It aims to highlight the contributions these communities have made to Canada and educate Canadians about these historical experiences and contributions. |
||||
Strategic outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation. |
||||
Expected Results: Immediate Outcomes (1 to 3 years):
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) Participation in Community and Civic Life |
|
|
|
|
Total Grants |
- |
1.6 |
1.3 |
0.6 |
Total Contributions |
- |
7.7 |
6.3 |
2.9 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Contribution in support of the Canadian Television Fund |
||||
Start Date: 1996-1997 |
End Date: 2008-2009 |
|||
Description: Supports the creation and broadcast of high-quality prime-time Canadian programs in both official languages and in Aboriginal languages and builds audiences for these programs. The types of programs supported by the Fund are dramas, youth and children’s programs, documentaries, variety shows and performing arts. The Fund also supports Aboriginal and Francophone productions in minority situations. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: Outputs:
Direct Outputs:
Ultimate Impacts:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
119.9 |
119.9 |
119.9 |
20.4 |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Cultural Spaces Canada |
||||
Start Date: 2001-2002 |
End Date: 2009-2010 |
|||
Description: The program supports the construction, renovation and improvement of not-for-profit facilities dedicated to arts and heritage. As a complement to the programs offered by Infrastructure Canada, it will help improve the physical conditions that foster creativity and artistic activity within community life. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results:
Outputs:
Short term outcomes:
Intermediate outcome:
Long-term outcome:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
3.0 |
3.0 |
3.0 |
3.0 |
Total Contributions |
21.2 |
26.6 |
23.9 |
23.9 |
Total PA |
117.4 |
127.7 |
125.8 |
125.8 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Development of Official-Language Communities Program |
||||
Start Date: 2003-04 |
End Date: N/A |
|||
Description: Foster the vitality of Canada’s English- and French-speaking minority communities and enable them to participate fully in all aspects of Canadian life. Through partnerships and agreements with community organizations, provinces, territories, municipalities and federal departments and agencies, enhance the capacity of minority official-language communities to have greater access to quality education and different programs and services in their language in their communities. |
||||
Strategic outcome: Canadians live in an inclusive society built on intercultural understanding and citizen participation. |
||||
Expected Results:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
38.1 |
35.6 |
37.3 |
37.3 |
Total Contributions |
172.7 |
186.3 |
186.3 |
186.3 |
Total PA |
219.4 |
230.7 |
232.3 |
232.3 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Enhancement of Official Languages |
||||
Start Date: 2003-04 |
End Date: N/A |
|||
Description: Promote among Canadians a better understanding and appreciation of the benefits of linguistic duality. Through partnerships and agreements with the provinces and territories and non-governmental organizations in support of second-language learning and initiatives that foster understanding between Anglophone and Francophone Canadians, encourage the public to recognize and support linguistic duality as a fundamental value of Canadian society. |
||||
Strategic outcome: Canadians live in an inclusive society built on intercultural understanding and citizen participation. |
||||
Expected Results:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
5.6 |
5.6 |
5.6 |
5.6 |
Total Contributions |
100.2 |
102.5 |
102.5 |
102.5 |
Total PA |
105.8 |
108.2 |
108.2 |
108.2 |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
3.4 |
3.4 |
3.4 |
3.4 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Exchanges Canada Program | ||||
Start Date: 2000-2001 |
End Date: N/A |
|||
Description: The Exchanges Canada program allows young Canadians to participate in exchanges and forums with other youth from across the country. The program also allows youth to obtain information about other kinds of exchanges possible in Canada and abroad. |
||||
Strategic outcomes: Canadians live in an inclusive society built on intercultural understanding and citizen participation. |
||||
Expected Results:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) Participation in Community and Civic Life |
|
|
|
|
Total Grants |
0.1 |
0.1 |
0.1 |
0.1 |
Total Contributions |
19.0 |
16.8 |
16.7 |
16.7 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Grants/Contributions to TV5 |
||||
Start Date: 1990-91 |
End Date: March 31, 2008 |
|||
Description: Contribute to the international showcasing of French-language Canadian television programs by participating in TV5 Monde, and offer Canadians a glimpse of the international Francophonie by participating in TV5 Québec-Canada. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: Immediate repercussions:
Long-term repercussions:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
4.8 |
5.0 |
5.0 |
5.0 |
Total Contributions |
2.5 |
2.5 |
2.5 |
2.5 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Hosting Program |
||||
Start Date: 1967 |
End Date: June 15, 2011 |
|||
Description: The Hosting Program is a key instrument in the Government of Canada’s overall approach to sport development in Canada and aims to enhance the development of high performance sport and the international profile of sport organizations by assisting sport organizations to host international sport events in Canada and the Canada
Games. These events are expected to produce significant sport, economic, social and cultural benefits, and ensure legacies. The Program has four components: International Major Multi-Sport Games; International Single Sport Events; International Strategic Focus Events; and the Canada Games. Through contributions to bidding and hosting, the objectives of the Hosting Program are:
|
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: The expected results of the Hosting Program can be summarized as follows:
There are also indirect and/or supporting outcomes of the Hosting Program, including, but not limited to, increased federal visibility, and increased public awareness and appreciation of performances by Canadian athletes. |
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
21.6 |
10.7 |
7.0 |
7.0 |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Program Activity (PA) Sustainability of Cultural Expression and Participation |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
105.7 |
87.0 |
28.0 |
12.4 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Program Activity (PA) Participation in Community and Civic Life |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
0.5 |
1.9 |
1.0 |
1.0 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Katimavik Program |
||||
Start Date: 1997-1998 |
End Date: N/A |
|||
|
||||
|
||||
Expected Results:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) Participation in Community and Civic Life |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
19.8 |
19.8 |
- |
- |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Multiculturalism Program |
||||
Start Date: 1982-83 |
End Date: N/A |
|||
Description: Derived from the Canadian Multiculturalism Act, the objectives of the Multiculturalism Program supported by grants and contributionsare:
The Program implements these objectives through research and policy development, support to public institutions, public education and promotion activities and support to civil society. It aims to help people overcome barriers related to race, ethnicity, cultural or religious background that prevent their full participation in Canadian society. |
||||
Strategic outcome: Canadians live in an inclusive society built on intercultural understanding and citizen participation. |
||||
Expected Results: Immediate Outcomes (1 to 3 years):
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
7.7 |
7.7 |
7.7 |
7.7 |
Total Contributions |
9.5 |
9.5 |
9.4 |
9.3 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Museums Assistance Program |
||||
Start Date: 1972-73 |
End Date: N/A |
|||
Description: The Museums Assistance Program helps current and future generations of Canadians gain access to and develop a better appreciation of their heritage. The program provides financial support for activities related to the development and circulation of domestic travelling exhibitions around the country, the preservation, management and presentation of Aboriginal cultural heritage, the enhancement of professional practices with respect to key museological functions, and the development of resources or services for multiple museums. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results:
* In 2006-2007, the budget of the Museums Assistance Program was reduced by $ 2.3 millions, which represents close to 25% of the total allocated funds. |
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
- |
0.5 |
0.5 |
0.5 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Program Activity (PA) |
|
|||
Total Grants |
2.5 |
2.5 | 2.5 | 2.5 |
Total Contributions |
4.2 |
3.7 | 3.7 | 3.7 |
Total PA |
117.4 |
127.7 | 125.8 | 125.8 |
Program Activity (PA) |
||||
Total Grants |
- |
- | - | - |
Total Contributions |
3.0 |
3.0 | 3.0 | 3.0 |
Total PA |
186.9 |
145.3 | 126.9 | 102.1 |
Total TPP |
1,154.8 |
1,098.2 | 1,016.9 | 876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: National Arts Training Contribution Program |
||||
Start Date: 1997-1998 |
End Date: 2006-2007 (renewal requested) |
|||
Description: The program is designed to assist independent Canadian not-for-profit organizations that specialize in training Canadians seeking a professional career in the arts. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results:
Outputs:
Outcomes:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
15.9 |
15.9 |
15.9 |
15.9 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Publication Assistance Program |
||||
Start Date: 1996–97 |
End Date: N/A |
|||
Description: The Publication Assistance Program (PAP) is delivered in partnership with the Canada Post Corporation and decreases the costs of eligible Canadian periodicals of mailing copies to Canadian readers. Assistance is provided to more than 800 publishers of almost 1200 different Canadian periodicals, supporting the delivery of 210 million eligible copies of periodicals including: general or special interest paid circulation magazines, non-daily community newspapers, unpaid request circulation periodicals, religious, scholarly, Aboriginal, ethno cultural, farm, and official language minority periodicals. |
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: Outputs:
Outcome – Immediate:
Outcomes – Intermediate:
Ultimate outcome:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
45.4 |
45.4 |
45.4 |
45.4 |
Total Contributions |
- | - | - | - |
Total PA |
117.4 | 127.7 | 125.8 | 125.8 |
Total TPP |
1,154.8 | 1,098.2 | 1,016.9 | 876.9 |
Planned Audits and Evaluations:
|
Name of Transfer Payment Program: Sport Support Program |
||||
Start Date: 1961 |
End Date: June 15, 2011 |
|||
Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Canadian Sport Policy. The SSP funding is aimed at developing athletes and coaches at the highest international levels; providing sound technically-based sport programming for all athletes; and increasing the number of Canadians from all segments of society involved in sport and advancing Canadian interests and values in Canada and abroad. This funding is provided to eligible organizations in support of programming that supports the goals of the Canadian Sport Policy. Specific objectives of the program are to:
|
||||
Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world. |
||||
Expected Results: To advance the Canadian Sport Policy, the expected outcomes of the program may be summarized as follows:
|
||||
(In millions of $) |
Forecast |
Planned |
Planned |
Planned |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
83.3 |
81.9 |
81.9 |
81.9 |
Total PA |
316.6 |
301.3 |
297.7 |
198.1 |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
0.7 |
0.5 |
0.5 |
0.5 |
Total PA |
187.0 |
163.1 |
104.1 |
88.5 |
Program Activity (PA) |
|
|
|
|
Total Grants |
- |
- |
- |
- |
Total Contributions |
13.3 |
13.8 |
13.8 |
12.8 |
Total PA |
186.9 |
145.3 |
126.9 |
102.1 |
Total TPP |
1,154.8 |
1,098.2 |
1,016.9 |
876.9 |
Planned Audits and Evaluations:
|
Table 9 - List of Conditional Grants (Foundations)
The Department of Canadian Heritage will not be providing funding to any Foundation for the period covered by this planning exercise.
Table 10 - 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 2010 Winter Olympic and Paralympic Games. |
More information is available at: |
Horizontal Initiatives
Name of Horizontal Initiative: |
Name of Lead Department: |
||||||
Start Date of the Horizontal Initiative: |
End Date of the Horizontal Initiative: |
||||||
Total Federal Funding Allocation: $496.1M (2004-05 to 2011-12) |
|||||||
Description of the Horizontal Initiative: To monitor and report on the Government of Canada’s contribution to the 2010 Winter Games that engage Canadians from across the country, reflect Canadian values and priorities in their planning, delivery and international profile, and promote opportunities to advance public policy goals and make strategic investments that support long-term tangible economic benefits and sport, social, cultural and environmental legacies for all Canadians. (www.pch.gc.ca). |
|||||||
Shared Outcomes:
|
|||||||
Governance Structures
|
|||||||
Federal Partners Involved in Each Program |
Names of Programs |
Total Allocation |
Planned Spending for |
Expected Results for 2007–2008 |
|||
1. Canadian Heritage |
Federal Coordination/ Enhancing Canada’s International Profile |
$370.3M |
$122.7M |
|
|||
Promoting Sustainable Benefits |
|||||||
2. Security Group Sol. Gen. (RCMP), |
Police and Security |
$87.5M |
* |
|
|||
3. Canadian Border Service Agency |
Entry of Goods and Individuals |
$15.2M |
$1.1M |
|
|||
4. Citizenship and Immigration |
Entry of Goods and Individuals |
$5.0M |
$0.3M |
|
|||
5. Human Resources & Skills Development Canada |
Entry of Goods and Individuals |
$1.3M |
$0.2M |
|
|||
6. Health Canada |
Public Health and Safety |
$2.6M |
_ |
|
|||
7. Environment Canada |
Meteorological Services |
$9.3M |
$0.8M
|
|
|||
Sustainability |
$1.5M |
$0.5M |
|
||||
Environmental Assessments |
$2.6M |
$0.4M |
|
||||
8. Fisheries and Oceans |
Environmental Assessments |
$0.8M |
$0.1M |
|
|||
|
|
Total |
Total |
|
|||
Results to be Achieved by Non-federal Partners (if applicable): N/A |
|||||||
Contact Information: Doreen Blois |
Approved by: |
Date Approved: |
* Due to national security implications, the Security Group has asked for the information not to be released.
Horizontal Initiative: Action Plan for Official Languages | Lead Department: Canadian Heritage | |||||
Start Date: April 1, 2003 | End Date: March 31, 2008 | |||||
Total Funding Allocated: $787.3M (in April 2005, a 3-year allocation (2005-08) in the amount of $36.0M was added to the original amount of $751.3M, for the Enabling Fund, a program administered by HRSDC). | ||||||
Description: The Action Plan is a policy statement of the Government of Canada that strengthens the implementation obligations under the Official Languages Act and includes a number of initiatives aimed at the enhancement and promotion of linguistic duality in Canadian society. Ten (10) federal institutions received funds for sectoral programs and activities related to official languages. The cornerstone of the Action Plan is an accountability and coordination framework that raises awareness of the Official Languages Act in all federal institutions, strengthen consultation mechanisms with communities and improve coordination of the federal government’s entire Official Languages Program (OLP). The OLP has been defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004. |
||||||
Shared Outcomes: Three levels of results have been identified for the Official Languages Program: Ultimate Results:
|
||||||
Governance Structure: The Minister responsible for Official Languages has specific responsibility for the implementation of the Action Plan for Official Languages. The Official Languages Branch of Intergovernmental Affairs at the Privy Council Office became the Official Languages Secretariat (OLS) when it was transferred to the department of Canadian Heritage on February 6, 2006. The OLS will continue to support the Minister responsible for Official Languages and the activities related to the horizontal coordination of the Official Languages Program, including implementation of the Action Plan. OLS will also support the overall governance of the Official Languages Program through various mechanisms and committees. | ||||||
Federal Partners Involved in each program | Names of Programs | Total Allocation | Planned Spending for 2007-2008 | Expected Results for 2007-2008 | ||
1. Canadian Heritage | a. Accountability and Coordination Framework (Formerly with Privy Council Office) |
$13.5M | $2.0M |
Better horizontal communication between federal institutions. Increased exchanges and improved communication between federal institutions and official language minority communities (OLMC). Increased exchanges and improved cooperation between the federal government and the provinces and territories. Better scientific and empirical knowledge of linguistic duality in Canada. |
||
b. Education - minority language & second language | $346.0M | $86.4M | Monitor the implementation of provincial and territorial agreements and action plans. | |||
c. Bursary Program | $24.0M | $7.2M | Continue the implementation and promotion of the new programs Destination Clic and Explore. | |||
d. Official Languages Monitor Program | $11.5M | $3.6M | Continue the implementation and promotion of the new programs Accent and Odyssey. | |||
e. Support to minority communities | $19.0M | $4.05M | Investment in priority areas for the communities, i.e,. culture, communication and promotion of community activities. | |||
f. Intergovernmental Cooperation | $14.5M | $4.05M | Foster the development of provincial and territorial services in priority areas. | |||
g. Research and administration* | $0.0M | $9.7M | Program administration and special research initiatives. | |||
2. Public Service Human Resources Management Agency of Canada (Formerly with Treasury Board Secretariat | a. Investing in Innovation | $14.0M | $0.0M | N/A | ||
b. Centre of Excellence | $12.0M | $3.0M |
Continue improving accountability for official languages and service to Canadians, and progressively promote the emergence of a shared and consolidated vision of the concepts of a bilingual workplace. Carry out the information campaign to promote the emergence of a shared and consolidated vision of the concept of a bilingual workplace. |
|||
3. Canada School of Public Service (Formerly with Treasury Board Secretariat | Rebuilding Capacity | $38.6M | $0.0M | N/A | ||
4. Health Canada | a. Networking | $14.0M | $3.0M |
Improved access to health services in the language of choice. Improved health of Canadians in OLMCs. Increased networking among health professionals and policy makers with respect to OLMC health care access issues. Implementation of information-exchange mechanisms between health partners and OLMC members. Increased commitment by health partners to improve health care services. |
||
b. Training and Retention | $75.0M | $20.0M |
Improved access to health services in the language of choice. Improved health of Canadians in official language minority communities. Increased capacity for training of health professionals within OLMCs. Increased number of health professionals to meet the needs of OLMCs. Improved quality and quantity of health care services available to OLMCs. |
|||
c. Primary Health Care Transition Fund | $30.0M | $0.0M | This $30M component of the Action Plan for primary health care initiatives was originally funded until March 2006 and later extended to September 2006. Additional program funds of $10M were approved for projects in 2006-2007. There is currently no provision to fund these activities in 2007-2008. | |||
5. Human Resources and Social Development Canada | a. Literacy | $7.4M | $1.1M |
The integration of a Results-based management approach by partner organizations in the Family Literacy Initiative. An increased number of family literacy activities in OLMCs. Training for family literacy for practitioners operating in a minority-francophone context. Implementation of a network of family literacy practitioners among literacy trainers in OLMC context. Réseau d’experts en alphabétisation familiale –Annual activities report. Summative evaluation of the family literacy initiative in OLMCs. Hosting a family literacy conference:
|
||
b. Internships | $7.3M | $0.0M | $7.3M comes from the Summer Work Experience program. This funding is the commitment as stated in the Action Plan for Official Languages for the period of 2003 to 2008. To date the number of internships (650) expected has been largely exceeded. As per the last report (May 2006) a total of 1144 young people received an employment experience for OLMCs. | |||
c. Enabling fund | $36.0M | $12.0M |
Continued viability of the infrastructures and networks as mechanisms for government supporting OLMCs. Improved knowledge of official language minority communities from community profiles; the information will be used to guide funding decisions, benchmarking and assessing progress and future evaluation. Increased OLMCs’ capacity, at the organization and network levels, to produce community development plans and projects. Increased capacity of local human resources in official language minority communities to promote and implement their own development. Increased community vitality, including economic and job growth in OLMCs. |
|||
d. Pilot Projects for Child Care | $10.8M | $3.1M | Implementation of the pilot-child project in five minority Francophone communities. | |||
e. Development of NGO Capacity | $3.8M | $0.68M | Production of French language learning materials to enable parents and community-based parent organizations to promote French language early childhood development programs in official language minority communities by making investments in national francophone non-government organizations. | |||
6. Industry Canada | a. Outreach and Counselling | $8.0M |
$1.0M
|
Maintain established Industry Canada network of at least one full-time counsellor per region to liaise and assist Official Language Minority Communities (OLMCs). Continue to increase presence and understanding of Industry Canada programs and services to OLMCs in all Industry Canada regions. The outreach and communications activities are geared towards levering the OLMCs to increase their participation in Industry Canada's existing programs. |
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b. Internships | $2.0M | $0.8M | Continue developing partnerships for internship initiatives to support an increase in the number of skilled workers, new or enhanced businesses and the adoption of emerging technologies to meet the targets set out in the Treasury Board submission to invest $2M over 4 years to create 200 internships. | |||
c. Pilot Projects (Tele Training/Tele- learning) | $10.0M | $1.5M | Develop partnerships with universities, colleges and non-profit corporations to initiate pilot-projects to bring leading-edge technologies to OLMCs as per the $10M allocation over 5 years identified in the Treasury Board submission to expand the content and applications for tele-education and for tele-training. | |||
d. Francommunautés virtuelles | $13.0M | $ 4.0M |
Support up to 50 new projects under the current competition for funding. Carry out a summative evaluation of the program. |
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e. Canadian Network of Language Industries | $5.0M | $1.0M |
Representative Association recognized by governments and the industry. Support the development and the adoption of Canadian quality standards for translation services and language training schools. Consolidation of language training sector. Exit strategy implemented. |
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f. Marketing and Branding | $5.0M | $1.0M |
Maximize use of the funding for the language industry program. Increased knowledge of and access to national and international markets. Continued support for the development and promotion of the industry. |
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7. National Research Council Canada | Institute for Information Technology - Language Technologies Research Group | $10.0M | $2.6M | Our aim is to create scientific and technological advances for the benefits of our clients. In 2007-08, we will continue to drive forward our technology in statistical machine translation (SMT), securing its highly competitive status on the international scene. We will protect these gains with patents and we will publish the results in top ranking journals and conferences. Our SMT technology will be deployed in smart user-oriented applications, providing translators and terminologists with a range of novel aids. These will include: assistance for the development and maintenance of multilingual terminology, aids for translation capture (e.g. translation dictation), aids for translation authoring (e.g. SMT-enriched translation memory systems) as well as aids for translation checking. These efforts will be done jointly with our partners at the LTRC, our national partners (i.e. universities) and several international partners. Lastly, we aim to produce this year at least one technology transfer to the private industry. | ||
8. Justice Canada | a. Accountability and Coordination Framework | $2.5M | $0.35M |
Federal institutions use legal tools to meet their duties under the OLA. Legal services on language rights are improved. Federal institutions have improved knowledge of their duties under the Law. |
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b. Legal Obligations i) Contraventions |
$27.0M | $4.7M |
Amendments have been made to the agreements and regulations with Ontario, British Columbia, Manitoba and Nova Scotia. New agreements are expected with Saskatchewan, Alberta, Newfoundland and Labrador and the City of Mississauga. These amendments will provide that services will be accessible and that there will be an active offer of service in both official languages wherever demand is sufficient. |
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b. Legal Obligations ii) Bill S-41: The Legislative Instruments Re- Enactment Act |
$0.4M | In conformity with subsection 9(1) of the Act the Minister of Justice has completed a review of the implementation and operation of section 4 of the Act. As well, under section 9 of the Act, the Minister of Justice also has to submit a report on the review to each House of Parliament by June 13, 2008. | ||||
c. Access to Justice | $18.5M | $4.1M |
Increased capacity to respond to issues related to access to justice in both official languages. Better informed public and legal communities. |
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9. Citizenship and Immigration Canada | Support to Communities | $9.0M | $2.0M | Implement the Strategic Plan to Foster Immigration to Francophone Minority Communities (FMC). Promote immigration abroad, improve the reception capacity of Francophone minority communities, and strengthen their reception and settlement infrastructures for Francophone newcomers to facilitate their social and cultural integration. Coordinate the Steering Committee and the Implementation Committee, and support research on the FMCs. | ||
Total | $787.4M | $183.0 M | ||||
Results to be achieved by Non-Federal Partners (if applicable): | ||||||
Contact: Benoit Marleau | Approved by: Jérôme Moisan | Date Approved: February 21, 2007 |
* Not reflected in original resource allocation
Table 11 - Sustainable Development Strategy
The department’s Sustainable Development Strategy 2007-2009 focuses on ensuring that the environmental impacts of its decisions are understood, weighed and appropriately addressed. To this end, the Sustainable Development Strategy (SDS) makes its first priority to institute effective governance structures and management measures, with a primary objective to strengthen decision-making and monitoring at Canadian Heritage in support of sustainable development. In addition, the SDS underscores the unique contribution that Canadian Heritage makes in the area of sustainable communities and in particular the essential role that culture plays. This is reflected in the second priority to improve the federal knowledge base about sustainable development and increase planning capacity to account for the social and cultural dimension of sustainable communities. Finally, the SDS advances previous departmental sustainable development strategies by furthering the ongoing commitment to integrate better environmental management in program and policy areas as well as in key operations.
A table demonstrating the alignment of the Department sustainable development work to departmental plans and priorities and to federal sustainable development goals is available at: (http://www.pch.gc.ca/pc-ch/pubs/2007_rpp/index_e.cfm).
More information on Canadian Heritage’s Sustainable Development Strategy 2007-2009 is available at: (http://www.pch.gc.ca/pc-ch/pubs/sds/index_e.cfm).
Table 12 - Internal Audits and Evaluations
This audit and evaluation list is based on the present 2006-2007 multi-year plan and includes carry-overs from 2006-2007 into 2007-2008. A five-year integrated risk-based audit and evaluation plan is being developed in consultation with all program sectors. Depending on departmental needs and priorities, this plan will include many but not necessarily all of the audits and evaluations included in the list.
Name of Internal Audit / Evaluation |
Audit/Evaluation Type |
Status |
Expected Completion Date |
Book Publishing Industry Development Program |
Internal Audit |
In–Progress |
2007-2008 |
Aboriginal Peoples’ Program (Aboriginal Friendship Centers Program) |
Internal Audit |
Planned |
2007-2008 |
Aboriginal Peoples’ Program (Aboriginal Youth) |
Internal Audit |
Planned |
2007-2008 |
Canadian Television Fund |
Internal Audit |
Planned |
2007-2008 |
Community Partnerships Program |
Internal Audit |
Planned |
2008-2009 |
Development of Official Language Communities Program |
Internal Audit |
Planned |
2007-2008 |
Exchanges Canada Program |
Internal Audit |
In-Progress |
2007-2008 |
Museums Assistance Program |
Internal Audit |
Planned |
2007-2008 |
Sport Hosting Program |
Internal Audit |
Planned |
2008-2009 |
Enhancement of Official Languages and Development of Official Language Communities Program |
Summative Evaluation |
Planned |
2008-2009 |
Aboriginal Peoples’ Program |
Summative Evaluation |
Planned |
2008-2009 |
Arts Presentation Canada |
Summative Evaluation |
In-Progress |
2007-2008 |
Book Publishing Industry Development Program |
Summative Evaluation |
Planned |
2007-2008 |
Canada Music Fund |
Summative Evaluation |
In-Progress |
2007-2008 |
Canadian Arts and Heritage Sustainability Program |
Summative Evaluation |
Planned |
2007-2008 |
Canadian Culture Online Strategy |
Summative Evaluation |
Planned |
2007-2008 |
Celebration, Commemoration and Learning Program |
Summative Evaluation |
In-Progress |
2007-2008 |
Cultural Spaces Canada |
Summative Evaluation |
In-Progress |
2007-2008 |
Exchanges Canada Program |
Summative Evaluation |
Planned |
2008-2009 |
Multiculturalism Program |
Formative Evaluation |
Planned |
2008-2009 |
Museums Assistance Program |
Summative Evaluation |
Planned |
2008-2009 |
National Arts Training Contribution Program |
Summative Evaluation |
In-Progress |
2007-2008 |
Sport Canada Program |
Summative Evaluation |
Planned |
2009-2010 |
TV5 |
Summative Evaluation |
In-Progress |
2007-2008 |
Movable Cultural Property Program |
Internal Audit |
Planned |
2007-2008 |
Promotion of Linguistic Duality |
Internal Audit |
Planned |
2007-2008 |
400th Anniversary of Quebec in 2008 (one time allotment under the Celebration, Commemoration and Learning Program) |
Summative Evaluation |
Planned |
2008-2009 |
Canadian Studies Program |
Summative Evaluation |
Planned |
2008-2009 |
Human Rights Program |
Summative Evaluation |
Planned |
2008-2009 |
Movable Cultural Property Program |
Summative Evaluation |
Planned |
2008-2009 |
National Training Program in Film and Video Sector |
Summative Evaluation |
In-Progress |
2007-2008 |
Youth Employment Strategy-Young Canada Works |
Summative Evaluation |
In-Progress |
2007-2008 |
Trade Routes |
Summative Evaluation |
Planned |
2007-2008 |
Canada Traveling Exhibition Indemnification Program |
Summative Evaluation |
Planned |
2008-2009 |
Canadian Film or Video Tax Credit |
Summative Evaluation |
In-Progress |
2007-2008 |
Canadian Heritage Information Network Program (e.g. Community Memory Program) |
Summative Evaluation |
Planned |
2007-2008 |
2010 Olympic and Paralympic Winter Games Federal Secretariat |
Internal Audit |
Planned |
2007-2008 |
Federal Coordination via the 2010 Olympic and Paralympic Winter Games Federal Secretariat |
Formative Evaluation |
Planned |
2008-2009 |
Official Languages Secretariat |
Summative Evaluation |
In-Progress |
2007-2008 |
Canadian Audio-Visual Certification Office |
Internal Audit |
Planned |
2007-2008 |
Feature Film Policy |
Internal Audit |
Planned |
2007-2008 |
Grants and Contributions Expenses |
Internal Audit |
Planned |
2007-2008 |
IM/IT Strategic Planning |
Internal Audit |
Planned |
2007-2008 |
Management of Physical Workplace Environment |
Internal Audit |
Planned |
2007-2008 |
Human Resources (Integration of People Management Planning into Business Planning) |
Internal Audit |
Planned |
2008-2009 |
IT Investment Planning |
Internal Audit |
Planned |
2008-2009 |
IT Security |
Internal Audit |
Planned |
2008-2009 |
Further information on audit and evaluation reports is available at: Canadian Heritage posts audit and evaluation reports online only once they are completed and approved by the Audit and Evaluation Committee. |