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ARCHIVED - RPP 2007-2008
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

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.

 

Accountabilities for the Program Activity Architecture

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.

Financial Tables

Table 1 - Departmental Planned Spending and Full–Time Equivalents


($ millions)

Forecast spending 2006‑2007 Planned spending
20072008 20082009 20092010
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
 20072008 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.

Table 7 - 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.

More detailed information on the CAVCO user fees is available at:
(http://www.pch.gc.ca/progs/ac-ca/progs/bcpac-cavco/progs/cipc-cptc/cipc-cptc_e.cfm#fee).


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:

Aboriginal Peoples’ 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 Historical Recognition 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
Grants/Contributions to TV5
Hosting Program
Katimavik Program
Multiculturalism Program
Museums Assistance Program
National Arts Training Contribution Program
Publication Assistance Program
Sport Support Program

More information is available at:
(http://www.tbs-sct.gc.ca/est-pre/estime.asp).


Department of Canadian Heritage Details on Transfer Payment Programs (TPP)


Name of Transfer Payment Program:  Aboriginal Peoples’ Program

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:

  • Aboriginal Organizations: Providessupport to key national, provincial, territorial, and regional Aboriginal organizations to ensure Aboriginal perspectives are reflected in the development of government policies and programs.
  • Aboriginal Communities:  Supports the efforts of Aboriginal communities to strengthen Aboriginal cultural identity and participation in Canadian society.
  • Aboriginal Living Cultures:  Supports the efforts of Aboriginal communities to preserve, revitalize and promote Aboriginal languages and cultures as living cultures.

Strategic outcomes:

  • Canadians express and share their diverse cultural experiences with each other and the world.
  • Canadians live in an inclusive society built on intercultural understanding and citizen participation.

Expected Results:

Aboriginal Organizations:

Immediate Result

  • Capacity of Aboriginal organizations to represent the interests of their respective communities.

Intermediate Result

  • Aboriginal organizations contribute and participate in government policy and program development.

Final Result

  • Aboriginal perspectives are reflected in the development of government policies and programs.

Aboriginal Communities:

Immediate Results:

  • Access by Aboriginal women and youth to culturally relevant programs and activities that improve skills, knowledge and leadership; and
  • Capacity of Aboriginal Friendship Centre organizations to support the growing of urban Aboriginal communities.

Intermediate Results:

  • Aboriginal women and youth improve their skills, knowledge and leadership while enhancing their cultural identity; and
  • Urban Aboriginal population served by a network of Aboriginal Friendship Centres.

Final Result:

  • Strengthened cultural identity and participation of Canada’s Aboriginal population.

Aboriginal Living Cultures:

Immediate Results:

  • Access to programs and activities that support Aboriginal communities in the preservation, revitalization and promotion of Aboriginal languages and cultures; and
  • Production and distribution of Aboriginal radio and television programming that support the preservation, revitalization and promotion of Aboriginal languages and cultures.

Intermediate Results:

  • Aboriginal communities have the capacity to enhance Aboriginal languages and cultures;
  • Aboriginal achievements and contributions are recognized and appreciated in Canadian society; and
  • Aboriginal communities watch and/or listen to Aboriginal radio and television programming.

Final Result:

  • Aboriginal languages and cultures are preserved, revitalized and promoted as living cultures.

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Preservation of Canada’s Heritage

 

 

 

 

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)
Community Development and Capacity Building

 

 

 

 

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)
Participation in Community and Civic Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • Internal audits of the Aboriginal Friendship Center and the Aboriginal Youths’ components are planned for 2007-2008.
  • A summative evaluation of the Aboriginal Peoples’ Program is planned for 2008-2009.



Name of Transfer Payment Program:  Arts Presentation Canada

Start Date:  2001-2002

End Date:  2009-2010

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

Strategic outcome:  Canadians express and share their diverse cultural experiences with each other and the world.

Expected Result:

Canadians have access to more arts activities in Canada.

Outputs:

  • Projects are funded through grants and contributions;
  • Projects completed according to agreed criteria (reports received); and
  • Practices and tools developed to enhance expertise within the Department and within the presentation milieu.

Immediate outcomes:

  • Consolidated support towards best practices in arts presentation;
  • Targeted strategic investments toward the development of arts presentation; and
  • Enhanced skills and knowledge development opportunities offered to arts presenters.

Intermediate outcomes:

  • Increased opportunity and greater access for all Canadians to a broad range of artistic experiences; and
  • Enhanced integration of the arts and community life.

Long-term outcome:

  • Canadians participate in and benefit from access to activities provided through skilled and dynamic programming of arts festivals and presenters.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Access and Participation in Canada’s Cultural Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process. Two recipient audits will take place in 2007.
  • A summative evaluation of the Arts Presentation Canada Program is planned for 2007-2008.



Name of Transfer Payment Program:  Athlete Assistance Program

Start Date:  1971

End Date:  June 15, 2011

Description:  The Athlete Assistance Program (AAP) contributes to the pursuit of excellence through its support for improved Canadian athlete performances at major international sporting events, enabling athletes to combine their sport and academic or working careers while training intensively in pursuit of world-class performances.  To this end, the program identifies and supports athletes already at or having the potential to be in the top sixteen in the world in their sport.
Athletes who are approved for funding and are financially supported through the AAP are referred to as “carded” athletes. AAP support is referred to as “carding.”

The objectives of the program are to:

  • Financially support Canadian athletes identified by National Sport Organizations using criteria established by Sport Canada as performing at or having the greatest potential to achieve top 16 results at Olympic/Paralympic Games and World Championships;
  • Assist Canada’s carded athletes in preparing to engage in full- or part-time career activities; and
  • Enable Canada’s carded athletes to participate in year-round national training and competition regimes to further their athletic goals.

Strategic outcome:  Canadians express and share their diverse cultural experiences with each other and the world.

Expected Results:

The expected outcomes of the Athlete Assistance Program are as follows:

  • Continued meaningful offset of the incremental costs of training and competition for Canada’s carded athletes;
  • Continued opportunities to prepare for future career activities, through access to education and training for Canada’s carded athletes;
  • Increased number of athletes advancing through the carding system; and
  • Improved performances by Canadian athletes at Olympics, Paralympics, and World Championships (by sport, gender, carded status), represented by the number of medals, top 8s and top 16s (athletes or teams).

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Creation of Canadian Content and Performance Excellence

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Sport Canada Programs is planned for 2009-2010.



Name of Transfer Payment Program:  Book Publishing Industry Development Program

Start Date:  1980-1981

End Date:  2010-2011

Description:  The Book Publishing Industry Development Program (BPIDP) supports the 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.

Strategic outcome: Canadians express and share their diverse cultural experiences with each other and the world.

Expected Results:

Outputs:

  • Formula funding for Canadian-owned book publishers based on sales of eligible titles;
  • Funding for professional development, research and Canadian book supply chain improvements; and
  • Funding for the domestic and international promotion of Canadian books and authors.

Outcomes – Immediate:

  • A strong, diverse population of Canadian-owned book publishers across all regions of Canada;
  • Enhanced professional skills and industry knowledge;
  • Adoption of new technologies for a more efficient and effective Canadian book supply chain; and
  • Collective and individual promotional opportunities for Canadian books and authors in Canada and abroad.

Outcomes – Intermediate:

  • Production of Canadian-authored titles;
  • Development of a diverse range of Canadian books and authors;
  • A competitive, strategic and informed Canadian book industry; and
  • Increased awareness of Canadian-authored books in Canada and abroad.

Ultimate Outcome:

  • Increased access to a diverse range of Canadian-authored books in Canada and abroad.

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

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
Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.  Between seven to ten recipient audits will take place in 2007-2008.
  • An internal audit of the Book Publishing Industry Development Program is planned for 2007-2008 and a summative evaluation is planned for 2007-2008.



Name of Transfer Payment Program:  Canada Magazine Fund

Start Date:  1999-2000

End Date:  N/A

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:

  • Providing formula funding for magazines to support and enhance their editorial content;
  • Supporting business development projects for small magazine publishers; and,
  • Providing help toward the development of the periodical industry as a whole.

Strategic outcome:  Canadians express and share their diverse cultural experiences with each other and the world.

Expected Results:

Outputs:

  • Contribution agreements for formula funding;
  • Contribution agreements for industry-wide or association-sponsored projects that encourage development; and
  • Contribution agreements for small magazine publishers for marketing, circulation, promotion and professional development initiatives.

Outcomes – Immediate:

  • Strengthened industry infrastructure and capacity; and
  • Decreased cost of producing Canadian editorial content.

Outcomes – Intermediate:

  • Greater diversity of titles and content reflective of Canada;
  • Enhanced quality of Canadian magazines; and
  • Maintained or increased levels of Canadian editorial content in Canadian magazines.

Ultimate Outcome:

  • Canadian readers have maintained or increased access to Canadian editorial, and the maintained or increased competitiveness of Canadian publishers.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Creation of Canadian Content and Performance Excellence

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.  Seven recipient audits will take place in 2007-2008.



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.

Strategic outcome:  Canadians express and share their diverse cultural experiences with each other and the world.

Expected Results:

Outputs:

  • Funding is transferred by the CMF to five external administrators that in turn provide funding to artists, creators and enterprises to produce, promote and make available high-quality Canadian sound recordings;
  • Formula funding is transferred by the CMF to Canadian sound recording firms based on sales of eligible sound recordings; and
  • Funding is transferred directly by the CMF to sector associations.

Outcomes – Immediate:

  • New Canadian music is produced, marketed and distributed;
  • Existing Canadian musical works are acquired and preserved;
  • Canadian music enterprises build their skills and capacity;
  • Seminars, workshops, concerts, industry events take place; and
  • Sector associations build capacity to serve artists and enterprises.

Outcomes – Intermediate:

  • Networks and virtual communities of Canadian musical artists and enterprises are created and strengthened;
  • Audiences are exposed to and purchase Canadian music;
  • Quantity, quality, diversity of Canadian sound recordings is sustained;
  • Public policy and programs adapt to the evolution of Canadian music; and
  • Canadian musical artists and creators build their skills.

Outcomes– High-level:

  • Economic viability of the Canadian music industry is strengthened; and
  • The careers of Canadian music artists and creators are enhanced.

Ultimate Outcome:

  • Enhance Canadians’ access to a diverse range of Canadian musical choices.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Creation of Canadian Content and Performance Excellence

 

 

 

 

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
Life

       

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Canada Music Fund is planned for 2007-2008.



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:

  • Canadian cultural content is present on-line in new technological formats;
  • Better distribution mechanisms for new media products;
  • Greater participation of Canadian-owned and controlled companies active in the new media sector or any national group, agency or association representing Canadian new media creators, in domestic and international trade fairs;
  • Greater opportunities for professional development through participation in events such as conferences, symposiums, workshops as well as through mentoring activities in collaboration with specialized new media centres; and
  • A leverage effect between cultural content creation on-line enhanced distribution and sectoral awareness (for example, better distribution will encourage the creation of more content, which will lead to faster growth for the sector).

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Creation of Canadian Content and Performance Excellence

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.



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:

  • Improvement in the governance of organizations, management capabilities of organizations and long-term financial health of organizations;
  • Development of national networks to support local cultural development;
  • Increased involvement by Canadian communities to sustain cultural activities at the local level; and
  • The program enables recipient organizations to play their role in Canadian society by having a positive impact on Canadians’ quality of life and fostering social cohesiveness, and contributing to building creative, sustainable and healthy communities.

Outputs:

  • Projects are funded through grants and contributions; and
  • Projects are completed according to agreed criteria (reports received); practices and tools are developed for efficient program delivery and for an enhanced understanding of the sustainability of Canadian arts and heritage organizations.

Immediate Outcomes:

  • Improved organizational, administrative and financial health of arts and heritage organizations benefiting from the program;
  • Raised capital and created endowments for supporting long-term sustainability of arts organizations;
  • Ensured short-term survival of important arts institutions;
  • Development of national networks to support local cultural development; and
  • Increased involvement by Canadian communities to sustain cultural activities at the local level.

Intermediate Outcomes:

  • Arts and heritage organizations are better anchored in their communities; and
  • Maintained or increased number of healthy arts and heritage organizations in Canada.

Long-term Outcome:

  • Canadians participate in and benefit from access to activities provided through long-term sustainability of Canadian arts and heritage organizations in communities that value their existence and support them.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Sustainability of Cultural Expression and Participation

 

 

 

 

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
Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.  Four recipient audits will take place in 2007 for the Capacity Building component.  One recipient audit of the Networking component will take place in 2007.
  • A summative evaluation of the Canadian Arts and Heritage Sustainability Program is planned for 2007-2008.



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:

  • Opportunities for Canadians of diverse backgrounds to learn about and share their heritage, contemporary expressions of culture and perspectives online;
  • Production and availability online of digital cultural content in French;
  • Development of innovative tools to help new media producers and cultural organizations to create and manage digital cultural content; and
  • Opportunities for the new media sector to build potential and capacity.

These results are expected to contribute to the intermediate outcomes of increased:

  • Participation of Canadians in interactive digital resources that reflect our diverse heritage, cultures, languages and history;
  • Access to Canadian digital cultural content in French;
  • Awareness of and access to innovative tools for content creation and management by researchers and creators in the cultural sector; and
  • Capacity in the Canadian new media sector.

Over the long term, expected results will contribute to the strategic outcome of:

  • Canadians having access to, and benefiting from, diverse Canadian cultural products and experiences in the digital interactive realm.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Sustainability of Cultural Expression and Participation

 

 

 

 

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
Life

 

 

 

 

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: 

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Canadian Culture Online Strategy is planned for 2007-2008.



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:

  • Grants and Contributions;
  • Funding and/or partnership agreements;
  • Ceremonies, celebrations, commemorations, and national events;
  • Learning resources for students and teachers (i.e. poster challenge);
  • Promotional material (i.e. pins, posters, etc.); and
  • Media coverage.

Outcomes:

  • Increased opportunities for Canadians to celebrate and commemorate Canada, its heritage, its people, their stories and key events;
  • Increased awareness by Canadians of opportunities to celebrate Canada and its communities and to commemorate significant aspects of national and regional history, leading to increased participation;
  • Increased knowledge and understanding of Canadians about Canada and its key events and about their shared history, values and interests;
  • Increased sense of shared citizenship among Canadians; and
  • Increased sense of pride and belonging to Canada.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Participation in Community and Civic Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Celebration, Commemoration and Learning Program is planned for 2007-2008.



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):

  • Participating public institutions, targeted communities, and ethno-cultural/racial community group members collaborate on initiatives to combat racism and promote diversity.

    • Specifically, through the Community Historical Recognition Program, there will be recognition/or commemoration of historical experiences of impacted communities and there will be information available on the historical experiences of impacted communities.
  • Individuals and groups identified by the Program gain:

      • Awareness of racism and discrimination;
      • Knowledge of how to counter intolerant, racist or hate motivated behaviours; and
      • Strategies to foster more inclusive behaviours.
    • Specifically, through the Community Historical Recognition Program, there will be a greater degree of public awareness of the historical experiences of impacted communities and their contribution to Canadian society.  Support from the Program will help bring a sense of closure for the impacted communities helping them to feel that they are full and equal members of Canadian society.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.



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:

  • Ongoing outputs are generated, including Canadian Television Fund (CTF) Board packages are provided to Board Directors five working days prior to any CTF Board meetings and items for decision are well identified and include recommendations from CTF staff.  Guidelines and procedures are prepared and published.  Applications are processed in a timely manner.  Required activity reports (interim and annual) are submitted to Canadian Heritage in accordance with the contribution agreement; and
  • Approximately 2,000 new hours of culturally significant programming is produced and broadcast each year in key genres of drama, children’s and youth, and documentary and variety/performing arts, in both official languages and Aboriginal languages.

Direct Outputs:

  • Canadian broadcasters license and schedule more high-quality, distinctively Canadian television programs in the CTF Program’s eligible genres in peak viewing hours;
  • Appropriate support levels are attained for official-language minority productions, for productions by licensed educational broadcasters, for CBC/SRC –licensed productions, and regionally based productions;
  • Strengthened ability to attract private production partners and support, using funding from the CTF Program as leverage;
  • Set aside an envelope for the Canadian Broadcasting Corporation/Société Radio-Canada (CBC/SRC) based on the historical average contributed by the CTF Program to CBC/SRC triggered projects; and
  • Development projects are funded to assist producers to develop their projects prior to commencing production, thereby enhancing the projects’ chances of success.

Ultimate Impacts:

  • Availability of eligible Canadian programming choices for Canadian viewers and broadcast in peak viewing hours;
  • Improved audience support for distinctively Canadian productions in English, French and Aboriginal languages;
  • Availability of more Canadian English‑language drama programs and their ability to capture a larger share of viewing audiences to all television drama programming; and
  • Continued availability of French-language drama programs with capacity to maintain high level of viewing audiences.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Creation of Canadian Content and Performance Excellence

 

 

 

 

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: 

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • An internal audit of the Canadian Television Fund is planned for 2007-2008.



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:

  • Canada's communities benefit from access to performing arts, visual arts, media arts, and museum collections and heritage exhibitions as a result of funded projects that contribute to the improvement of physical conditions that foster participation in arts and cultural life in Canada.

Outputs:

  • Projects funded through grants and contributions;
  • Projects completed according to agreed criteria (reports received); and
  • Practices and tools developed for efficient program delivery and for an enhanced understanding of the state of cultural infrastructure.

Short term outcomes:

  • Increased number of facilities and improved infrastructures; and
  • Improved quality and standards of facilities and infrastructures.

Intermediate outcome:

  • Enhanced effectiveness of operations of funded organizations.

Long-term outcome:

  • Canadians participate in and benefit from access to activities provided through increased and improved arts and heritage facilities for creation, presentation and exhibitions.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Access and Participation in Canada’s Cultural Life

 

 

 

 

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: 

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Cultural Spaces Canada is planned for 2007-2008.



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: 

  • Members of Official Languages Minority Communities (OLMC) have greater access to programs and services, in their language, offered by community organizations, provincial and territorial governments, municipalities and federal departments and agencies; and
  • Members of OLMC have greater access to quality education in their language, in their community.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Community Development and Capacity-Building

 

 

 

 

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: 

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • An internal audit of the Development of Official-Language Communities Program is planned for 2007-2008 and a summative evaluation is planned for 2008-2009.



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:

  • A greater proportion of Canadians has a better understanding and appreciation of the benefits of linguistic duality and accepts the rights of linguistic minorities; and
  • A greater proportion of Canadians have a working knowledge of both official languages.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Promotion of Inter-Cultural Understanding

 

 

 

 

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)
Participation in Community and Civic Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Enhancement of Official Languages is planned for 2008-2009.



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:

  • Young participants enhance their knowledge of Canada;
  • Young participants connect and create linkages with one another; and
  • Young participants enhance their appreciation of the diversity and shared aspects of the Canadian experience.

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

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: 

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • An internal audit of the Exchanges Canada Program is planned for 2007-2008 and a summative evaluation is planned for 2008-2009.



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:

  • TV5 Monde retains and perhaps even expands its international audience; and the percentages and positioning of Canadian programs on TV5 Monde schedules are maintained; and
  • TV5 Québec-Canada maintains a balance in the broadcast of programs from TV5 partners.

Long-term repercussions:

  • Help showcase the international Francophonie worldwide;
  • Help showcase Canada worldwide;
  • Contribute to the creation and production of Canadian audio-visual products; and
  • Give Canadians a window on the cultural diversity of the world’s Francophone communities.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Sustainability of Cultural Expression and Participation

 

 

 

 

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: 

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Grants/Contributions toTV5 is planned for 2007-2008.



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.
The Hosting Program offers Canada a planned and coordinated approach to realizing direct and significant benefits from bidding and hosting projects in the areas of sport development, economic, social, cultural and community, across a broad range of government priorities.  The program is characterized by active liaison with partners/stakeholders and by a diligent grant and contribution system.

Through contributions to bidding and hosting, the objectives of the Hosting Program are:

  • To strengthen the sport excellence and sport development impacts of bidding and hosting the Canada Games and targeted international sport events;
  • To increase access and equity for designated under-represented groups through contributions to international bidding and hosting events; and
  • To strengthen the associated economic, social, cultural and community impacts of supported bidding and hosting projects, in keeping with the Government of Canada interests and priorities.

Strategic outcome:  Canadians express and share their diverse cultural experiences with each other and the world.

Expected Results:

The expected results of the Hosting Program can be summarized as follows:

  • Increased sport excellence and development impacts from planned events being realized;
  • Increased opportunities for Aboriginal peoples and athletes with a disability from planned events being realized; and
  • Increased economic, social, cultural and community impacts supporting Government of Canada priorities from planned events being realized.

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
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Creation of Canadian Content and Performance Excellence

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • An internal audit of the Hosting Programis planned for 2008-2009 and a summative evaluation of the Sport Canada Programs is planned for 2009-2010.



Name of Transfer Payment Program:  Katimavik Program

Start Date:  1997-1998

End Date:  N/A

  • Description:  The mission of Katimavik is to foster the personal development of young Canadians through their participation in a challenging 39-week program, performing volunteer community work, training and group interaction.  Katimavik contributes largely to the personal, professional and social development of participants, aged 17 to 21, by promoting community service and offering a unique experience that promotes a better understanding of Canada’s diversity.
  • Strategic outcomes:  Canadians live in an inclusive society built on intercultural understanding and citizen participation.

Expected Results:

  • Increased understanding of Canada’s diversity;
  • Developed personal, social and professional skills;
  • Improved capacity of host community partner organizations; and
  • Enhanced appreciation of community service.

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.



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:

  • Ethno-cultural/racial minorities participate in public decision-making (Civic Participation);
  • Communities and the broad public engage in informed dialogue and sustained action to combat racism (Anti-Racism, Anti-Hate, Cross-Cultural Understanding); and
  • Public institutions eliminate systemic barriers (Institutional Change).

The 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):

  • Decision-makers in public institutions identified by the Program:
    • Recognize barriers to access and participation;
    • Commit to changes to policies and practices; and
    • Initiate changes to policies and practices.
  • Individuals and groups identified by the Program gain:
    • Awareness of racism and discrimination;
    • Knowledge of how to counter intolerant, racist or hate motivated-behaviors; and
    • Strategies to foster more inclusive behaviors.
  • Participating public institutions, targeted communities and ethno-cultural/racial community group members collaborate on initiatives to combat racism and promote diversity; and
  • Ethno-cultural/racial communities identified by the Program:
    • Gain awareness, knowledge and skills for civic engagement;
    • Identify and take action toward resolving issues affecting their communities; and
    • Participate in the wider civil society.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-20010

Program Activity (PA)
Participation in Community and Civic Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A formative evaluation of the Multiculturalism Program is planned for 2007-2008.



Name of Transfer Payment Program:  Museums Assistance Program
(As known as Grant/Contribution to Canadian museums and heritage organizations to promote professional management of, and access to, Canada’s diverse heritage)

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:

  • Production and circulation of domestic travelling exhibitions and associated interpretive material;
  • Projects to ensure the preservation and presentation of Aboriginal cultural heritage;
  • Increased adoption of sound professional policies and practices by museums; and
  • Increased number of resources or services offered to multiple museums by heritage service organizations.

* 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
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Sustainability of Cultural Expression and Participation

 

 

 

 

Total Grants

-

-

-

-

Total Contributions

-

0.5

0.5

0.5

Total PA

187.0

163.1

104.1

88.5

Program Activity (PA)
Access and Participation in Canada’s Cultural Life

 

     

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)
Participation in Community and Civic Life

       

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • An internal audit of the Museums Assistance Programis planned for 2007-2008 and a summative evaluation is planned for 2008-2009.



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:

  • Development of Canadians in various artistic disciplines who will have professional careers in the arts and provide cultural leadership in Canada and abroad; and
  • Canadians benefit from high quality artistic products from Canadian artists and creators trained in Canada.

Outputs:

  • Institutions provided with operating support through contributions; and
  • Results are evaluated through application process, on-site assessments, interim activity reports and annual surveys.

Outcomes:

  • The National Arts Training Contribution Program (NATCP) funded national institutions provide high-calibre arts training to talented students from across Canada;
  • Graduates of national training institutions work professionally in their respective fields, in Canada and/or internationally; and
  • Graduates of NATCP funded national training institutions reflect and express the diversity of Canadian society.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Sustainability of Cultural Expression and Participation

 

 

 

 

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

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the National Arts Training Contribution Program is planned for 2007-2008.



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:

  • Memorandum of Agreement with the Canada Post Corporation (CPC); and
  • Eligibility of titles established and communicated to the CPC.

Outcome – Immediate:

  • Decreased mailing costs for Canadian magazines and non-daily newspapers.

Outcomes – Intermediate:

  • Maintained or increased distribution of Canadian magazines and periodicals; and
  • Greater diversity of Canadian magazine and periodical titles.

Ultimate outcome:

  • Canadian readers have access to a diversity of Canadian magazines and periodicals with high levels of Canadian editorial content.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Access and Participation in Canada’s Cultural Life

 

 

 

 

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

  • Recipient audits are determined on an annual basis based on a risk assessment process.



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:

  • Increase the opportunities to participate in quality sport activities for all Canadians including under-represented groups;
  • Increase the capacity of the Canadian sport system to systematically achieve world class results at the highest international competitions;
  • Contribute to the provision of technical sport leadership within the Canadian Sport System; and
  • Advance Canadian interests, values and ethics in sport at home and abroad.

Strategic outcome:  Canadians express and share their diverse cultural experiences with each other and the world.

Expected Results:

To advance the Canadian Sport Policy, the expected outcomes of the program may be summarized as follows:

  • Continued provision of sport programs and services to the Canadian sport system by National Sport Organizations (NSO) and Multisport Service Organizations (MSO);
  • Achieved greater degree of compliance with established national standards, with specific emphasis on increased official language capacity of sport organizations;
  • Increased number of NSOs, especially targeted sports, with a sport specific Long-Term Athlete Development Model in place and linked to the organization’s strategic plan;
  • Increased number of NSOs having implemented the revised national coaching certification program (NCCP);
  • Increased number of coaches participating in the NCCP;
  • Full complement of qualified coaches for targeted sports to achieve their national team objectives;
  • Advanced Canadian interests, values and ethics in sport at home and abroad;
  • Expanded and strengthened program and policy collaboration within the federal government and with P/T governments and the sport community; and
  • Increased opportunities for sport participation among all Canadians, including targeted under-represented groups; and improved performances by Canadian athletes at Olympic and Paralympic Games and senior world championships, particularly in targeted sports.

 

(In millions of $)

Forecast
Spending
2006-2007

Planned
Spending
2007-2008

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Program Activity (PA)
Creation of Canadian Content and Performance Excellence

 

 

 

 

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)
Sustainability of Cultural Expression and Participation

 

 

 

 

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)
Participation in Community and Civic Life

 

 

 

 

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:

  • Recipient audits are determined on an annual basis based on a risk assessment process.
  • A summative evaluation of the Sport Canada Programs is planned for 2009-2010.

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:
(http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/dep-min/dep-min-eng.asp)


Horizontal Initiatives


Name of Horizontal Initiative:
2010 Winter Olympic and Paralympic Games – Delivering on our Commitments

Name of Lead Department:
Department of Canadian Heritage

Start Date of the Horizontal Initiative:
January 1st, 2006

End Date of the Horizontal Initiative:
March 31st, 2012

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:

  • Canadian excellence and values will be promoted nationally and internationally;
  • Sport, economic, social and cultural legacies will be established for the benefit of all Canadians, in alignment with federal policy objectives;
  • Early planning and seamless, cost-effective delivery of mandated federal responsibilities, including federal essential services (security, entry of individuals, etc.) will contribute to high quality 2010 Winter Games.

Governance Structures

  • 2010 Federal Games Secretariat
  • Representative Working Group (RWG)

Federal Partners Involved in Each Program

Names of Programs

Total Allocation

Planned Spending for
2007–2008

Expected Results for 2007–2008

1. Canadian Heritage

Federal Coordination/ Enhancing Canada’s International Profile

$370.3M

$122.7M

  • Increased opportunities for federal visibility on 2010 activities;
  • Improved relations with partners and with the 2010 Federal Framework for Coordination;
  • Diligent spending on all aspects of federal funding.

Promoting Sustainable Benefits

2. Security Group Sol. Gen. (RCMP),
Public Safety & Emergency Preparedness Canada (PSEPC),
Department of National Defence (DND),
Canadian Security Intelligence Agency (CSIS)
Public Health Agency of Canada (PHAC)

Police and Security

$87.5M

*

  • Partners and stakeholders are engaged in development of intelligence-led strategic and operational plans

3. Canadian Border Service Agency

Entry of Goods and Individuals

$15.2M

$1.1M

  • Operational planning and logistics planning in preparation for the 2010 Winter Games

4. Citizenship and Immigration

Entry of Goods and Individuals

$5.0M

$0.3M

  • Operational planning and logistics planning.  Input to design and creation of the International Olympic Committee card

5. Human Resources & Skills Development Canada

Entry of Goods and Individuals

$1.3M

$0.2M

  • Operational planning and logistics of planning on entry of foreign workers

6. Health Canada

Public Health and Safety

$2.6M

      _

  • Activities to be undertaken in 2008-09.

7. Environment Canada

Meteorological Services

$9.3M

$0.8M

 

  • Infrastructures and supporting technologies for Olympic weather services are developed

Sustainability

$1.5M

$0.5M

  • Sustainability investments and agenda advanced

Environmental Assessments

$2.6M

$0.4M

  • Environmental Assessments Completed

8. Fisheries and Oceans

Environmental Assessments

$0.8M

$0.1M

  • Environmental assessment work completed as required.

 

 

Total
$496.1M

Total
$126.1M

 

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:

  • Benefits of linguistic duality.
  • Opportunities for Canadians to live and work in communities that reflect Canadian values with respect to the use of English and French.
  • Access to government services in the language of choice.
Intermediate Results:
  • Capacity of Canadians to live and work in vibrant communities in their official language of choice.
  • Canadians’ increased awareness and enjoyment of the benefits of linguistic duality, including access to the services that support it.
Immediate Results:
  • Improved access to justice in both official languages.
  • Increased participation in and improved access to education and learning in support of linguistic duality.
  • Improved access to health and social services in the language of choice.
  • Enhanced cultural activities in support of Canadian identity.
  • Strengthened community economic development and language industries.
  • Enhanced community vitality.
  • Linguistic duality is reinforced in the institutions of Canadian society and reflected abroad.
  • Federal institutions’ respect for and compliance with the Official Languages Act and the Constitution.
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:

  • Two inter-departmental meetings concerning family literacy; and
  • Two meetings of the Family Literacy Research Steering Committee.
  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.

  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.

  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.

  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.

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.

  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.

  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.

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:
(http://www.pch.gc.ca/progs/em-cr/index_e.cfm).

Canadian Heritage posts audit and evaluation reports online only once they are completed and approved by the Audit and Evaluation Committee.