ARCHIVED - Canadian Heritage

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Minister's Message

As Minister of Canadian Heritage and Official Languages, I present the Department of Canadian Heritage’s 2009–2010 Report on Plans and Priorities. This report builds on the Department’s progress in revising its structure to report on how it manages and allocates resources to its many programs and activities. The implementation of new reporting tools will reinforce accountability and transparency in program management and delivery.

As the 2009 Budget indicated, culture reflects who we are as a nation, how we see ourselves as citizens, and how we present ourselves to the world. Every day in every part of the country, Canadians experience our rich and diverse cultural heritage through the works of our incredibly talented artists. With this budget, the Government is recognizing the significant contribution the cultural sector makes in stimulating and strengthening our economy. We are highlighting the importance of our artistic institutions, supporting training for the next generation of artists, and investing directly in our communities.

This Report does not reflect the full implementation of the renewal of certain programs or the results of Strategic Review, which are currently being phased in.  As such, this document does not completely capture the Government’s commitment to funding levels for arts, culture, heritage and official languages. 

In June 2008, the Government of Canada announced the Roadmap for Canada’s Linguistic Duality 2008–2013: Acting for the Future. I am proud of our linguistic duality, a core Canadian value that provides significant benefits for Canadians, at home and abroad. The Roadmap builds on existing commitments and proposes new investments that will allow English and French minority-language communities to receive services in their own language.

As well, in less than a year from now, Canada will be hosting the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler. The Games serve as a venue to test the talent of Canada’s athletes and will also provide a unique opportunity to showcase our vibrant and diverse culture to the world. I look forward to working with my colleague, the Honourable Gary Lunn, Minister of State (Sport), and all the other partners to ensure that the 2010 Games are truly Canada’s Games.

The Honourable James Moore, P.C., M.P.

Summary Information

Raison d’être

The Department of Canadian Heritage and Canada’s major national cultural institutions play a vital role in the cultural, civic and economic life of Canadians. We work together to promote culture, the arts, heritage, official languages, citizenship and participation, Aboriginal, youth, and sport initiatives.

Responsibilities

The Department of Canadian Heritage is responsible for formulating policies and delivering programs that help all Canadians participate in their shared cultural and civic life. The Department’s legislative mandate is set out in the Department of Canadian Heritage Act, which offers an extensive but not exhaustive list of responsibilities for the Minister under the heading of “Canadian identity and values, cultural development, and heritage.”

The Department oversees the administration of a large set of governing legislation, notably: the Broadcasting Act, the Copyright Act (shared with Industry Canada), the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act, and the Physical Activity and Sport Act (shared with Health Canada).

The Department of Canadian Heritage is specifically responsible for formulating and implementing cultural policies related to copyright, foreign investment and broadcasting, as well as policies related to arts, heritage, official languages, sports, state ceremonial and protocol, and Canadian symbols. The Department’s main activities involve funding community and other third-party organizations to promote the benefits of culture, identity, and sport for Canadians. The Minister of Canadian Heritage and Official Languages is accountable to Parliament for the Department and the 19 other organizations that make up the Canadian Heritage Portfolio.

In October 2008, the Minister of Citizenship and Immigration became the Minister of Citizenship, Immigration and Multiculturalism. Consequently, the responsibilities related to multiculturalism were transferred from the Department of Canadian Heritage to Citizenship and Immigration Canada.

Strategic Outcomes

The Department’s work is structured around the following three strategic outcomes:

1. Canadian artistic expressions and cultural content are created and accessible at home and abroad – this speaks to the importance of the continued existence and public availability of Canadian cultural products, artistic work by Canadian creators and performers, and Canada’s cultural heritage.
   
2. Canadians have a sense of their Canadian identity – this supports the mandate of fostering a stronger Canadian identity through active, engaged, inclusive citizenship, and the recognition of the importance of both linguistic duality and a shared civic identity.
   
3. Canadians participate and excel in sport – this speaks to the beneficial effects of sport participation on health and to the impact of international achievement in sport on Canadian pride.

Program Activity Architecture (PAA)

The Program Activity Architecture (PAA) serves to provide an overview of how the Department’s programs and activities are linked and how their expected results are organized to contribute to achieving the Department’s Strategic Outcomes and mandate. To accompany the PAA, a Performance Measurement Framework (PMF) was developed and serves as an objective basis for collecting information related to the intended results of the Department’s programs. The 2009–2010 Report on Plans and Priorities is primarily based on the PAA and the expected results and performance indicators identified in the PMF. One area of continued focus for the Department is the establishment of appropriate targets at all levels of the PMF.

For 2009–2010, Canadian Heritage undertook a major review of its PAA with a view to better represent its programs and activities and enhance the management of its resources and the production of its financial and non-financial reports.

The restructuring of the PAA was done in accordance with the Management, Resources and Results Structure Policy and the recommendations from assessments conducted under the Management Accountability Framework. The revised PAA, presented on the following page, provides a more cohesive departmental story.

2009–2010 Program Activity Architecture

PAA Crosswalk

The table below illustrates the redistribution of financial resources by program activity from 2008–2009 to 2009–2010.

2009–2010
New Program Activities

	($ millions)	Arts	Cultural Industries	Heritage	Promotion and Attachment to Canada	Engagement and Inclusion	Official Languages	Sport	Internal Services	Total
2008–2009 Program Activities	Creation of Canadian content and performance excellence	0.4	84.7	-	0.1	-	-	140.0	10.1	235.3
	Sustainability of cultural expression and participation	43.8	51.8	4.2	0.1	-	-	32.2	15.5	172.0
	Preservation of Canada’s Heritage	0.3	1.9	11.6	-	21.3	-	-	6.0	41.1
	Access to Canada’s Culture	74.1	79.5	12.9	0.2	1.0	-	2.5	22.7	192.8
	Promotion of inter-cultural understanding	0.1	0.5	-	-	6.3	115.2	-	3.2	125.4
	Community Development and capacity-building	0.2	0.6	-	-	0.5	256.6	-	3.7	261.6
	Participation in Community and Civic Life	1.1	4.4	8.2	130.9	102.5	3.4	22.6	26.4	275.2
	Total	119.9	223.4	36.8	131.3	131.7	375.2	221.7	87.7	1,303.5

Planning Summary

Financial Resources

The financial resources table below provides a summary of the total planned spending for Canadian Heritage for the next three fiscal years.

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
1,303.5	1,062.7	1,023.0

Human Resources

The human resources table below provides a summary of the total planned human resources for Canadian Heritage for the next three fiscal years.

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
2,421.5	2,151.7	2,152.2

Budget 2009

Budget 2009: Canada's Economic Action Plan announced new investments that will have an impact on the resources of the Department of Canadian Heritage over the next few years. The Budget announcements are not reflected in the financial information provided in this report. They include:

• targeted two-year funding of $60 million to support infrastructure-related costs for local and community cultural and heritage institutions such as local theatres, libraries and small museums;
  
• increased funding by $20 million over the next two years and $13 million per year thereafter to the National Arts Training Contribution Program;
  
• $30 million over the next two years to support continued access to Canadian magazines and community newspapers;
  
• $28.6 million over the next two years to support new media, and $14.3 million annually thereafter; and
  
• $200 million over the next two years in funding to the Canadian Television Fund.

Expenditure Profile

In fiscal year 2004–2005, the departmental spending was $1.264 billion. The increase in actual spending from 2005–2006 to 2006–2007 is mainly due to the increase in funding for the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler. Between 2006–2007 and 2008–2009, resources remain stable mainly due to the funding of some programs or initiatives such as the 400^th anniversary of Québec City in 2008, the Building Communities through Arts and Heritage program, the official languages support programs, and the federal policy for hosting international sport events.

The reduction of Planned Spending for 2009-2010 (depicted by a solid line in the graphic below) is largely the result of the sunsetting of various programs, including:  the Canadian Television Fund, the Canada Music Fund, Cultural Capitals of Canada, and the networking and capacity-building components of the Canadian Arts and Heritage Sustainability Program.  It should be noted that some programs are due for renewal by March 31, 2010 and consequently were not addressed in Budget 2009 and these will be treated in the context of the normal budget planning process in the future.

Budget 2009 identifies an additional $331 million in investments spanning the 2009-2010 and 2010-2011 years, over and above planned reference levels, including for example the renewal of the Canadian Television Fund.  This investment is represented by the dashed line below.

Strategic Outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Performance Indicators Range and volume of Canadian cultural content and artistic works created and produced, by category Range of heritage collections, Canadian cultural content and artistic works accessible domestically and internationally, by category

Program Activity1	Expected Results	Forecast Spending ($ millions)	Planned Spending ($ millions)			Alignment to Gov’t of Canada Outcomes
		2008-2009	2009-2010	2010-2011	2011-2012
Arts	Canadian artists are prepared for professional artistic careers in Canada and abroad; The sustainability of arts and heritage organizations receiving PCH support is strengthened; Canadians in a variety of communities have access to arts, culture and heritage activities.	115.5	119.9	38.7	37.1	Vibrant Canadian Culture and Heritage
Cultural Industries	A range of Canadian cultural content is created and produced; Canadian cultural industries receiving funding from Canadian Heritage are sustainable; Canadian cultural content is accessible in Canada and abroad.	336.0	223.4	177.8	170.6	Vibrant Canadian Culture and Heritage
Heritage	Heritage institutions and heritage workers have improved their professional knowledge, skills and practices; Heritage collections are preserved by heritage institutions for current and future generations; Canadian and international audiences access content presented by heritage institutions.	38.1	36.8	37.0	35.4	Vibrant Canadian Culture and Heritage
Total Planned Spending			380.2	253.4	243.1

Strategic Outcome 2: Canadians have a sense of their Canadian identity

Performance Indicators Level of appreciation by Canadians of Canadian shared values Level of active participation by Canadians in their society

Program Activity	Expected Results	Forecast Spending ($ millions)	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
		2008-2009	2009-2010	2010-2011	2011-2012
Promotion of and Attachment to Canada	Knowledge of and appreciation for Canada’s shared values and common interests by Canadians, particularly youth, and by the international community.	107.2	131.3	71.2	67.4	Diverse society that promotes linguistic duality and social inclusion
Engagement and Inclusion 2	Canadians of various backgrounds, reached with PCH initiatives, are engaged and have the opportunity to participate in social, cultural, political and economic aspects of Canadian life.	120.5	131.7	119.3	113.4	Diverse society that promotes linguistic duality and social inclusion
Official Languages	Canadians recognize and support linguistic duality; Official-language minority communities  can live in their language, in their communities.	364.5	375.2	363.7	348.5	Diverse society that promotes linguistic duality and social inclusion
Total Planned Spending			638.3	554.3	529.3

Strategic Outcome 3: Canadians participate and excel in sport

Performance Indicators Rate, frequency and nature of participation by Canadians in sport activities International ranking at Olympic/Paralympic Games and World Championships

Program Activity	Expected Results	Forecast Spending ($ millions)	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
		2008-2009	2009-2010	2010-2011	2011-2012
Sport	The sport system provides benefits for Canadians.	220.3	197.3	177.9	171.3	Vibrant Canadian Culture and Heritage
Total Planned Spending			197.3	177.9	171.3

Contribution of Priorities to Strategic Outcomes

Operational Priorities	Type	Links to Strategic Outcome	Description
Promote the creation, preservation and dissemination of Canadian cultural content to domestic and international audiences.	Ongoing	Strategic Outcome 1	This operational priority supports the creation and preservation of Canadian cultural content and artistic works by Canadian creators and performers. It also supports the availability and accessibility of Canadian cultural content and products, both at home and abroad and access to Canada’s cultural heritage. The Department supports this priority through its policies, programs and legislative framework found under program activities 1, 2 and 3.
Promote greater knowledge and understanding of Canada, and increase Canadians’ pride and engagement in our country and its communities.	Ongoing	Strategic Outcome 2	This operational priority supports the implementation of program activities that foster promotion of and attachment to Canada, through learning about Canada's history and civics, symbols and institutions, and participation in national and international events that celebrate and foster attachment to a strong and vibrant Canadian identity. It also supports ongoing efforts to engage Canadians of various backgrounds in the social, cultural and civic life of their communities and country. The Department supports this priority through its policies, programs and legislative framework found under program activities 4 and 5.
Foster linguistic duality in Canadian society and enhance the development of official language minority communities.	Ongoing	Strategic Outcome 2	Through partnerships and agreements, this priority fosters the vitality of Canada's English- and French-speaking minority communities and enables them to participate fully in all aspects of Canadian life while enhancing 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. This priority also promotes a better understanding and appreciation of the benefits of linguistic duality and encourages the public to recognize and support linguistic duality as a fundamental value of Canadian society. The Department supports this priority through its policies, programs and legislative framework found under program activity 6.
Support high performance athletes, opportunities for all Canadians to participate and excel in sport, and the hosting of international sport events and the Canada Games.	Ongoing	Strategic Outcome 3	This operational priority supports high-performance athletes in national and international sporting events, enhances Canada’s ability to host national and international sporting events, supports the development of excellence in coaching and sports organizations and promotes participation in sports by Canadians of all ages and abilities. The Department supports this priority through its policies, programs and legislative framework found under program activity 7.

Management Priorities	Type	Links to Strategic Outcome	Description
Integration of financial and non-financial information	Ongoing	Supports all strategic outcomes.	This management priority supports the implementation of the Management, Resources and Results Structure policy providing a common government-wide approach to the collection, management and public reporting of financial and non-financial performance information.
Blue Ribbon Panel	Ongoing	Supports all strategic outcomes.	This management priority supports the implementation of the Independent Blue Ribbon Panel’s recommendations to make the delivery of grant and contribution programs more efficient while ensuring greater accountability.
Public Service Renewal	Ongoing	Supports all strategic outcomes.	This management priority supports the Clerk of the Privy Council’s initiative to ensure the federal public service preserves and strengthens its capacity to contribute to Canada’s successes through the provision of effective policy advice and efficient program and service delivery.

Risk Analysis

The Department of Canadian Heritage delivers its mandate in a vibrant environment characterized by the rapid evolution of the social, economic and technological landscapes. Operating in such a dynamic environment carries both risks and opportunities for the organization.

An increasingly diverse Canadian population, coupled with global connectivity and unprecedented technological change, contributes significantly to the transformation we are witnessing in social and consumer behaviours, civic participation and social cohesion. In this context, the Department of Canadian Heritage is committed to ensuring the programs and services it delivers are both reflective of the changing environment and relevant to its overall organizational goals and objectives. More than ever, in these difficult economic times, responding effectively to change provides an opportunity to preserve and celebrate Canadian society, culture and identity.

On a day-to-day basis, the Department of Canadian Heritage carries out its mandate – in close collaboration with its various stakeholders – largely through the delivery of grant and contribution programs and, in some instances, via third-party organizations. In an era of increased transparency and accountability particular attention consequently needs to be applied to how the Department manages its overall performance, tells its performance story and that of its funding recipients, and how policies and programs must evolve to adapt to the rapidly changing global environment. The processes for periodic review, evaluation and renewal of programs constitute key tools in this endeavour.

As with most public service organizations, the Department of Canadian Heritage is also faced with management challenges that influence the development of policies and programs and the elivery of benefits to Canadians. For instance, the Department deals with the ongoing challenge to recruit, develop and retain a workforce that meets the high standards that citizens and taxpayers have the right to expect from the public service. It must ensure that its workforce increasingly reflects the diverse make-up of Canadian society. The Department of Canadian Heritage is committed to providing its employees with a healthy and inclusive workplace rooted in values and ethics.

To address these challenges, the Department of Canadian Heritage has developed a corporate risk profile around five central themes: stewardship of resources; results measurement; human resource management; maintaining relevance in response to change; and information management. These themes are identified as key issues that – if left unmanaged – could hinder the Department’s ability to deliver its mandate and achieve its expected results.

These challenges are being addressed through several mitigation strategies directed and overseen by the Department’s Executive Management Committee. These strategies are directly linked to the management priorities identified earlier and are supported by the planning highlights outlined for each of the Program Activities discussed in Section II of this report.

Voted and Statutory Items

This table illustrates the way in which Parliament approved resources, and shows the changes in resources derived from supplementary estimates and other authorities, as well as how funds were spent.

($ millions)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2008-2009 Main Estimates	2009-2010 Main Estimates
1	Operating expenditures	272.2	265.7
5	Grants and contributions	1,088.8	959.8
(S)	Salaries of Lieutenant-Governors	1.1	1.2
(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	26.9
(S)	Minister of Canadian Heritage-salary and motor car allowance	0.1	0.1
Total		1,391.3	1,254.4

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