ARCHIVED - Canadian Heritage

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Section 1 : Departmental Overview

Ministers' Messages

Our heritage and our culture represent both a precious treasure and a tremendous asset. Canadians understand the importance of highlighting this collective heritage and believe their government should make concrete and effective contributions to our society’s cultural vitality. The Department of Canadian Heritage and its Portfolio Agencies work together to achieve this goal through their policies and programs.

The 2006-07 Departmental Performance Report for Canadian Heritage outlines the achievements that we have made in the areas of the arts and culture, official languages, sport, multiculturalism, and the participation of Canadians in the life of their community. It demonstrates the role that the Department plays in shaping our identity as Canadians and strengthening our sense of belonging.

As Minister, I am pleased to participate in achieving the goals of Canadian Heritage and of the Government of Canada.  It is with pride that I take my new responsibilities in this regard.

Over the last fiscal year, the Government announced an additional $50 million in funding over two years for the Canada Council for the Arts. Along with Treasury Board, we announced nearly $100 million over five years to meet urgent infrastructure needs for five national cultural institutions: the Canada Science and Technology Museum, the Canadian Museum of Civilization, the Canadian Museum of Nature, the National Arts Centre, and the National Gallery of Canada – all part of the Canadian Heritage Portfolio.

On the cultural scene, we enthusiastically welcomed the entering into force of the UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions. This represents a crucial step towards encouraging the development of artistic and cultural industries in our country and throughout the world.

In June 2006, Prime Minister Stephen Harper offered a full apology, on behalf of all Canadians and the Government of Canada, to Chinese Canadians who were required to pay a head tax. The Government followed this up with symbolic ex-gratia payments to surviving head-tax payers and conjugal partners of now-deceased payers.

The Department also provided $24 million for the Community Historical Recognition Program and $10 million for the National Historical Recognition Program. These programs will help all Canadians learn about the discrimination and hardship faced by various communities affected by wartime measures and/or immigration restrictions and the significance of these experiences for the communities in question.

In the area of sport, Canadian Heritage proudly re-launched the ParticipACTION program, in order to promote sport and physical activity among Canadians and to encourage them to adopt a healthy and active lifestyle. We also applauded the entry into force of UNESCO’s International Convention Against Doping in Sport. Canada is recognized around the world as a leader in promoting fair, ethical, and drug‑free sport. The entry into force of the Convention strengthens our role in this area and our reputation as a sport nation at a time when we are preparing to welcome the Olympic and Paralympic Winter Games in Vancouver-Whistler, in 2010.

The Government has continued to promote English and French in Canadian society and to encourage the development of French and English minority‑language communities. The Department concluded education agreements with each province and territory, which total more than a billion dollars over four years. We also signed important agreements about providing services for English and French minority official-language communities, which represent close to $64 million over four years. And the Department supported the expansion and construction of school-community centres, to ensure that young Canadians can succeed in life in their own language, in their own region.

In addition, the Official Languages Secretariat continued to coordinate the efforts of some 200 federal institutions to make sure that linguistic duality is an integral part of the decision-making process and the development of policies and programs.

Finally, I am pleased to take part in preparing for celebrations to commemorate an event that means a great deal to me: the 400^th anniversary of the founding of Québec City, in 2008 to ensure that all Canadians will be able to fully participate in celebrations of this historic event for all of Canada and North America. The Government of Canada is a proud partner in organizing these celebrations, which remind us of the importance of French as a founding language of Canada.

As Minister of Canadian Heritage, Status of Women and Official Languages and together with the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics, the Secretary of State (Sport), and the Secretary of State (Multiculturalism and Canadian Identity), I am delighted with the achievements of the Department of Canadian Heritage over the last fiscal year. I invite you to read this report, as I enthusiastically prepare to begin the work of ensuring that the Department and its Portfolio Agencies continue to fulfill their mandate in the coming year, for the benefit of all Canadians.

Josée Verner

---

Message from the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics

Excitement is building and preparations are well underway for Canada to host the 2010 Olympic and Paralympic Winter Games.

The Government of Canada continues with the implementation of the Multiparty Agreement it signed with the Government of British Columbia, the City of Vancouver, the Resort Municipality of Whistler, the Vancouver Organizing Committee (VANOC), the Canadian Olympic Committee, and the Canadian Paralympic Committee.

Our Government takes seriously its role in this event, and we have committed $552 million to ensure the successful delivery of the 2010 Olympic and Paralympic Winter Games. This includes funding for sport and event venues; federal essential services such as health and immigration, as well as border and meteorological services; the creation of a Legacy Endowment Fund that will provide operational funding for specific 2010 Winter Games sporting venues that Canadians will continue to use beyond 2010; horizontal management, such as communications activities; support to the Four Host First Nations Society, and environmental assessments; the Live Sites Program (Olympic and Paralympic viewing venues located in Vancouver and Whistler that will allow residents and visitors to share in the excitement of the Games experience); and the operating costs of the Paralympic Winter Games.

As Minister of International Trade and Minister for the Pacific Gateway and the Vancouver–Whistler Olympics, I am very pleased to provide Canadians with a report of the work carried out during the 2006-07 fiscal year to ensure that the 2010 Olympic and Paralympic Winter Games in Vancouver-Whistler will be a huge success.

David Emerson

 

Management Representation Statement

I submit for tabling in Parliament, the 2006-07 Departmental Performance Report for the Department of Canadian Heritage.

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-07 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
• It is based on the Department's Strategic Outcomes and Program Activity Architecture that were approved by the Treasury Board Secretariat;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

_________________________ Judith A. LaRocque Deputy Minister

_________________________ Date

Summary of Human Resources and Financial Resources

Departmental Spending, 2006-07
Financial Resources ($ millions)
Planned Spending	Authorities	Actual Spending
1,472.0	1,459.0	1,403.4
Human Resources (in Full-Time Equivalents)
Planned	Actual	Difference
2 511	2 376	135

Note: Detailed information regarding these numbers appears in Financial Table 1, in section 3.

Context

Raison d’être

Canadian Heritage seeks to contribute to a cohesive and creative Canada in which all Canadians have opportunities to participate in Canada’s cultural and civic life.  In accordance with this mission, Canadian Heritage is responsible for policies and programs involving the arts, culture, heritage, broadcasting, Canadian identity, multiculturalism, official languages, sport and initiatives involving Aboriginal people and youth. The Department’s main activities therefore involve funding external organizations and individuals promoting the benefits of culture, heritage and sport. The Department is also responsible for cultural policy making and strategies for the Government of Canada and Canadians.

In order to achieve its mission, Canadian Heritage has developed a strategic framework with two outcomes:

• Canadians express and share their diverse cultural experiences with each other and the world: The Department helps to ensure that Canadians can express their creativity, showcase their talents and share their stories and experiences through the arts, heritage institutions, cultural industries and sport activities. To achieve this outcome, the Department carries out policies and programs that support the environment needed to strengthen and share – both home and abroad – Canada’s values and its diverse voices.
  
• Canadians live in an inclusive society built on inter-cultural understanding and citizen participation:  The Department’s activities focus on inclusion and participation in Canadian life while reinforcing core values and shared citizenship.  The Department also works to connect Canadians across their differences through inter-cultural exchange, helping to reduce the tensions that could otherwise divide us and to respond to both the challenges and opportunities of an increasingly diverse society.  When Canadians come together in acceptance of their differences, cultural expression becomes richer in quality and quantity, new audiences can be reached, institutions can be more responsive and sustainable, and opportunities for excellence in all cultural spheres are maximized. 

These outcomes contribute to the broader Government of Canada efforts to support the quality of life of its citizens by strengthening the social fabric and by reflecting and reinforcing values that are important to Canadians. Canada's social and economic prosperity is directly influenced by the vitality of its communities and the participation of its citizens.

The Department’s two strategic outcomes are therefore aligned with the Government of Canada outcomes as identified in the whole of government framework, as illustrated below:

 

To achieve the Departmental outcomes and support the government-wide outcomes, the Department carries out many activities which are outlined in its Program Activity Architecture (PAA). This is the structure through which the Department reports on its achievements to Parliament, and is therefore the structure for this report.

The 2006-07 Departmental Performance Report outlines the Department’s performance against these outcomes and more specifically, the priorities set out in the 2006-07 Report on Plans and Priorities.

Mandate, Roles and Responsibilities

Canadian Heritage is responsible for the Government of Canada’s role with respect to arts, culture, sport, heritage and citizen participation.

The Department of Canadian Heritage Act clearly sets out the Department’s role and responsibilities with respect to “Canadian identity and values, cultural development and heritage.” These responsibilities explicitly include:

• the promotion of a greater understanding of human rights, fundamental freedoms and related values;
• multiculturalism;
• the arts, including cultural aspects of the status of the artist;
• cultural heritage and industries, including performing arts, visual and audio-visual arts, publishing, sound recording, film, video and literature;
• the encouragement, promotion and development of sport;
• the advancement of the equality of status and use of English and French and the enhancement and development of the English and French linguistic minority communities in Canada;
• state ceremonial and Canadian symbols;
• broadcasting, except in respect of spectrum management and the technical aspects of broadcasting;
• the formulation of cultural policy, including the formulation of cultural policy as it relates to foreign investment and copyright;
• the conservation, exportation and importation of cultural property; and
• national museums, archives and libraries.

Other statutes, listed at the end of this report, also fall under the Department’s responsibility.

In 2006-07, the Minister of Canadian Heritage and Status of Women was responsible before Parliament for the Department.  The Minister was assisted by the Minister of International Cooperation and Minister for La Francophonie and Official Languages and by the Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics.

In January 2007, two Secretaries of State were appointed: one for Sport and one for Multiculturalism and Canadian Identity.

Canadian Heritage Portfolio

The Canadian Heritage Portfolio plays a central role in supporting cultural and civic activities in Canada.  It is made up of the Department and 19 other organizations – agencies, Crown corporations, and a Board – that operate in the areas of audio-visual, heritage, arts, human rights, and public service.

Audio-visual

The Canadian Broadcasting Corporation, Canada’s national public broadcaster, creates and delivers programming and information through a comprehensive range of media.

The Canadian Radio-Television and Telecommunications Commission regulates and supervises all aspects of the Canadian broadcasting system with a view to implementing the broadcasting policy set out in the Broadcasting Act.

The National Film Board  produces and distributes audiovisual works that provide a uniquely Canadian perspective, including diverse cultural and regional perspectives, recognized across Canada and around the world.

Telefilm Canada is dedicated to the development and promotion of Canada's audiovisual industry. Telefilm finances original, diverse and high quality films, television programs and new media products, which reflect Canada's linguistic duality, cultural diversity, and regional character.

Heritage

Library and Archives Canada preserves the documentary heritage of Canada for the benefit of present and future generations.  It is a source of enduring knowledge accessible to all, contributing to the cultural, social and economic advancement of Canada.  It facilitates cooperation in the Canadian knowledge community, and serves as the continuing memory of the Government of Canada and its institutions.

The Canada Science and Technology Museum Corporation fosters scientific and technological literacy throughout Canada with its collection of scientific and technological objects.  The Corporation oversees the operation of the Canada Science and Technology Museum, the Canada Aviation Museum and the Canada Agriculture Museum.

The Canadian Museum of Nature increases interest in, knowledge of, and appreciation and respect for the natural world with its collection of natural history objects.

The Canadian Museum of Civilization Corporation increases knowledge and critical understanding of, and appreciation and respect for, human cultural achievements and human behaviour with its collection of objects of historical or cultural interest.  The Canadian War Museum is an affiliated museum.

The National Gallery of Canada furthers knowledge, understanding and enjoyment of art for Canadians with its collection of art.  The Canadian Museum of Contemporary Photography is an affiliated museum.

The National Battlefields Commission preserves and develops the historic and urban parks of the National Battlefields Park in Quebec City and in the surrounding area, including the Plains of Abraham and Des Braves Park.

The Canadian Cultural Property Export Review Board determines whether cultural property is of “outstanding significance and national importance” pursuant to the Cultural Property Export and Import Act.

Arts

The Canada Council for the Arts fosters the development of the arts in Canada by providing artists and professional arts organizations in Canada with a broad range of grants through peer evaluation committees.

The National Arts Centre has become Canada’s pre-eminent performing arts centre.  It creates, showcases and celebrates excellence in the performing arts, and strives to symbolize artistic quality, innovation and creativity for all Canadians.

Human Rights

Status of Women Canada is the federal government agency that promotes the full participation of women in the economic, social, cultural and political life of the country. It develops strategic government policy advice and partnerships, and provides financial assistance for projects that create concrete outcomes for women.

The Canadian Race Relations Foundation is committed to building a national framework for the fight against racism in Canadian society. It sheds light on the causes and manifestations of racism; provides independent, outspoken national leadership; and acts as a resource and facilitator in the pursuit of equity, fairness and social justice.

Public Service

The Public Service Commission is responsible for safeguarding the values of a professional Public Service: competence, non-partisanship and representativeness. It does this in the public interest as part of Canada's governance system.

The Public Service Labour Relations Board is an independent, quasi-judicial statutory tribunal responsible for administering the collective bargaining and grievance adjudication system in the federal Public Service and Parliament as well as providing mediation and conciliation services to help parties resolve differences without resorting to a formal hearing.

The Public Service Staffing Tribunal is an independent and quasi-judicial body which conducts hearings and provides mediation services in order to resolve complaints related to internal appointments and lay-offs in the federal public service.

The Public Servants Disclosure Protection Tribunal is a new Tribunal responsible for reviewing complaints referred by the Public Sector Integrity Commissioner.

While these agencies are outside the Department’s direct governance structure, the Minister of Canadian Heritage is responsible for ensuring that the Portfolio agencies and Crown corporations support Government of Canada priorities. The Portfolio agencies produce their own performance reports, except for the Crown corporations, which prepare annual reports, summaries of which are tabled in Parliament in accordance with the reporting obligations set out in the applicable enabling legislation.

Operating Environment

In order to enhance the quality of life of Canadians, Canadian Heritage encourages access and participation in our country’s cultural life. The Department delivers over 60 programs, nine of which are delivered in conjunction with the regions based on client needs. These programs allow Canadians to share their cultural experiences among themselves and with the world, as well as live within an inclusive society, based on understanding between different cultures.

The Department provides financial assistance to various organizations through grants and contributions. This funding is provided directly or indirectly to institutions, community organizations, not-for-profit organizations, other levels of government, etc.  Transfer payments are the most heavily used type of government program administered by the Department. As in all federal government departments, these programs are managed in accordance with a legislative and strategic framework that encompasses the Financial Administration Act, the Official Languages Act and selected Treasury Board Secretariat policies: the Policy on Transfer Payments, the Policy on Payables at Year-End and the Official Languages Policy Framework.

The Department has established a Grants and Contributions Management Policy, in accordance with Treasury Board Secretariat policies, which is founded on the following three principles: sound justification, reasonable analysis, and accountability.  In the case of contributions, the administrative entity that receives the contribution is also subject to reporting and audit requirements as stipulated in the signed agreement.

Canadian Heritage also delivers programs and services other than transfer payments, such as those provided by the Canadian Heritage Information Network (CHIN), the Canadian Audio-Visual Certification Office (CAVCO), and the Canadian Conservation Institute (CCI).

In addition to delivering programs, the Department plays an important role in developing and implementing policy options, program design and advice to the Minister.  This helps ensure that the policies and programs of the Department are relevant to Canadians.

Role of the Regions

In addition to its headquarters in Gatineau, Quebec, the Department connects with Canadians through five regional offices and 22 points of service across Canada, as well as through its Web site. These offices serve a wide range of client organizations at the community-level by managing certain grants and contributions programs.

In 2006-07, grants and contributions represented almost 83.8 % of total departmental spending. The total budget spent for grants and contributions was approximately $1.15B while the total departmental spending was $1.372B (see Financial Tables in Section III). In 2006-07, 64 % of files were processed in the Regions while 33 % were processed at Headquarters. The Regions play a particularly significant role as indicated in the following table.

Grant and Contributions Programs and Components of
Programs Delivered Mostly in Regions

Areas	Grant and Contributions Programs and Components of Programs Delivered Mostly in Regions	G & Cs % of Files Processed Regionally
Official Languages	Development of Official Languages Communities Enhancement of Official Languages	62%
Heritage	Museums Assistance Program Canadian Arts and Heritage Sustainability Program (Heritage)	94%
Multiculturalism and Human Rights	Multiculturalism Program	90%
Aboriginal Affairs	Aboriginal Women Urban Multipurpose Aboriginal Youth Centres	62%
Arts	Cultural Spaces Canada Arts Presentation Canada Canadian Arts and Heritage Sustainability Program (Arts)	91%
Major Events and Celebrations	Celebrate Canada!	99%

While the management and delivery of these grants and contributions programs forms the core of regional work, regional employees provide many more services in three key responsibility areas:

1. Outreach and Communications:  Regions provide support for departmental consultations and for ministers’ visits in the regions. They also plan and coordinate communications activities for major events and thematic days such as Canada Games, local Canada Day events and activities for March 21 Anti-Racism Day.  In addition, regional officers are responsible for outreach to new clients and stakeholders.
   
2. Strategic Analysis and Advice:  Regions provide the Department with a continuous environmental scan of local context and regular briefings are provided on emerging issues and local perspectives.  This type of information is a critical regional contribution to the development of departmental policy and programs.  Regions bring on-the-ground knowledge and serve as a test of local relevance in the process of program and policy design and also participate in regular evaluations of programs.
   
3. Building Partnerships: Regions manage partnerships and work horizontally with other federal departments, other levels of government and public institutions to achieve common objectives and strengthen the impact of activities.  Regions track and identify emerging federal/provincial/territorial issues and help ensure that the Department understands the directions, policies and programs of other levels of government.  Regional Executive Directors represent the Department of Canadian Heritage on 13 Regional Federal Councils across the country. The Councils are composed of senior officials of federal departments and agencies in each province and territory. As well, regional managers and staff are involved in the work of Council Sub-Committees on a wide range of management and policy issues. Councils serve as a forum for information exchange, and are a valuable vehicle for regional management of horizontal policy issues, collaborative initiatives across departments, integrated and improved service delivery, two-way communication with the central agencies on regional perspectives, and cooperation with other jurisdictions.

Drawing together the information gleaned from all of these areas of work, regional offices help the Department to ensure that its programs and services are effective and locally relevant, that its policies respond to the needs and concerns of Canadians and that communication’s efforts are well targeted and our ministers well-supported.

Governance Structure

Organizational Structure

The Minister of Canadian Heritage and Status of Women is responsible before Parliament for the Department. As mentioned previously, the Minister is assisted by other Ministers and Secretaries of State who have responsibilities related to the mandate of the Department of Canadian Heritage. The Deputy Minister of Canadian Heritage supports the ministers in the Department’s overall orientation. The Deputy Minister and Associate Deputy Minister are jointly responsible for achieving the Department’s strategic outcomes.

Organizational Structure of the Department of Canadian Heritage, 2006-07

Within the Department, five core functions report to the Deputy Minister:

• Human Resources and Workplace Management, which provides critical infrastructure to the entire department;
  
• The Corporate Secretariat, which coordinates parliamentary and Cabinet activities and the activities of the two Secretaries of State;
  
• Portfolio Affairs, which coordinates policy development, planning, report production, governance and communications involving the Canadian Heritage Portfolio agencies;
  
• Legal Services, which are the principal source of legal services and advice for the Department; and
  
• The Ombudsman, which provides confidential, informal and impartial assistance to all departmental employees.

Below the level of Deputy Minister and Associate Deputy Minister, the Department of Canadian Heritage includes five assistant deputy ministers (ADMs), each responsible for sectors that develop and implement policies, programs and initiatives aimed at achieving the department’s strategic outcomes which in turn contribute to Government of Canada strategic outcomes.

The Department’s five sectors are:

• Cultural Affairs;
• International and Intergovernmental Affairs and Sport;
• Public Affairs and Communications;
• Citizenship and Heritage; and
• Planning and Corporate Affairs.

(It should be noted that in 2007, Public Affairs and Communications became Public and Regional Affairs. This sector and the Communications Branch now report directly to the Deputy Minister.  Also as of 2007, Corporate Review Branch reports directly to the Deputy Minister, in accordance with the new Internal Audit Policy.)

Governance Model

Over the past year, major changes have been made to the Department’s governance structure.  In part they spring from the Federal Accountability Act, passed in December 2006, and are designed to strengthen accountability and management of the department. The Department’s internal governance structure now consists of three levels.

Department of Canadian Heritage Governance Model, 2006-07

Management Level 1:  The Decision-making Committees

• The Executive Committee is the Department’s senior decision-making committee.  It acts as a “board of directors”, responsible for overall governance, strategic direction and decision-making in support of the Deputy Minister.
  
• The External Audit Committee was created in anticipation of eventual implementation of the new Internal Audit Policy. It will give independent and objective advice to the Deputy Minister and verify for the latter that the Department’s control and accountability processes are satisfactory.  It will be chaired by an external member and include (in addition to the Chief Audit Executive and Chief Financial Officer) three to five members from outside the Department who will have a four-year term.  In keeping with the new Audit Policy, the audit function now reports directly to the Deputy Minister, effective July 11, 2007.

Management Level 2:  The Operational Committees (Chaired by the Deputy Minister or by the Associate Deputy Minister)

• The Communications and Coordination Committee is a forum for discussion on future communications and departmental events programming.
  
• The Strategic Policy and Planning Committee acts as a catalyst in developing a strategic vision, by linking policies and programs with a view to achieving the Department’s strategic outcomes.
  
• The Operations and Management Committee is responsible for reviewing processes and deciding how to implement operational and management strategies. 
  
• The Risk Management Committee advises the two preceding committees on risk assessment and management.  This committee is not yet operational.

Management Level 3:  The Advisory Committees

• The Policy Committee provides advice on policy development and reports to the Strategic Policy and Planning Committee.
  
• The Human Resources Advisory Committee, the Finance Committee, the Information Management and Information Technology (IM/IT) Committee, the Program Management and Service Delivery Committee and the Legal Services Planning and Priorities Committee all report on their respective areas of responsibility to the Operations and Management Committee.

A range of networks, forums and other committees allow directors general, directors, senior officers and employees to exchange information with departmental colleagues, based on shared expertise or management responsibilities.

This committee structure and the Department’s management structure are designed to strengthen governance and help the Department be more proactive on the Government’s management and policy program.  The model enhances overall consistency as well as the transparency of the decision-making process, to ensure progress toward achievement of the Department’s strategic outcomes.

Environmental Context

Over the past year, the Department has continued to monitor closely the broader, long-term trends that are shaping cultural expression and community involvement in the Canada of today and tomorrow.  The trends include increased media convergence and cultural consumption patterns arising from demographic shifts in Canadian society; rapid progress in digital technology and the challenges of a globalized economy.

The speed of technological change has continued to transform the Canadian cultural sector.  The country’s broadcasting industry is undergoing a radical transformation thanks to the new digital technology and the evolution of consumer attitudes and behaviours.  Canadians have seen an unprecedented increase in the number of new for-pay and specialty broadcasting services, the emergence of new platforms for content production, distribution and steady growth in digital cable or direct-to-home broadcasting.  Penetration rates for these services are expected to reach 30% of television viewers and 60% of homes over the next five years.  In this dynamic environment, the creation of appealing Canadian content that can compete with that produced by other countries presents a constant challenge.  At the same time, digital communication has made it more difficult to protect Canadian creators from unauthorized use of their work.  Through its activities, the Department is continuing to support the Government’s commitment to a solid broadcasting system and quality Canadian programming.

The Department is also closely following developments in a number of other areas, such as demographic and social change in Canada.  Over 80% of Canadians now live in urban areas.  As well, from 2001 to 2006 immigration contributed 75% of Canada’s demographic growth.  Projections show that by 2017, 21-26% of Canadians will have been born outside the country.  Canada, like other industrialized nations, is experiencing an obvious “greying” of its population:  in 2001, one Canadian in eight was 65 or over, but by 2026, one Canadian in five will be elderly.  Canada is also becoming a more multilingual society, and the official-language communities are increasingly self-aware.  It is vitally important to understand demographic realities in order to identify shared values and maintain the cultural and social model of a Canada based on respect, understanding and diversity.

In a context of enhanced accountability, with emphasis on value for money and significant government measures to ensure financial responsibility, a number of key operational factors are also having an impact on the work of the Department of Canadian Heritage.

• The Department provides most of its support via grants, contributions and other administered programs, to beneficiaries whose aims and abilities vary widely.  The Department must manage the risks inherent in third-party program delivery.
  
• The ability to measure results by the beneficiaries of our programs varies widely from one organization to the next.  The differences have an impact on measurement of performance toward achieving the Department’s strategic outcomes and the evaluation of contributions to social change made by Department-funded programs.
  
• Most initiatives are handled by regional offices and service points that operate in a context of horizontal delivery and partnerships with other sectors and levels of government.  The Department takes a highly collaborative approach to federal/provincial/territorial relations and in its efforts to mobilize the private sector, local governments, community partners and other departments that pursue common objectives.
  
• Lastly, the Department’s mission and strategic outcomes are aimed at cultural and social phenomena that are difficult to quantify or to attribute to any given intervention.  These include creativity, social cohesion, confidence, pride, and a feeling of belonging and attachment to Canada.  Continuous effort and research is needed to refine indicators and frameworks for program evaluation and policy review.

The Department is coping with the challenges associated with the aging of its human resources and the transfer of their knowledge and expertise.  It needs to introduce a proactive talent recruitment model in order to strengthen internal capacity.

The Department realizes that it must stay abreast of the new operational models, tools for expression and forms of participation made possible by technologies that are increasingly portable, personalized and available to everyone in their daily lives.  The Department is also working with other departments and community partners to solve persistent problems of social exclusion suffered by certain minority populations, in particular where racism, language or youth are involved.  It is important to note that cultural expression and participation in the arts and sports play a major role in efforts to respond to such social concerns, and the Department seeks to develop programs that complement the role of the arts and sports into these broader objectives.

Lastly, Canadian Heritage consistently strives to use Canada’s international commitments to seize opportunities for promoting cultural expression and sharing on a broader scale the Canadian experience with diversity, creativity and pluralism.  In conjunction with the Department of Foreign Affairs and International Trade, the Department is undertaking initiatives in areas of shared interest such as social cohesion, and pursuing priority activities such as the promotion of cultural exchanges in important markets like the United States as well as in key emerging markets like China and Brazil.

In this ever-changing world, Canadian Heritage plays a primary role in the strengthening and preservation of a societal model based on diversity, inter-cultural dialogue and the sharing of values.  The social and cultural environment is evolving and the Department must meet these challenges with innovative solutions.  As a result, the Department’s policies and programs are designed to bring Canadians together, irrespective of their differences, and strengthen their feeling of shared citizenship, pride and belonging.  In addition, and with the same end in view, the Department works hard to ensure the excellence and diversity of the cultural content produced by Canada’s creators for publics in Canada and around the world.

Results of Canadian Heritage Priorities

In order to achieve the strategic outcomes that support the commitments of the Government of Canada to reinforce the social foundations of the country, the Department established eight priorities for 2006-07.  These departmental priorities are supported by key initiatives, to enable the Department to adapt its programs and policies to the current needs of Canadians (see table at the end of this section).  The following section summarizes the Department’s eight priorities for 2006-07 and the results achieved in the related program activities.

Departmental priorities and program activities at a glance
Priority	Program activity
Audio-Visual Policy Framework	Creation of Canadian Content and Performance Excellence Sustainability of Cultural Expression and Participation
Focused Arts and Cultural Policies	Sustainability of Cultural Expression and Participation Access and Participation in Canada’s Cultural Life
Canada’s Heritage	Sustainability of Cultural Expression and Participation Preservation of Canada’s Heritage Access and Participation in Canada’s Cultural Life Participation in Community and Civic Life
An Inclusive and Participatory Society	Promotion of Inter-Cultural Understanding Community Development and Capacity-Building Participation in Community and Civic Life
Canada’s Cultural Interests Abroad	Sustainability of Cultural Expression and Participation Participation in Community and Civic Life
Aboriginal Languages and Cultures	Preservation of Canada’s Heritage
Sport Development	Creation of Canadian Content and Performance Excellence Participation in Community and Civic Life
2010 Games	Sustainability of Cultural Expression and Participation Participation in Community and Civic Life

Audio-Visual Policy Framework

Strengthening the Canadian Audio-Visual Policy Framework through improvement of the management and efficiency of federal institutions and policies was a key area of focus for the Department in 2006-07.  This priority focused on a range of initiatives to ensure programs related to film and broadcasting are meaningful and reflect changes in new media and new technologies, thereby ensuring that Canadians have a current and relevant policy framework. 

The Canadian Radio-Television and Telecommunications Commission (CRTC) submitted its report, The Future Environment Facing the Canadian Broadcasting System, in December 2006, which provided a rich factual synthesis of research and comments from the public and industry stakeholders, and will serve as an environmental scan to inform broadcast policy development.  The Industry Canada Telecommunications Policy Review Panel examined issues regarding regulation, access and adoption of information and communication technologies, and concluded that Canada should move toward a more market-oriented, deregulated approach to telecommunications. The Department is working with Industry Canada to ensure an effective and coordinated approach to changes in policy or legislation for the broadcasting sector.

A new governance structure for the Canadian Television Fund (CTF) was implemented in April 2006, to enhance accountability, simplify administration and improve reporting.  This generated administrative savings of more than $2.8 million.

A detailed analysis on how to centralize the certification of Canadian content was undertaken. The analysis revealed that centralizing all certification in one organization would add a step for producers, instead of simplifying the process. As a result, other means are presently being considered to meet the objectives of centralization, such as streamlining, harmonizing practices and sharing information more freely.

The Government response to the Standing Committee on Canadian Heritage’s report on film, Enhancing the Canadian Feature Film Policy (CFFP), outlined the Government’s commitments to help the industry reach audiences with quality Canadian films. A plan was developed to determine the differences between the English- and French-language markets and adjustments to program guidelines have been made.  Work is continuing to review the government’s support to this industry.

The review and modernization of the legislation for Telefilm Canada and the National Film Board was postponed until 2007-08 because of workplan and resource considerations, while the development of a new framework for international audio-visual co-production progressed significantly and should be concluded in 2007-08.

Focused Arts and Cultural Policies

The Department is reviewing its arts and cultural policies and funding programs to focus on building, protecting and promoting Canadian content in a technologically advanced world where citizens will continue to have increasing access to cultural content from around the world.  In 2006-07, this priority focused on policy related to copyright, periodicals and to encourage Canadian content on the Internet.

One of the initiatives taken on in 2006-07 was reforming the Canadian Copyright Act.  The Department is working with Industry Canada to propose legislative amendments to provide for adequate copyright protection and fair compensation for rights holders and allow reasonable access to the public in line with international standards.

Given the dynamic nature of digital interactive media, Canadian Heritage is also undertaking a review of the Canadian Culture Online (CCO) Strategy.  As part of this initiative, the Department met with industry stakeholders in the fall of 2006 to discuss a set of proposed changes to the Canada New Media Fund and is in the process of finalizing a revised strategy for support to the new media industry.  In 2006-07, through the CCO Strategy, a total of $53.4 million in funding support was approved for 221 projects and initiatives.

Canadian Heritage is reviewing its Canadian periodical support framework to ensure programs remain relevant and that program funding is as effective as possible.  As a result of the Government of Canada's directive in December 2006, Canada Post will continue their financial partnership in the Publications Assistance Program (PAP), stabilizing the program at $60.4 million until April 2009.  The 1 161 magazines and non-daily newspapers supported through the program will not experience drastic cuts in 2007-08 or 2008-09.  This decision will also help prevent widespread increases in subscription prices due to higher delivery costs.

Canada’s Heritage

It is important to Canadians that their history and heritage be safeguarded for future generations.  It is through the preservation and recognition of Canada’s heritage that our national context is understood. In 2006-07, the Department undertook a number of initiatives in support of facilitating the preservation of and access to historical cultural works and practices.

The four national museums and Library and Archives Canada are key assets for the Government of Canada in fulfilling its policy objectives in this area.  In December 2006, the Government of Canada announced an investment of $41.5 million over five years to address urgent capital and infrastructure challenges facing Canada’s four national museums.

Non-federal museums across the country also play important roles in preserving Canada’s heritage and contributing to the economic and social well-being of communities.  In the 2007 Budget, an additional $5 million per year was announced to hire qualified summer interns in small and mid-sized museums.  The grants and contributions programs in the Department for which museums are eligible continued to enable institutions to carry out projects such as developing and circulating traveling exhibitions and improving collections care capacity.

To be fully effective as a resource in building strong communities and strengthening national identity, museums need to respond to changes in Canadian society and the emergence of new technologies in addition to addressing the ongoing challenges of collections care.  To help address these challenges, a software application was developed and piloted in May 2006 to assist museums in measuring economic impact.  In addition, the Canadian Heritage Information Network (CHIN) is piloting an online museum learning space for museums and the education community. 

Other initiatives that Canadian Heritage undertook in 2006-07 included continuing the groundwork for a review of the Cultural Property Export and Import Act in order to strengthen its effectiveness and enhance accountability.  The Canadian Conservation Institute (CCI) undertook 51 research conservation and scientific research projects, despite some of the laboratories being non-functional due to renovations.  The Institute provided more than 870 expert services to museum clients in Canada.  Knowledge dissemination activities included 19 workshops provided to more than 326 museum professionals and staff and the sale of over 5,900 publications in Canada and abroad.

The Canada Traveling Exhibition Indemnification Program is increasing opportunities for Canadians to access Canadian and international cultural heritage through the exchange of artifacts and exhibitions in Canada.  In 2006-07, the Department reviewed the first five years of the program’s operation and reported to Parliament. An analysis of implementation issues and recommendations for potential alterations to the program were provided in the report.  As a result, no program redesign needs to be conducted.

The Department also has an important role in helping to support celebrations and commemorations to mark key events in Canada’s history and in recognizing significant items in the history of our country.  The celebration of the 400th anniversary of the founding of Canada’s oldest city, Québec, in 1608, has been identified as a key commemorative event.  A multiyear contribution agreement with the Société du 400e anniversaire de Québec was signed in August 2006 in support of this celebration.  In 2006-07, Canadian Heritage contributed $7,050,000 to this initiative.

An Inclusive and Participatory Society

Canada’s ability to leverage the benefits of diversity depends on its success at ensuring that all citizens have the opportunity to participate economically, socially, politically and culturally in Canada.  The Department aims to promote full participation in Canadian society through targeted interventions.  A two-stream approach was utilized in 2006-07: one to address multiculturalism and racism, and the other to support official languages education.

As promised in the 2006 Speech from the Throne, on June 22, 2006, the Government of Canada made an official apology for the implementation of the Chinese Head Tax.  In 2006-07, 42 ex gratia payments totaling $840,000 were made to Head Tax Payers and 119 ex gratia payments totaling $2,380,000 were made to conjugal partners of now deceased Head Tax Payers.  A $24 million Community Historical Recognition Program and a $10 million National Historical Recognition Program were developed.

Canada’s diversity is a source of enormous benefit to Canada’s social, economic and cultural development.  However, there is growing evidence that while many members of ethno-cultural/racial communities fully participate in all aspects of Canadian life, others encounter long-term barriers to their full social, economic and cultural participation.

The Multiculturalism Program, which focuses on identifying the barriers faced by ethno-cultural/racial communities, supported a number of initiatives in 2006-07 with an emphasis on removing barriers that limit economic, social, political and cultural participation.  For example, these initiatives included the Young People's Press - Diversifying Canada's Newsrooms project and the Multiculturalism Internship pilot projects.  In addition, more than 46 000 Canadians were reached through the delivery of 29 national initiatives celebrating Black History Month and Asian Heritage Month.

Canadian Heritage is combating racism through the implementation of its action plan – A Canada for All: Canada’s Action Plan against Racism.  A consultation strategy was developed and three discussion sessions were held in the spring and fall of 2006 to further increase awareness about the Action Plan and to gain stakeholder perspectives on measuring progress.

Canadian Heritage plays an instrumental role to enhance official-language minority communities’ participation in different sectors of Canadian Society, notably by providing financial assistance to province and territories.  The multi-year agreements on education reached with the Council of Ministers of Education and the provinces and territories in 2005-06 over a four-year period were implemented in 2006-07.  These agreements enable Canadian Heritage to provide financial assistance to provinces and territories for minority-language education and for second-language learning programs.  Based on the most recent data, more then 250 000 minority youths are enrolled in minority schools and over 2.3 million young Canadians (47.5%) studied English or French as their second language in 2003-04.

Canada’s Cultural Interests Abroad

Canada’s athletes, artists and creators are international ambassadors who showcase Canada to the world.  Today’s globally integrated economy and society requires Canadian Heritage to be engaged at an international level to achieve our domestic objectives and promote the interests of Canada abroad.

In 2006-07, Canada continued to use every opportunity to promote the ratification of the UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions.  In December 2006, the critical mass of 30 ratifications had been reached and the Convention entered officially into force, three months later, on March 18, 2007. As of March 31, 2007, 56 countries had formally ratified the Convention.  This represents the most efficient ratification process in UNESCO history. This Convention is an international instrument on cultural diversity that reaffirms the right of countries to take measures in support of culture, while recognizing the dual social and economic nature of cultural goods and services.

The Department, on behalf of the Government of Canada, accepted the invitation from the Premier of the State Council of the People’s Republic of China to participate in Expo 2010 in Shanghai.

Canadian Heritage leads initiatives to support its key international objectives in close collaboration with the Department of Foreign Affairs and International Trade (DFAIT). Through its participation in all trade negotiations undertaken by the government of Canada in 2006-07, Canadian Heritage has expressed our trade and culture position and sought to keep the flexibility needed to pursue domestic cultural policy objectives. Although no new trade agreements were concluded in 2006-07, Canadian Heritage along with its DFAIT counterparts advanced Canada's cultural interest in the context of ongoing multilateral negotiations.

Aboriginal Languages and Cultures

In Canada, First Nations, Inuit and Métis languages are in a rapid state of deterioration.  Of the more than 50 Aboriginal languages spoken in Canada, only three - Cree, Ojibway and Inuktitut - are considered to be strong enough to survive in the long-term. 

In 2006-07, $5 million was provided through the Aboriginal Languages Initiative (ALI) to Aboriginal organizations that undertook and distributed funding to community-based language projects in over 200 communities across Canada to preserve First Nations, Inuit and Métis languages.  In November 2006, the Government of Canada also announced the renewal of $5 million per year for the ALI until 2013-14.

Sport Development

The Department seeks to encourage, promote and develop sport and sport participation in Canada through program support to the sport community and collaborative efforts with the provinces and territories, consistent with the Canadian Sport Policy.  A number of initiatives are well underway in support of this priority. 

In 2006-07, the Department began to implement the Policy on Sport for Persons with a Disability and the Policy on Aboriginal Peoples’ Participation in Sport.  Canadian Heritage assisted Finance Canada and the Canada Revenue Agency in the development of a definition of physical activity programs eligible for the Children’s Fitness Tax Credit identified in the 2006 Budget speech.  The Department also participated in Health Canada’s interdepartmental working group on the Aboriginal Youth Suicide Prevention Strategy, leading to the acceptance of sport participation as one of the important tools to address this health crisis and demonstrating the contribution of sport to broader social objectives.

The Federal Policy for Hosting International Sport Events was revised and approval for the policy is being sought.  Once fully operational, the Canadian sport system will benefit from a planned and coordinated approach to bidding and hosting events.

Sport Canada has been working closely with National Sport Organizations (NSOs) to complete Long-Term Athlete Development (LTAD) models and with the Coaching Association of Canada to advance the implementation of the revised National Coaching Certification Program.  In addition, Podium Canada was created to replace the interim Canadian Sport Review Panel, establishing a permanent mechanism to provide technical sport expertise and funding recommendations to the Canadian Olympic Committee, the Canadian Paralympic Committee and Sport Canada, as the three national funding parties.

2010 Games

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

The Department provided leadership in delivering the Government of Canada’s hosting commitments, including essential services, and is continuing to monitor progress and perform due diligence on the venue construction program as part of its operations.  A Government Operations Steering Team (GOST) was created by government partners and the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) to facilitate planning and operations.

In addition, the Government of Canada supported the signing by non-government partners of a Collaborative Protocol of Francophone communities to ensure representation of Canada’s Francophonie in the hosting of the 2010 Winter Games.  Negotiations have been entered into with municipalities of Vancouver and Whistler to plan and implement Live Sites, which will be free public gathering spaces.  The 2010 Federal Secretariat actively participated in 2010 Partner bi-annual community update events in all Four Host First Nation communities, as well as provided ongoing support and monitoring for the Four Host First Nations Society.

Below is a diagram demonstrating how each of the eight priorities link to the Department’s key initiatives described in upcoming section.

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

¹ As per the Guide for the Preparation of Part III of the 2006-07 Estimates, the priorities are categorized as follows: an ongoing priority is considered to have no end date, whereas a previously committed priority was outlined in a previous Report on Plans and Priorities and is considered to have an estimated end date.

• Previous Page
• Table of Contents
• Next Page