ARCHIVED - Canadian Heritage

Title

Financial Resources Actual Spending ($ millions)

Number of Full-Time Equivalents

Assistant Deputy Minister of Cultural Affairs

389.6

335

Assistant Deputy Minister of Citizenship and Heritage

584.2

480

Assistant Deputy of International and Intergovernmental Affairs and Sport

283.7

283

Assistant Deputy Minister of Public Affairs and Communications

80.7

683

Assistant Deputy Minister of Planning and Corporate Affairs (responsible for the Corporate Management with the Deputy Minister; the Associate Deputy Minister; the Executive Director, Portfolio Affairs; the Director General, Human Resources and Workplace Management; the Corporate Secretary; the General Counsel and the Ombudsman)

65.2

595

Region

Operating and Management Resources ($ millions)

Number of Full-Time Equivalents

Atlantic Region
Regional office with 3 district offices

4.847

65

Quebec Region
Regional office with 1 district office

5.781

80

Ontario Region
Regional office with 4 district offices

6.017

76

Prairies and Northern Region
Regional office with 3 district offices

5.722

67

Western Region
Regional office with 5 district offices

6.484

86

TOTAL

28.831

374

* Services received without charge include accommodations provided by Public Works and Government Services Canada, the employer's share of employees' insurance premiums, and expenditures paid by Treasury Board Secretariat (excluding revolving funds), Workers' Compensation coverage provided by Social Development Canada, and services received from the Department of Justice Canada (see Table 4).

A. User Fee

Fee Type

Fee Setting Authority

Date Last Modified

2006-07

Planning Years

Forecast Revenue ($000)

Actual Revenue ($000)

Full Cost ($000)

Performance Standard

Performance Results

Fiscal Year

Forecast Revenue ($000)

Esti­mated Full Cost ($000)

Fees charged for the processing of access requests filed under the Access to Information Act.

Other products and services

Access to Information Act

1992

See note 1

7

490

See note 4

Response provided within 30 days following the request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details.

See note 2

2007-08

2008-09

2009-10

See note 3

See note 3

See note 3

490

See note 5

See note 5

B. Date Last Modified: (Nil)

C. Other Information: (Nil)

A. User Fee

Fee Type

Fee-setting Authority

Date Last Modified

2006-2007

Planning Years

Forecast Revenue ($000)

Actual Revenue ($000)

Full Cost ($000)

Performance Standard

Performance Results

Fiscal Year

Forecast Revenue ($000)

Esti­mated Full Cost ($000)

Processing fees

Regulatory Fee

Department of Canadian Heritage Act

March 2004

3,150

3,525

3,179

Issuing certificates 8-10 weeks from the date the application is received and deemed complete.

CAVCO was able to issue the certification within this period 90% of the time.

2007-08

2008-09

2009-10

3,500

3,500

3,500

3,300

3,500

3,500

B. Date Last Modified: March 2004

C. Other Information:(Nil)

Aboriginal Peoples’ Program (including Young Canada Works)

0.6

65.2

65.8

Acknowledgement, Commemoration and Education

0.0

0.0

0.0

Arts Presentation Canada Program

0.0

22.1

22.1

Athlete Assistance Program

25.3

0.0

25.3

Book Publishing Industry Development Program (BPIDP)

0.0

36.9

36.9

Canada Magazine Fund

0.0

15.6

15.6

Canada Music Fund

0.0

23.2

23.2

Canada New Media Fund

0.0

14.0

14.0

Canadian Arts and Heritage Sustainability Program

15.4

8.3

23.7

Canadian Television Fund

0.0

120.0

120.0

Celebration, Commemoration and Learning Program

2.1

11.6

13.7

Community Partnerships Program

0.0

7.9

7.9

Contribution in support of the Canadian Culture Online Program

0.6

14.5

15.1

Cultural Spaces Canada

0.3

19.8

20.1

Development of Official-Language Communities Program

5.2

216.3

221.5

Enhancement of Official Languages Program (including Young Canada Works)

0.2

118.5

118.7

Exchanges Canada Initiative

0.1

22.4

22.5

Grants/Contributions to TV5 Program

4.1

3.0

7.1

Hosting Program

0.0

126.5

126.5

Katimavik Program

0.0

17.5

17.5

Multiculturalism Program

0.6

8.6

9.2

Museum Assistance Program (including Young Canada Works)

1.6

8.2

9.8

Music Entrepreneur Program¹

0.0

0.0

0.0

National Arts Training Contribution Program

0.0

17.0

17.0

0.0

0.0

0.0

New Musical Works Program²

Partnerships Fund³

Publication Assistance Program

45.4

0

45.4

Sport Support Program

0.0

94.0

94.0

Total

101.5

991.1

1,092.6

(in thousands of dollars)

ASSETS

Financial assets

Accounts receivable and advances (Note 4)

Investment in Canadian Broadcasting Corporation

Total financial assets

Non-financial assets

Prepaid expenses

Inventory

Tangible capital assets (Note 5)

Total non-financial assets

TOTAL ASSETS

LIABILITIES AND EQUITY OF CANADA

Liabilities

Accounts payable and accrued liabilities (Note 6)

Vacation pay

Deferred revenue (Note 7)

Pension accounts-Lieutenant Governors

Employee benefits (Note 8)

Other liabilities

Total liabilities

Equity of Canada

TOTAL LIABILITIES AND EQUITY OF CANADA

(in thousands of dollars)

Expenses (Note 11)

Creation of Canadian Content and Performance Excellence

Sustainability of Cultural Expression and Participation

Community Development and Capacity Building

Participation in Community and Civic Life

Access and Participation in Canada’s Cultural Life

Promotion on Inter-Cultural Understanding

Preservation of Canada’s Heritage

Total expenses

Revenues

Revenue from the 1979 Federal-provincial Lottery-

agreement

Sale of goods and services

Miscellaneous revenues

Total revenues

Net Cost of Operations

Equity of Canada, beginning of year

Net cost of operations

Current year appropriations used (Note 3)

Revenue not available for spending (Note 3)

Change in net position in the Consolidated Revenue

Fund (Note 3)

Services received without charge from other federal

government departments (Note 12)

Equity of Canada, end of year

Net cost of operations

Non-cash items

Amortization of tangible capital assets

Loss on disposal of tangible capital assets

Services received without charge (Note 12)

Adjustment to tangible capital assets

Variations in Statement of Financial Position

Increase (Decrease) accounts receivable and advances

Increase (Decrease) in prepaid expenses

Increase (Decrease) in inventory

Increase in liabilities

Cash used by operating activities

Capital investment activities

Acquisition of tangible capital assets

Proceeds from disposal of tangible capital assets

Cash used by capital investment activities

Financing activities

Net cash provided by Government of Canada (Note 3)

Asset class

Amortization period

Machinery and equipment

5 and 10 years

Informatics hardware

5 years

Informatics software

3 and 5 years

Motor Vehicles

7, 10 and 15 years

Leasehold improvements

Lesser of the remaining term of the lease or useful life of the improvement

Assets under construction

Once in service, in accordance with asset type

(in thousands of dollars)

Net cost of operations

Adjustments for items affecting net cost of operations but

not affecting appropriations

Add (less):

Revenue not available for spending

Refund of prior year expenses

Prepaid expenses

Inventory

Outstanding respendable revenue

Adjustments to tangible capital assets

Disposal of non-capital assets

Advances

Services received without charge

Employee severance benefits

Amortization of tangible capital assets

Department of Justice legal fees

Vacation pay

Loss on disposal of tangible capital assets

Bad debt

Adjustments for items not affecting net cost of operations

but affecting appropriations

Add:

Acquisitions of tangible capital assets

Adjustment to tangible capital assets

Current year appropriations used

Appropriations provided

(in thousands of dollars)

Vote B120 - Operating expenditures

Vote B150 - Transfer payments

Statutory amounts

Loans-Cultural Property

Less:

Appropriation available for the future years

Lapsed appropriations

Current year appropriations used

(in thousands of dollars)

Net cash provided by government

Revenue not available for spending

Changes in net position in the consolidated Revenue Fund

Decrease (increase) in accounts receivable and

Advances

Increase in liabilities

Receipts and expenditures not affecting appropriations

Current year appropriations used

(in thousands of dollars)

Accounts receivables from other federal government departments and agencies

Accounts receivable from external parties

Employee advances

Other advances

Less: allowance for doubtful accounts on external receivables

Total

Capital asset class

Opening balance

Acqui-sitions

Adjust-ments

Dispo-sals

Closing balance

Opening balance

Amor-tization

Adjust-ments

Dispo-sals

Closing balance

2007 Net book value

2006 Net book value

Machinery & equipment

Informatics

hardware

Informatics

software

Motor

vehicles

Leasehold improvements

Assets under

construction

Total

(in thousands of dollars)

Payable to external parties

Payable to other federal government departments and agencies

Accrued salaries, wages and employee benefits

Sales tax payable

Total

(in thousands of dollars)

Balance, beginning of year

Funds received

Revenue recognized

Balance, end of year

(in thousands of dollars)

Accrued benefit obligation, beginning of year

Expense for the year

Benefits paid during the year

Accrued benefit obligation, end of year

(in thousands of dollars)

Transfer payments

318,000

322,000

40,000

3,000

1,000

684,000

(in thousands of dollars)

Transfer payments

Non-profit organizations

Other levels of government within Canada

Industry

Individuals

Other countries and international organizations

Total transfer payments

Salaries and employee benefits

Professional services

Accommodation

Utilities, materials and supplies

Travel and relocation

Information

Freight and communications

Rentals

Amortization

Repairs and maintenance

Loss on disposal of capital assets

Other operating expenses

Total operating expenses

Total Expenses

(in thousands of dollars)

Accommodation

Employer’s contribution to the health and dental insurance plans

Legal services

Total

Responses to Parliamentary Committees, 2006-07

Fourth report of the Standing Committee on Canadian Heritage, Report on the Canadian Feature Film Industry -- “Scripts, Screens and Audiences: A New Feature Film Policy for the 21 st Century.”

The report was tabled on June 1, 2006, and contained 30 recommendations.

The Committee began its study of the Canadian film industry in February 2005, the purpose being to evaluate the federal government’s Canadian feature film policy. After hearing more than 180 film industry witnesses, the Committee presented an interim report in June 2005 asking stakeholders for written responses to a series of targeted questions. This report contains statistical and economic data on the film industry, market shares and government support for Canadian cinema. It outlines the opinions expressed by the stakeholders on the interim report and compares assistance programs in Canada to those of other countries. Finally, it outlines 30 recommendations for preparing and implementing a new film policy, focusing primarily on the basic components for a new policy, the importance of governance and transparency, and the actions required to apply the new policy.

The Government’s response was signed by Minister of Canadian Heritage and Status of Women and tabled on September 29, 2006.

Ninth report of the Standing Committee on Canadian Heritage, Report on Museum Policy in Canada.

The report was tabled on November 27, 2006, and contained one recommendation.

The Committee report refers to two motions adopted by the Committee and tabled in the House of Commons, one requesting the presentation of the new museum policy discussed in 2005, and the other, the reinstatement of the Museums Assistance Program, which was done away with as part of the expenditure review of the Government in September 2006. After hearing evidence from various Canadian museum associations, the Committee recommended that the Government present a new museum policy before the next budget.

The Government’s response was signed by Minister of Canadian Heritage and Status of Women and tabled on March 27, 2007.

Second Report of the Standing Senate Committee on Transport and Communications: Final Report on the Canadian News Media.

The report was tabled on June 21, 2006, and contained 40 recommendations and 10 proposals.

The Committee began the study in March 2003 and presented an interim report in May 2004. While the Committee’s mandate originally covered the media at large, it soon chose to focus on the news media. The main issues in the study are technological innovation coupled with recent changes in ownership in the Canadian media sector. The report requests that the policy on the Canadian news media give greater consideration to the public interest, and makes recommendations on current policies supporting the news media and journalists and on the rights of linguistic minorities. It also considers self-regulation of the news media industry, permanent education for journalists and diversity in newsrooms. A number of recommendations call for amendments to the Broadcasting Act, the Competition Act, and the Security of Information Act. Some call for CRTC action in media company mergers and licensing conditions, and for empowering the CRTC to fine broadcasters. Finally, a few recommendations directly affect the Canadian Broadcasting Corporation’s governance and mandate.

The Government’s response was signed by Minister of Canadian Heritage and Status of Women and tabled on November 24, 2006.

Sixth Report of the Standing Senate Committee on Official Languages, French-language Education in a Minority Setting: “A Continuum from Early Childhood to the Postsecondary Level”.

The report was tabled on June 14, 2005, and contained eight recommendations.

The report focuses essentially on education from early childhood (pre-kindergarten) to postsecondary school (college and university), treating education as a continuum to ensure and promote the development of minority Francophone communities. It looks at the challenges that must be faced to achieve results equivalent to those of the majority in providing education in French as the first language in a minority setting. Among its recommendations, the Committee asks the Government to conduct a national awareness campaign to ensure respect for language rights and a national information campaign on French education rights. The Government, it suggests, should include specific measures in memoranda and agreements, develop a national early childhood and primary, secondary and postsecondary education policy, and coordinate its policies at all levels.

The Government’s response was signed by Minister of Canadian Heritage and Status of Women , Minister of International Cooperation and Minister for La Francophonie and Official Languages and Minister of Citizenship and Immigration Canada and tabled on November 2, 2006.

List of Evaluations, 2006-07

Arts, Culture and Diversity Program (June 28, 2006)

Atlantic Canada Cultural and Economic Partnership (June 28, 2006)

Canada New Media Fund (December 8, 2006)

Community Participation Program (including the Canada Volunteerism Initiative)
(March 16, 2007)

Fathers of Confederation Trust Program (May 19, 2006)

Katimavik Program (May 19, 2006)

List of Internal Audits, 2006-07

Interchange Canada Program (March 16, 2007)

Management of Human Resource Information (September 15, 2006)

Northern Aboriginal Broadcasting and Northern Distribution (June 28, 2006)

Audit from the Office of the Auditor General of Canada, 2006-07

2006 Report of the Auditor General of Canada - An Overview of the Federal Government's Expenditure Management System Report - Expenditures Management System in Departments

The November 2006 audit examined the Expenditure Management System at Agriculture and Agri-Food Canada, Canadian Heritage, and Public Works and Government Services Canada. The audit found that some parts of the system are working well. For example, the departments are able to track and monitor their compliance with conditions imposed by Treasury Board in funding decisions. The audit also found notable weaknesses. In particular, there were significant examples of funding that were not adequately aligned with program requirements, which had a negative effect on program delivery. This problematic lack of alignment was considered to be primarily due to inflexibility in the system. Other such problems were the lack of a systematic approach to central expenditure review exercises, and the increasing proportion of spending items appearing in Supplementary Estimates rather than Main Estimates. The audit found that there is a need for more risk assessment, improved alignment and capacity building for improved response to future expenditure reviews.

2007 Status Report of the Auditor General of Canada - Advertising and Public Opinion Research – Follow-up to the 2003 Report

The 2003 audit assessed the extent to which the government had ensured effective control over its spending on advertising and public opinion research activities and whether it measured results and reported them to Parliament. In this February 2007 follow-up audit, advertising campaigns and public opinion research projects were audited to see whether the departments administering these activities were exercising adequate management and control and whether changes made in response to the 2003 recommendations were effective.

The audit found that Public Works and Government Services Canada (PWGSC) made satisfactory progress in ensuring that it awards contracts for advertising and public opinion research services in a fair and transparent manner in accordance with the Treasury Board's Contracting Policy. Departments made satisfactory progress in ensuring that planning for advertising activities and managing suppliers is done in accordance with the Communications Policy of the Government of Canada and in ensuring that there was adequate documentation to support invoices submitted for payment for advertising and public opinion research activities. The results of advertising and public opinion research were measured and reported in accordance with the requirements established by the Communications Policy of the Government of Canada. The audit also found that some departments are still not complying with all requirements that apply to public opinion research. For example, some had contacted a research firm before informing PWGSC that they intended to carry out public opinion research activities.

2007 Status Report of the Auditor General of Canada - The Conservation of Federal Built Heritage – Follow-up to the 2003 Report

The 2003 Protection of Cultural Heritage audit showed that built heritage was at risk because of a marked decrease in financial resources allocated to heritage conservation in the previous years, and because of shortcomings in built heritage management mechanisms and in the legal protection framework. It also reported that the heritage conservation framework had reached its limits and that a better balance had to be struck between departments' and agencies' conservation responsibilities and the resources made available to them.

The 2007 report found that the Parks Canada Agency (PCA) took satisfactory measures to follow up on the 2003 recommendations concerning the legal protection framework for built heritage and the management infrastructure for national historic sites. PCA has developed policy proposals to strengthen conservation, has completed and approved several management plans for national historic sites, and has carried out several evaluations of historic sites. However, these conservation interventions are not sufficient to guarantee the conservation of built heritage placed under the custody of departments. The report recommends that the government strengthen its conservation regime by e stablishing overall objectives for the conservation of built heritage, setting priorities for conservation and monitoring organizations activities, covering all elements of built heritage of custodian departments, combining the functions of designation and conservation, and reporting to Parliament on the results of conservation activities.

Official Languages

With regard to Part IV of the Official Languages Act, audits were conducted on site and over the telephone to determine whether offices and facilities designated bilingual and those with new obligations are complying with the requirements for communications with and services to the public in both official languages. The on-site audit took place in the Atlantic Region, whereas the telephone audit was conducted across Canada and reflected the objectives and scope of the 2003 audit.

1. What are the key goals, objectives, and/or long-term targets of the Sustainable Development Strategy (SDS)?

The Sustainable Development Strategy 2004-06 for the Canadian Heritage had the following goals, objectives and targets :

Goal 1 :To reduce the environmental impact of Canadian Heritage’s internal operations.

Objective 1.1 : To increase employee awareness of Canadian Heritage’s approach to sustainable development.

Objective 1.2 : To reduce the environmental impact of procurement.

Objective 1.3 : To operate in a more eco-efficient manner.

Goal 2: To integrate sustainable development into Canadian Heritage programsand policies delivered directly by the Department or in partnership with others.

Objective 2.1 : To raise awareness of clients regarding how they can integrate sustainable development into the delivery of projects funded by Canadian Heritage.

Objective 2.2 : To integrate sustainable development principles into the design and delivery of the Vancouver 2010 Winter Olympics.

Objective 2.3: To improve the eco-efficiency of the Canadian Heritage Portfolio

Goal 3: To integrate social and cultural dimensions into the federal government’s broader vision of sustainable development in Canada .

Objective 3.1 : To better understand the social and cultural dimensions of sustainable development.

2. How do your key goals, objectives, and/or long-term targets help achieve your department’s strategic outcomes?

Two strategic outcomes are identified in the Program Activity Architecture of the Department of Canadian Heritage:

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

These outcomes summarize the overall goals of the Department, and they reflect an approach that is all about sustaining and reinforcing the cultural fabric of Canada. Canadian Heritage contributes a key component to federal sustainability objectives because the Department’s policies and programs help to ensure that Canadians are well equipped to build a strong future, with a strong understanding of their past and an ability to connect with each other in the present.

The goals and objectives of the Sustainable Development Strategy help to advance the Department’s strategic outcomes by:

• Promoting an environment in which the Government of Canada is shown to respond to the concerns of Canadians with respect to sustainable activities and operations; and
• Promoting a complete approach to sustainable development in Canada that also considers culture, heritage, inclusion, civic participation, and the importance of sharing experiences among Canadians.

In this way, the Department’s outcomes are furthered because cultural development is valued and trust is built in Canada’s civic institutions.

During the reporting period, Canadian Heritage aimed to advance its sustainable development objectives by emphasizing operational improvements, particularly in implementing the new policy on green procurement, reviewing the procedures for performing strategic environmental assessments and developing a new procedure to ensure that the Department meets its obligations under the 1999 Cabinet Directive on the Strategic Environmental Assessment of Policies, Plans and Programs.

The Department also sought to participate in at least two interdepartmental projects to improve understanding of the Department’s role in supporting the social and cultural dimensions of sustainable development.

With the preparations of the new strategy (SDS 2007-09) during this year, the 2006-07 period offered a key opportunity to review the department’s overall approaches and systems for promoting sustainable development practices within the organization.

Goal 1: To reduce the environmental impact of Canadian Heritage’s internal operations

Green Procurement

Canadian Heritage has incorporated "green" clauses into departmental Requests for Proposals where pertinent (for example, with regard to proposals for developing Canada’s pavillions at international expositions.) Generic "friendly environment clauses" have also been included in Requests for Proposals and contracts. Wherever possible, double-sided printing has been required within the terms of contracts.

Links to the policy on green procurement have been posted on the Department’s internal Web site (Intranet) for employees, also giving them access to the Sustainable Development Strategy and various green strategy sites.

Green suppliers are identified in the Department’s financial system. Awareness sessions were conducted for 202 program administrators and managers, which included aspects of green procurement.

Canadian Heritage has also participated actively in the Commodity Council on Greening Government Operations as well as in an internal steering committee to oversee various greening strategies. Canadian Heritage also manages a small fleet of vehicles to serve corporate requirements and during this reporting period, the Department purchased one energy efficient vehicle and one hybrid vehicle as replacements within this fleet.

Canadian Heritage and Portfolio Facilities

Canadian Heritage has been providing regular communiqués regarding the participation of Les Terrasses de la Chaudière, the headquarter office complex in the National Capital Region, in all recycling programs. A new program that was included in 2006-07 is the battery recycling program for alkaline, nickel cadmium, and lithium ion batteries.

The Department of Public Works and Government Services (PWGSC) has also embarked on a major renovation project, whereby all washrooms in Les Terrasses de la Chaudière (LTC) complex are being upgraded. With these renovations, the complex will see a reduction in water consumption because of the installation of water sensor faucets. As well, PWGSC incorporated an energy program reducing light consumption at the LTC complex. PWGSC has the lead on all building projects, however as tenants in the complex, Canadian Heritage has ensured that information about these projects is disseminated to all staff and regular updates are provided when new initiatives are taken on.

The Department strives to ensure that its facilities projects meet ecological standards, such as the use of water based paints, non-toxic glues when installing carpets and the purchase of recyclable materials when ordering work stations. Canadian Heritage has made recommendations to PWGSC on these requirements as they have the lead in providing affordable and sustainable office accommodation and related services for departments and agencies of the Government of Canada.

The Canadian Conservation Institute (CCI), an agency within the Canadian Heritage portfolio, made operational improvements to advance sustainable operations through the renovation to its main facility on Innes Road ( Ottawa): the roof and windows were replaced; appropriate new materials (e.g. flooring) were installed, and the washrooms were modernized.

Information Technology and Systems

The Knowledge, Information and Technology Services (KITS) branch of the Department has established an internal “green” committee to address what can be done at the employee/branch level (which can also be shared for application in other areas), as well as to study the feasibility and effectiveness of IT initiatives to improve its sustainable operations (e.g. formatting shared printers for duplex printing, the use of “green” icons, reminders and warning windows that will promote green behaviour, etc.).

Goal 2: To integrate sustainable development into Canadian Heritage programs and policies delivered directly by the Department or in partnership with others .

Strategic Environmental Assessments

Canadian Heritage hired an experienced environmental assessment coordinator who undertook the management of the procedures involved in strategic environmental assessments and has also worked closely with Public Works and Government Services Canada in order to further capitalize on their expertise in the field of environmental assessments. The Department developed environmental assessment procedures and has presented an information session for program managers in collaboration with Public Works and Government Services Canada.

2010 Olympic and Paralympic Winter Games

The 2010 Olympic and Paralympic Winter Games Federal Secretariat continues to work closely with the 2010 Vancouver Organizing Committee (VANOC) to ensure that the principles of sustainable development are respected in all areas of their work. The environmental assessments for all the Winter Games venues are complete. VANOC also recently released the 2005-06 Sustainability Report. This report is the first of five that will be completed.

Promoting Sustainable Development with Partners

The Canadian Conservation Institute has committed to establishing a committee that will guide efforts to improve the understanding of CCI's role in supporting sustainable development within the museum community and to ensure the efficient operation of scientific and conservation laboratories, as well as its common spaces (library, training facility and office space).

Goal 3: To integrate social and cultural dimensions into the Government of Canada’s broader vision of sustainable development in Canada .

Cultural Sustainability

Canadian Heritage's cross-sector working group on cities and communities has continued to examine the concept of cultural sustainability, or culture as the "fourth pillar" of sustainability, in the context of the Department's investments in arts and sport activities, cultural infrastructure including artistic venues and heritage institutions, and forums for inter-cultural dialogue. The working group produced a commentary on this concept that has fed into interdepartmental discussions on federal roles and interests in communities, and on the need for place-based, collaborative policy approaches in support of community development. This group also helped to develop an international workshop on "the cultural basis of sustainable community planning," sponsored by Canadian Heritage, the Canada Council for the Arts, and the Creative City Network of Canada at the third World Urban Forum, held in Vancouver from the 19 th to 23 rd of June, 2006. The theme of this major international gathering, organized by the UN Human Settlements Programme (UN-HABITAT) in collaboration with the Government of Canada, was "Our Future: Sustainable Cities."

Canadian Heritage also participated in the development of a colloquium on francophone immigration, which addressed the issues and challenges related to the cultural sustainability of francophone communities, particularly those in a minority situation. The event explored issues such as the integration and participation of francophone immigrants, as well as the intersections of bilingualism and multiculturalism. The colloquium took place in March 2007, and was organized in collaboration with Citizenship and Immigration Canada.

The Department is reviewing the Environmental Assessment Coordinator position to include the coordination of sustainable development functions in order to ensure the Department is better equipped to meet its commitments set out in its next Sustainable Development Strategy, for the 2007-09 period.

In preparation for assuming custodianship of its facilities in 2008-09, the Canadian Conservation Institute is including sustainable development as a component of its Facilities Management Plan and will be requiring the property management service provider to develop and implement a 5‑year energy management program as well as to implement and manage recycling programs.

In addition, the annual report of the Commissioner of the Environment and Sustainable Development was presented to Parliament in September 2006. Canadian Heritage was among the departments audited for the report. The report commended the coordination efforts for the 2010 Winter Olympic and Paralympic Games as an encouraging sign that federal departments are incorporating sustainable development principles in operational planning. The report also encouraged departments to make more specific commitments in their strategies and it identified the need for Canadian Heritage to improve its management systems, including in the planning, implementation and monitoring of commitments. These recommendations were critical during the development of the next Sustainable Development Strategy for the 2007-09 period, which took place over several months in the 2006 calendar year. Canadian Heritage’s new SDS was tabled in Parliament on December 14, 2006, and included as its first priority the strengthening of SD management measures throughout the Department. A number of explicit actions and performance measures were attached to this priority in order to facilitate its implementation.

Programs / Themes

Department

Federal Coordination / Enhancing Canada’s International Profile

Canadian Heritage

Promoting Sustainable Benefits

Police and Security

RCMP, Public Safety and Emergency Preparedness Canada, National Defence, Canadian Security Intelligence Agency, Public Health Agency of Canada

Entry of Goods and Individuals

Canadian Border Service Agency, Citizenship and Immigration Canada, Human Resources and Social Development Canada

Public Health and Safety

Health Canada

Meteorological Services

Environment Canada

Sustainability

Environment Assessments

Environment Canada, Fisheries and Oceans Canada