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Section 4: Other Items of Interest

Corporate Services

Corporate Services supports all Strategic Outcomes and are considered as a special program activity.

Corporate Services include:

  • Legal Services;
  • Informatics Services;
  • Financial and Administrative Services;
  • Human Resources and Workplace Management Services;
  • Communications;
  • Audit and Evaluation Services;
  • Corporate and Regional Management; and
  • Deputy Minister’s Office, Associate Deputy Minister’s Office, Ombudsman and Corporate Secretary.

Corporate Services


Actual Financial Resources ($ millions), 2006-07


Actual Human Resources (Full-Time Equivalents), 2006-07


Performance Measurement

Canadian Heritage is responsible for ensuring that information systems, performance measurement strategies, reporting and governance structures are consistent with and support the organization’s Management, Resources and Results Structure (MRRS) and reflect the manner in which resources are actually managed and allocated in the organization.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Planned results included: monitoring the implementation of the refined senior management committee structure; continued improvement of the Integrated Planning and Reporting Model; development of a self-awareness tool on management practices based on the Management Accountability Framework; review and refinement of the performance measurement framework of the Program Activity Architecture (PAA); creating better linkages between external reporting documents and the PAA, and carrying out the Cultural Affairs Sector Directors’ Results Table.

Results Achieved

Planned results for 2006-07 were partially achieved. Over the last few years, Canadian Heritage has gradually put in place a number of corporate processes to improve performance measurement from both program and management perspectives. To respond to a rapidly changing environment, the coordinated implementation of these tools has, however, required some adjustments to the Department’s governance structure, priority-setting processes and Management Accountability Framework (MAF) tracking mechanisms. These measures reaffirm the Department’s commitment to a sustainable integration of its senior decision-making bodies and program delivery components.

While progress is being made on performance measurement at the program level, the introduction of new policies and legislation by central agencies regarding performance management, audit, evaluation and accountability has required constant adjustment. The Department has developed a two-step approach to renew the Program Activity Architecture (PAA) and the Performance Measurement Framework (PMF): 1) minor changes to the PAA including the addition of internal services and 2) a complete strategy to review, analyse and renew the PAA and PMF. This will further enhance the effectiveness of the Department’s performance management processes as well as the transparency of its corporate planning and reporting documents.

Audit and Evaluation Plan

Canadian Heritage has structured its audit and evaluation function to support and enhance corporate decision-making. An audit and evaluation plan identifies the work needed to support departmental priorities, renewal requirements, reporting obligations to Cabinet, as well as risk assessments. Internal audit work is guided by risk principles and focuses on the three key results areas identified in the Treasury Board Policy on Internal Audit (risk management strategy and practices, management control frameworks and practices and information used for decision making and reporting).

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Initial audit and evaluation activities identified in the 2006-07 Report on Plans and Priorities (RPP) were based on preliminary forecasts and differ from those conducted over the course of the year following the approval of the 2006-07 audit and evaluation plan.

Results Achieved

Planned results for 2006-07 were achieved. Audit and Evaluation results provided the Deputy Minister and senior management with information on the continued relevance, results and impacts, cost-effectiveness and alternatives of programs, policies and initiatives. Table 16 of this report lists all evaluation and audit reports completed, tabled and approved by the departmental Audit and Evaluation Committee in 2006-07 and provides Web links to the individual reports. Based on the list in the 2006-07 Report on Plans and Priorities, an additional audit on the Interchange Canada Program was conducted. On May 4, 2007, the Audit and Evaluation Committee approved the audit and evaluation of Canada’s Participation in the 2005 Aichi, Japan World Exposition, forecasted in the 2006-07 Report on Plans and Priorities, on May 4, 2007.

In 2006-07, the Department developed an action plan to ensure that it successfully implements and meets the requirements of the new Treasury Board Secretariat Internal Audit Policy effective April 1, 2006. As detailed in the implementation plan, a draft internal audit charter has been prepared and the competency profiles for all levels of audit resources have been developed. The Department has also implemented standardized audit methodologies and standardized report presentations. A key element in the implementation of this new policy is the requirement for a new Departmental Audit Committee structure. The Department has developed a transition strategy that will ensure that the existing committee structure is changed to reflect the new requirements and includes a recruitment strategy for the external members of the Departmental Audit Committee.

The Department is closely monitoring the review of the Government of Canada’s Evaluation Policy and has taken steps to ensure its adherence to the new policy in a timely manner.

Canadian Heritage is working on strengthening its audit and evaluation capacity to deliver on the accountability and stewardship expectations under the Government’s Management Accountability Framework and related commitments. Results of audit and evaluation activities are being more strongly linked with policy and program development, planning, and performance measurement and management.

Risk-Based Decision-Making

Awareness of risk for senior executives and managers at Canadian Heritage has been significantly raised over the past few years as a result of the strengthened government accountability to Parliamentarians and all Canadians for the management of public funds and the results achieved. In 2006-07, the Department took a more coherent and integrated view of integrated risk management related initiatives at all levels - governance, corporate, program and project.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Within two years (2006-08), a risk-smart culture will result in enhanced management rigour in Canadian Heritage.

Result Achieved

Planned results for 2006-07 were achieved. Major strides were made in realizing enhanced management rigour as it relates to risk management. An internal control framework for grants and contributions was developed through extensive intra-departmental consultation, and validated by key funding programs and included identification of control gaps. This action and related focus on risk tangibly advanced risk management at the project and program level, helping to: support centralized enhanced monitoring of grant and contribution financial approvals; develop a common front-end project assessment tool for reviewing funding applications; and create a training program for program officers. These actions contribute to the outcomes of making the department more risk-aware and also achieve better stewardship and management of the programs that carry out the departmental mandate.

In 2006-07, a focal point for risk management was established and adequately resourced. A corporate risk profile was developed; project risk management practices in grants and contributions programs were studied during mapping of internal controls and a common risk assessment tool was drafted for use in program officer training; and a risk-based audit and evaluation plan was developed, approved and put in action.

Progress has been made toward establishing enterprise-wide risk management in such areas as: integrating risk management into business planning, priority-setting, resource allocation and reporting, and using risk management to support key decision-making and governance at all levels.

Service Improvement

Through participation in the Treasury Board's Service Improvement Initiative (SII), and in alignment with other initiatives under the larger Government of Canada service agenda, the Department of Canadian Heritage is striving for excellence in the delivery of its programs and service to individuals and organizations.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

Feedback from the Department's clients obtained by using the TBS's Common Measurements Tool (CMT) revealed a demand for services that are delivered in a more client-centered, transparent, and timely manner. These three areas form the basis of a new vision for service delivery in the Department. To realize this vision and build on the service improvements accomplished to date, the Department will develop a multi-channel Service Improvement Roadmap (SIR).

Results Achieved

Planned results for 2006-07 were achieved and the Department is on target to meet multi-year commitments to be fulfilled in 2007-08. The existing governance structure was updated, ensuring a coordinated and cohesive approach to service improvement and business transformation while aligning with emerging Government of Canada direction (including the Blue Ribbon Panel recommendations and Treasury Board Service Policy).

Operations planning undertaken for service improvement projects reflects a proactive and integrated approach to ensure the Department is properly positioned to meet client expectations and emerging Government of Canada requirements

A Departmental Service Delivery Performance Measurement Framework was developed to track levels of client satisfaction and ensure client-centered service delivery. Additionally, service standards have been developed as part of a pilot project with jointly delivered funding support programs. Following the pilot, implementation of service standards is planned for all departmental funding support programs, ensuring compliance with the forthcoming Policy on Service.

A strategy for streamlining overall business processes for funding support programs within Canadian Heritage was initiated which will result in improved service delivery to clients while ensuring due diligence and risk management requirements are fulfilled.

Design and implementation was initiated to deliver an on-line transactional system for the Canadian Audio-Visual Certification Office (CAVCO) and three grant and contribution pilot programs. Canadian Heritage is also leveraging existing whole-of-government solutions, such as Secure Electronic Forms (SEF) to improve the delivery of grants, contributions and tax credits.

Human Resources Initiative

In 2006-07, Canadian Heritage entered its fourth year of human resources and work place management planning. Human resources planning is informed by organizational dashboards that provide managers with key demographic and survey data to assist them in charting the best course for their respective organizations.

Planned Results (as outlined in Canadian Heritage’s 2006-07 Report on Plans and Priorities)

A fair, enabling, healthy and safe workplace; and a productive, principled, sustainable and adaptable workforce.

Results Achieved

Planned results for 2006-07 were achieved. In 2006-07, Canadian Heritage received a strong rating for its value-based leadership and organizational culture from the Treasury Board Secretariat, and overall, strong ratings for the extent to which the Department’s workplace is fair, enabling, healthy and safe, and its workforce is productive, principled, sustainable and adaptable. These ratings echo results drawn from our annual employee survey that show that Canadian Heritage is a great place to work (88%) and learn (81%), and a place where most employees feel they are treated with respect (88%), and are committed to the organization’s success (96%).

In 2006-07, the Department proceeded with the implementation of its newresourcing strategy (approved in 2005-06) which aims to capitalize on the flexibilities of the Public Service Employment Act. The Department also embarked on the development of an employee development plan which sets its sights on strengthening employee engagement, leadership and talent management in a continuous learning culture, and on the development of a well-being strategy.

Managers were also encouraged to respond to results of the Public Service-wide Employee Survey (November 2005) and the Department’s annual employee survey (February 2007), and to integrate measures stemming from these into their daily work and human resources and workplace management plans

List of Statutes Administe\red, in Whole or in Part, by the Canadian Heritage Portfolio

As mentioned on the Department of Justice Web site, these documents are not the official versions.

An Act to Incorporate the Jules et Paul Emile Lger Foundation

S.C. 1980-81-82-83, c. 85

Broadcasting Act

S.C. 1991, c. 11

Canada Council for the Arts Act

R.S.C. 1985, c. C-2

Canada Travelling Exhibitions Indemnification Act

S.C. 1999, c. 29

Canadian Heritage Languages Institute Act (not in force)

S.C. 1991, c. 7

Canadian Multiculturalism Act

R.S.C. 1985, c. 24 (4 th Supp.)

Canadian Race Relations Foundation Act

S.C. 1991, c. 8

Canadian Radio-television and Telecommunications Commission Act

R.S.C. 1985, c. C-22

Copyright Act (formulation of cultural policy )

R.S.C. 1985, c. C-42

Cultural Property Export and Import Act

R.S.C. 1985, c. C-51

Department of Canadian Heritage Act

S.C. 1995, c. 11

Foreign Publishers Advertising Services Act

S.C. 1999, c. 23

Holidays Act

R.S.C. 1985, c. H-5

Income Tax Act (Tax credits, National Arts Service Organizations and cultural property)

R.S.C. 1985 (5 th as amended Supp.)

Internment of Persons of Ukrainian Origin Recognition Act

S.C 2005, c. 52

Investment Canada Act (Cultural Foreign Investment )

R.S.C. 1985, c. 28 (1 st Supp.)

Library and Archives of Canada Act

S.C. 2004, c.11

Lieutenant-Governors Superannuation Act (in part)

R.S.C. 1985, c. L-8

Museums Act

S.C. 1990, c. 3

National Acadian Day Act

S.C. 2003, c.11

National Anthem Act

R.S.C 1985, c. N-2

National Arts Centre Act

R.S.C. 1985, c. N-3

National Battlefields at Qubec Act

S.C. 1907-08, c. 57-58

National Film Act

R.S.C. 1985, c. N-8

National Horse of Canada Act

S.C. 2002, c. 11

National Sports of Canada Act

S.C. 1994, c.16

National Symbol of Canada Act

R.S.C. 1985, c. N-17

Official Languages Act (Part VII)

R.S.C. 1985, c. 31 (4 th Supp.)

Parliamentary Employment and Staff Relations Act

R.S.C. 1985, c. 33 (2 nd Supp.)

Physical Activity and Sport Act (In respect of sport)

S.C. 2003, c.2

Public Service Employment Act (Report to Parliament)

R.S.C. 1985, c. P-33

Public Service Labour Relation Act

S.C. 2003, c.22 S-2

Salaries Act (Lieutenant-Governors)

R.S.C. 1985, c. S-3

Sir John A. Macdonald and Sir Wilfrid Laurier Day Act

S.C. 2002, c.12

Status of the Artist Act (Part 1)

S.C. 1992, c.33

Telefilm Canada Act

R.S.C. 1985, c. C-16

Trade-marks Act (Use of National Symbols)

R.S.C. 1985, c. T-13

Departmental Points of Service Across Canada

Departmental Points of Service Across Canada

Regional offices  
District offices  


Gatineau, Quebec and Ottawa, Ontario

Western Region

Vancouver, British Columbia
Victoria, British Columbia
Kelowna, British Columbia
Calgary, Alberta
Edmonton, Alberta
Whitehorse, Yukon

Prairies and Northern Regions

Winnipeg, Manitoba
Regina, Saskatchewan
Saskatoon, Saskatchewan
Yellowknife, Northwest Territories

Ontario Region


Quebec Region


Atlantic Region

Moncton, New Brunswick
Charlottetown, Prince Edward Island
Halifax, Nova Scotia
St. John's, Newfoundland and Labrador

There are 22 points of service, including Headquarters in Gatineau.

Contacts for Further Information

National Headquarters
Department of Canadian Heritage
15 Eddy Street, 8 th Floor
Gatineau, Quebec
K1A 0M5
Tel. 819 997-0055
Toll Free: 1 866 811-0055
ATME*: 819 997-3123

Atlantic Region
Department of Canadian Heritage
1045 Main Street, 3rd Floor, Unit 106
Moncton, New Brunswick
E1C 1H1
Tel. 506 851-7066
Fax: 506 851-7079

Ontario Region
Department of Canadian Heritage
150 John Street, Suite 400
Toronto, Ontario
M5V 3T6
Tel. 416 973-5400
Fax: 416 954-2909

Quebec Region
Department of Canadian Heritage
Guy-Favreau Complex, West Tower
6th Floor
200 Ren-Lvesque Boulevard West
Montral, Quebec
H2Z 1X4
Toll-free: 1 877 222-2397

Prairies and Northern Region
Department of Canadian Heritage
275 Portage Avenue, 2nd Floor
P.O. Box 2160
Winnipeg, Manitoba
R3C 3R5
Tel. 204 983-3601
Fax: 204 984-6996

Western Region
Department of Canadian Heritage
300 West Georgia Street, 4th Floor
Vancouver, British Columbia
V6B 6C6
Tel. 604 666-0176
Fax: 604 666-3508 Email

For one-stop access to information about programs and services of the
Government of Canada, visit

or call
1 800 O-Canada (1 800 622-6232)
TTY/TDD 1 800 465-7735

Department of Canadian Heritage Web site

A-Z Index of Canadian Heritage Web site