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Section 4 : Other Items of Interest

4.1 Organizational Information

4.1.1 Mandate, Roles and Responsibilities (in 2007-2008)

The Department of 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 Minister's powers, duties and functions with respect to "Canadian identity and values, cultural development and heritage." These responsibilities explicitly include:

• 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;
• 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;
• national museums, archives and libraries;
• national battlefields;
• 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;
• the promotion of a greater understanding of human rights, fundamental freedoms and related values;
• multiculturalism; and
• state ceremonial and Canadian symbols.

The Department of Canadian Heritage Act also states that in exercising the powers and performing the duties and functions assigned to the Minister, the Minister shall initiate, recommend, coordinate, implement and promote national policies, projects and programs with respect to Canadian identity and values, cultural development and heritage. The Minister may enter into agreements with the government of any province or any agency thereof.

Other statutes, listed in Appendix A, also fall under the Department's responsibility in whole or in part.

4.1.2 Organizational Structure (in 2007-2008)

The Minister of Canadian Heritage and Status of Women and Minister for La Francophonie is responsible before Parliament for the Department. The Minister is assisted by the Secretary of State (Asia–Pacific Gateway) (2010 Olympics) (Official Languages), the Secretary of State (Foreign Affairs and International Trade) (Sport) and the Secretary of State (Multiculturalism and Canadian Identity).

The Deputy Minister and Associate Deputy Minister are jointly responsible for achieving the Department's strategic outcomes with the support of the Assistant Deputy Ministers and other departmental staff, who are located in the National Capital region, throughout Canada, and in few locations outside the country.

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

• Human Resources and Workplace Management is responsible for getting the right people in the right jobs at the right time by promoting a culture that supports performance, learning and innovation, and ensuring that employees feel valued, safe, and engaged. It also provides critical infrastructure to the entire Department.
  
  
• The Corporate Secretariat is responsible for: Access to Information and Privacy Secretariat; Executive Services Secretariat; Ministerial Liaison Office; Parliamentary and Regulatory Affairs; Office of the Corporate Secretary; and Planning and Resource Management (which includes Minister, Secretaries of State and Executive Offices).
  
  
• Portfolio Affairs integrates policy, planning, reporting, financial management, central agencies coordination, appointments, governance, and communications issues relative to the Canadian Heritage Portfolio organizations.
  
  
• Legal Services is the principal source of legal services and advice for the Department.
  
  
• The Ombudsman is a neutral party who provides all employees at all levels with confidential, informal, and impartial support.
  
  
• The Office of the Chief Audit and Evaluation Executive provides the Department with independent and neutral evaluation, audit and assurance services, and recipient compliance audit services. It is also the focal point for integrated risk management expertise and provides secretariat support to the newly established Strategic Policy, Planning and Evaluation Committee (SPPEC) and to the external members of the Departmental Audit Committee (DAC).
  
  
• The Communications Branch delivers professional and strategic services to ensure that communications across the Department are timely, well coordinated, effectively managed, and responsive to the diverse needs of the public that the organization serves.

It should be noted that in 2007, Public Affairs and Communications Sector became Public and Regional Affairs Sector as the Communications Branch now reports directly to the Deputy Minister. Also as of 2007, the Corporate Review Branch was repositioned to report directly to the Deputy Minister, in accordance with the new Internal Audit Policy and the forthcoming Evaluation Policy. In 2008, its name was changed to the Office of the Chief Audit and Evaluation Executive.

The Department has five sectors each headed by an Assistant Deputy Minister (ADM). These sectors develop and implement policies, programs and initiatives aimed at achieving the Department's 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.

Organizational Structure of the Department of Canadian Heritage
(as of March 31, 2008)

(ADM=Assistant Deputy Minister)

4.1.3 Accountability Structure

The Ministers, the Secretaries of State, the Deputy Minister and the Department's senior management team are accountable for the Department's progress toward the two strategic outcomes.

Accountability for the Strategic Outcomes (effective in 2007–2008)
Minister of Canadian Heritage, Status of Women and Official Languages	The Honourable Josée Verner
Minister of International Trade and Minister for the Pacific Gateway and the Vancouver-Whistler Olympics	The Honourable David Emerson
Secretary of State (Foreign Affairs and International Trade) (Sport)	The Honourable Helena Guergis
Secretary of State (Multiculturalism and Canadian Identity)	The Honourable Jason Kenney
Deputy Minister	Judith A. LaRocque
Associate Deputy Minister	Susan Peterson
Executive Committee	Decision-making body chaired by the Deputy Minister; the Associate Deputy Minister, Assistant Deputy Ministers and Corporate Secretary are members.

Accountabilities for the Program Activity Architecture
Assistant Deputy Minister, Cultural Affairs	Jean-Pierre Blais
Assistant Deputy Minister, Citizenship and Heritage	Diane Fulford
Assistant Deputy Minister, International and Intergovernmental Affairs and Sport	Marie-Geneviève Mounier
Assistant Deputy Minister, Public and Regional Affairs	Nicole Bourget
Assistant Deputy Minister, Planning and Corporate Affairs	Bruce Manion / Tom Scrimger18

Each Assistant Deputy Minister is accountable for managing his or her Sector and shares accountability for the delivery of results associated with the seven departmental program activities as set out in the Program Activity Architecture. This model fosters collaboration among sectors. Directors General, Regional Executive Directors, Directors and Managers are accountable for program sub-activities, and sub-sub-activities and report to their respective Assistant Deputy Minister.

4.2 Governance of the Department of Canadian Heritage

Departmental governance is an important element of the Management Accountability Framework which sets out expectations for good management. An overview of the Department of Canadian Heritage's internal governance structure is therefore provided in this report. The Department's internal governance structure consists of three levels (see the following figure).

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 Departmental Audit Committee, created as part of the implementation of the new Internal Audit Policy, reports directly to the Deputy Minister since July 11, 2007 and provides the Deputy Minister with independent, neutral and objective advice on the state of risk management, internal controls and governance processes.

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 new Strategic Policy, Planning and Evaluation Committee, chaired by the Deputy Minister will be operational in early 2008–2009. This Committee will act as a catalyst in developing a strategic vision by linking policies, programs and evaluations, to achieve the Department's strategic outcomes. The Operations and Management Committee is responsible for reviewing processes and deciding how to implement operational and management strategies.

Management Level 3: The Advisory Committees

The Policy Committee provides advice on policy development and reports to the Strategic Policy, Planning and Evaluation Committee.

A new Integrated Planning Committee, created in April 2007, provides advice to senior level committees with respect to the efficient delivery of the Department's mandate. A risk management dimension has been integrated into the Committee's work to ensure that risk management is integrated into the planning and resource allocation processes.

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 provide advice on their respective areas of responsibility to the Operations and Management Committee.

4.3 Departmental Support for Portfolio Management

The Portfolio Affairs Office assists the Minister and Deputy Minister in carrying out their Portfolio responsibilities and supporting the Government's agenda. It provides a "single window" on the Portfolio to integrate policy, planning, reporting, renewal of financial resources, central agencies coordination, appointments, governance and communications issues relative to the Canadian Heritage Portfolio organizations. The Portfolio Affairs Office reports directly to the Deputy Minister of Canadian Heritage through an Executive Director.

More specifically, the Portfolio Affairs Office:

• Supports and advises the Minister and the Deputy Minister in the establishment of priorities and broad objectives within which the portfolio organizations carry out their activities.
  
  
• Provides strategic analysis and advice to Minister, senior Departmental and Portfolio officials on issues such as policy, programs, strategic planning, performance management, resource allocation, accountability and legislative requirements affecting portfolio organizations.
  
  
• Fosters portfolio organizations' involvement in the Government's agenda and actively seeks opportunities for collaboration.
  
  
• Advises the Minister and Deputy Minister on all issues relating to Governor-in-Council appointments within the portfolio and coordinates the appointment process for boards of directors.
  
  
• Advances and promotes open governance practices among Porfolio organizations and provides logistical and secretariat services for regular portfolio governance meetings.
  
  
• The Office works closely with Portfolio organizations, the Department and central agencies on issues such as the adoption of best governance and reporting practices, the infrastructure needs of federal cultural institutions, the development and updating of policies involving the Portfolio organizations, funding the operations of these organizations, or the preparation of Treasury Board submissions and memorandums to Cabinet.

4.4 Role of the Regions

In addition to its headquarters in Gatineau, Quebec, the Department connects with Canadians through 5 regional offices and 20 points of service across Canada, as well as through its website. These offices served a wide range of client organizations at the community-level by managing certain grants and contributions programs.

In 2007–2008, grants and contributions again represented more than 80 percent of total departmental spending. Regions played an important role in delivering programs with 48 percent of files processed in the regions.

While the management and delivery of these grants and contributions programs form the core of regional work, regional employees also provided many more services. For instance, they provide outreach and communications support for regional visits of Ministers and Secretaries of State and for major events and thematic days (e.g. Canada Games, local Canada Day events, activities for the March 21 Anti-Racism Day). They also provide strategic analysis and advice for the development of policies and programs, and help build partnerships with other federal departments, other orders of government, and public institutions.

Regional offices help the Department ensure that its programs and services are effective and locally relevant, that its policies respond to the needs and concerns of Canadians, and that communications efforts are well-targeted and the ministers well-supported.

Grant and Contributions Programs and Components of
Canadian Heritage Programs Delivered Primarily in Regions in 2007–2008

Areas	Grant and Contributions Programs and Components of Programs Delivered Primarily in Regions	G & Cs % of Files Processed Regionally
Official Languages	Development of Official Languages Communities; Enhancement of Official Languages	69%
Heritage	Museums Assistance Program; Canadian Arts and Heritage Sustainability Program (Heritage component)	81%
Multiculturalism	Multiculturalism Program	81%
Aboriginal Affairs	Representative Organizations; Friendship Centres; Aboriginal Women; Northern Native Broadcast Access; Aboriginal Languages; Urban Multipurpose Aboriginal Youth Centres	73%
Arts Policy	Cultural Spaces; Arts Presentation; Capacity Building; Cultural Capital of Canada; Endowment Incentive	82%
Major Events and Celebrations	Celebrate Canada!	99%
Citizen Participation	Canadian Studies; Exchange; Youth Engagement; Katimavik; Community Participation; Building Communities through Arts and Heritage	82%

4.5 Internal Services

Internal (corporate) Services support all Strategic Outcomes and are considered a special program activity.

Internal Services include:

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

This program activity includes those corporate services and strategic governance functions that support the Department's capacity to develop policies, and to deliver programs and services to Canadians as the Department progresses toward the realization of its two strategic outcomes.

Corporate Services are shared functions, with service provided to all sectors, branches and directorates of the Department, in the areas of human resources, financial management, corporate and regional management, communications and ministerial affairs, audit and evaluation functions, legal services, facilities, informatics, information and materiel management.

Management Accountability Framework

The Management Accountability Framework (MAF) is a set of ten statements summarizing the Treasury Board Secretariat (TBS) expectations for modern public service management. TBS and the Canada Public Service Agency (CPSA) have also developed MAF indicators and measures, which are used to perform an annual MAF assessment to measure the management performance of government organizations.

In May 2007, TBS and CPSA provided the Department of Canadian Heritage with the final results of the Round IV assessment. These results are a snapshot of the Department's performance against a specific set of indicators as of March 31, 2007. They do not reflect the efforts made towards improving the indicators and strengthening management performance since then.

Following the 2006 MAF assessment, Canadian Heritage implemented a MAF Action Plan to strengthen management practices. While the Department is committed to continuous improvement in all areas of management, it has been focusing its efforts in four areas identified as Opportunity for Improvement: Results-Based Management, Integrated-Risk Management; Implementing the new Treasury Board Policy on Internal Audit, and Shared Services and Information Management (IM)/Information Technology (IT).

(More information is available at :http://www.tbs-sct.gc.ca/maf-crg/assessments-evaluations/2006/pch/pch_e.asp).

Blue Ribbon Panel on Grant and Contribution Programs

The Department of Canadian Heritage played a key role in the Government response to the report of the Independent Blue Ribbon Panel. As one of six departments with an important role in the delivery of transfer payment programs, or "Vanguard" departments, Canadian Heritage contributed to the formulation of the Government Action Plan to Reform the Administration of Grants and Contributions, which was announced by the President of the Treasury Board of Canada on May 27, 2008. The Department of Canadian Heritage Blue Ribbon Panel Action Plan, along with those of other Vanguards, forms one key element of the Government Action Plan.

The Department's Blue Ribbon Panel Action Plan was approved by Executive Committee in September 2007. It contains 22 initiatives, which include a series of best practices already being put into place (e.g. Department of Canadian Heritage Standard Contribution Agreement and Program Officer Learning Strategy) and new initiatives under development (such as the Project Risk Assessment Tool and the Recipient Compliance Audit Strategy). In keeping with the recommendations of the Panel itself and the Government's response, the Department's Plan aims to reduce the administrative and reporting burden while maintaining or enhancing accountability, and to do this by basing controls on materiality of risk.

The Department of Canadian Heritage has made significant progress in more effectively managing grants and contributions and treating recipients more consistently in all its programs. This has been accomplished by creating, in 2003, a Centre of Expertise for Grants and Contributions. The Centre supports programs and encourages horizontality by bringing together in one organization policy advice, systems, quality control, compliance monitoring, tools and training.

In 2007–2008:

• The Department implemented a mandatory program officer learning strategy designed to improve capacity, compliance and client service and respond to expected employee turnover. Most existing officers were trained during 2007–2008.
  
  
• A Program Managers' Conference held in February 2008 updated managers on developments flowing from the Report of the Blue Ribbon Panel and prepared them for the changes required for the reform of grants and contributions administration.
  
  
• The Department contributed to the planning and has participated in all recipient engagement events organized to date by TBS in June 2007, in February 2008, and most recently on June 26, 2008.
  
  
• The Department's programs introduced many initiatives to reduce administrative burden, including: the simplifying and integrating of terms and conditions at program renewal; simplifying application and reporting requirements and processes, in some cases by using technology; introducing multi-year, multi-program element agreements; and reviewing their audit procedures for contribution recipients.

Key Initiative 30 : Internal Services: Performance Measurement

The Department of Canadian Heritage remains committed to the integration of performance information in operational and corporate decision-making. To strengthen the information presented in its Report on Plans and Priorities and Departmental Performance Report, the Department of Canadian Heritage planned to provide additional corporate support to improve performance management throughout the organization. In support of the implementation of the Management, Resources and Results Structure (MRRS), the Department of Canadian Heritage is strengthening its performance measurement approach, working horizontally with programs to support reliable and systematic decision-making.

Planned Results (as outlined in Canadian Heritage's 2007–2008 Report on Plans and Priorities)

The Department plans to measure the success of its overall performance in accordance with the Management, Resources and Results Structure (MRRS) and the Program Activity Architecture (PAA), which clearly reflect how the Department uses its resources to achieve measurable results; and strategic documents, such as business plans, Reports on Plans and Priorities and Departmental Performance Reports based on measurable results.

Results achieved

Planned results for 2007–2008 were achieved. The Department fulfilled its commitments by developing a strategy to enhance its performance measurement framework based on a new PAA (effective April 1, 2009). First, the Department reviewed the existing PAA and its irregularities, and took stock once again of all departmental programs and activities according to criteria based on TBS guidelines. This development phase was carried out through consultations with all decision-making and operational levels of the Department. This resulted in a redefining of the Department's strategic outcomes, which allowed the realignment of all program activities. The departmental performance measurement framework was also developed at the same time as the PAA using the expected results for each level of program activities taken from logic models and results-based management and accountability frameworks. As a result, at the end of 2007–2008, the Department was able to submit the new PAA and performance measurement framework on time to the TBS for Treasury Board approval, which was obtained on May 29, 2008.

Continuing with the application of the MRRS Policy, the Department also began implementing its new PAA and performance measurement framework, primarily by using these management tools in specific initiatives and management processes. For example, the 2009–2010 PAA played a decisive role in the strategic review, the adoption of departmental priorities and planning and the development of a five-year evaluation plan for Canadian Heritage, while the performance measurement framework has become the key component of the organizational and operational transition strategy, which was initiated to achieve forecasted results. This strategy will be continued throughout 2008–2009. Better connections were created because these tools will serve as the basis for planning and reporting documents for Parliament and within the Department during the years they will officially be in use.

Key Initiative 31 : Internal Services: Risk-Based Decision Making

The Department of Canadian Heritage is committed to identifying and responding to risks effectively and integrating risk management into key decision-making. The Department has taken a more coherent and integrated view of risk management-related initiatives at all levels: governance, corporate, program and project. In doing so, it is better positioned to take a more systematic and evidence-based approach to identifying, analyzing/assessing and reporting on its risks (at the corporate level) and to developing management improvement strategies for the overall management and administration of grants and contributions. This is done primarily through the annual Departmental business planning process and the Corporate Risk Profile. The development of an enterprise-wide approach to integrated risk management permits greater information sharing and learning across program and corporate areas and better equips senior management with the appropriate tools to improve planning and informed decision-making.

The plan to implement risk management will advance five identified priorities: establish a departmental focal point for integrated risk management; prepare the corporate risk profile; prepare a risk-based audit and evaluation plan; integrate risk management into business and reporting processes; and build organizational and governance capacity.

Planned Results (as outlined in Canadian Heritage's 2007–2008 Report on Plans and Priorities)

A risk-smart culture will result in enhanced management rigour in Canadian Heritage.

Results achieved

Planned results for 2007–2008 were partially achieved. Solid progress has been made with respect to most of the indicators. Risk management is practiced across all corporate areas, programs and regions and integrated into planning. Also, a Corporate Risk Profile was approved and communicated to the organization and the monitoring of risks in the profile gave strong support to an improved risk-management culture and impetus for action. Risk-based audit and evaluation planning was firmly in place and practiced which supported strategic and effective monitoring and accountability efforts, making risk management an element of governance in the Department.

In addition, partial progress was made on a few other indicators. A focal point was established for risk management within the Office of the Chief Audit and Evaluation Executive, although adequate resourcing is still in progress. Explicit risk management has not yet been fully integrated into priority-setting and key decision-making, resource-allocation or reporting, although implicitly present throughout these management functions.

Overall, extensive consultations and discussions, as well as communications with staff led by the Deputy Minister, have advanced the Department's goal of creating a risk-smart workforce and environment.

Key Initiative 32 : Internal Services: Service Improvement

Through participation in the Treasury Board's Service Improvement Initiative, and in alignment with other initiatives under the larger Government of Canada service reform agenda, the Department of Canadian Heritage is striving for excellence in delivering its programs and services to citizens, businesses, and international clients. (More information is available at: http://www.tbs-sct.gc.ca/si-as/index_e.asp).

The Department of Canadian Heritage is actively involved in ensuring that the requirements of the forthcoming Treasury Board Policy on Service for the Government of Canada will be fully met by the Department. Canadian Heritage has participated throughout the development of this new policy and has proactively initiated several projects to ensure not only ongoing policy compliance, but also ongoing service delivery improvement. The Department works to ensure that the recommendations of the Independent Blue Ribbon Panel on Grant and Contribution Programs are integrated within service improvement plans and projects.

To realize the vision of more client-centred, timely and cost-effective services and build on the service improvements accomplished to date, the Department commissioned the development of a multi-channel Service Improvement Roadmap (SIR). The purpose of the SIR is to examine current departmental systems and processes of service delivery to clients and map them in order to leverage best practices and to recommend possible improvements.

Planned Results (as outlined in Canadian Heritage's 2007–2008 Report on Plans and Priorities)

Implementation of the multi-channel SIR will allow Canadians to access departmental programs and services more efficiently. Part of the SIR exercise will include the development of assessment tools using key elements and indicators of the Management Accountability Framework, to measure the Department's success with this initiative.

Results achieved

Planned results for 2007–2008 were partially achieved. The Department continued to implement a number of projects stemming from the SIR, including:

• Service improvement plans were aligned with departmental priorities and governance structure for service improvement planning and monitoring was also formalized.
  
• Service standards for the majority (5 of 9) of jointly-delivered regional–Headquarters programs were successfully piloted and will be published fall 2008.
  
• A detailed listing of all departmental external-facing services was compiled – approval was obtained to automate the list into a program and service system.
  
• Detailed business plans were developed in advance of a departmental program and service inventory system.
  
• An online transaction system within a multi-channel delivery environment was further developed for the Canadian Audio-Visual Certification Office.
  
• Two e-form pilot projects leveraging whole-of-government Shared Services were advanced to beta stage.
  
• A Service Delivery Performance Management Framework was developed.
  
• Performance metrics for all service channels and associated management reports for the telephone and Internet channels were implemented.
  
• A call activity tracking tool that captures and reports client feedback and requests was implemented for the Enquiry Centre (PCH toll-free service).
  
• Client satisfaction indicators and Common Measurement Tool-based survey questions were developed for use by all departmental programs and services.
  
• Service charter and service standards for internally provided services were successfully piloted by the Evaluation Directorate.
  
• A representative sample of current-state process maps of departmental funding support programs and an environmental scan analysis identifying process improvement opportunities were created.

Key Initiative 33: Internal Services: Human Resources Initiatives

In 2007–2008, the Department of Canadian Heritage planned to continue to focus on integrating business and human resources planning to align with the Department's business pressures. Human resources planning continues to be driven by organizational planning dashboards that provide managers with key demographic and survey data to assist them to chart the best course for their organizations. An important element of the dashboards has been three indices drawn from employee survey data: a Learning Culture Index, a Business Health Culture Index and a Fairness Perception Index. For 2007–2008, serious consideration is being given to introducing two new indices: an Engagement Index and a Values and Ethics Index. All of these will provide snapshots of areas of strength and weakness to help focus on planning, organizational development and performance review.

Planned Results (as outlined in Canadian Heritage's 2007–2008 Report on Plans and Priorities)

• A fair, enabling, healthy and safe workplace that exhibits:
  • fair employment and workplace practices and effective labour relations;
  • clear direction, collaboration, respect and support for employees' linguistic rights, diversity and personal circumstances; and,
  • a healthy and safe physical and psychological environment.
    
• A productive, principled, sustainable and adaptable workforce that is:
  • committed with the size, mix of skills and diversity of backgrounds to competently perform its duties;
  • reflective of Canada's population, respectful of Canada's official languages and that performs its duties guided by the values and ethics of the Public Service;
  • renewable and affordable over time; and
  • versatile, innovative and engaged in continuous learning.

Results achieved

Planned results for 2007–2008 were achieved. It was determined that the Department's Resourcing Strategy and Action Plan (2005–2008) remained appropriate. In 2007–2008, the focus was placed on developing a Renewal Plan linked to developmental programs with a view to enhancing intake, development and retention and to meet the Clerk of the Privy Council's expectations. Efforts in this regard led to the recruitment of 61 post-secondary recruits.

Efforts were deployed to develop a corporate approach to collective staffing. As a result, over a quarter of staffing activities in 2007–2008 were collective.

In an effort to boost employee engagement, learning and retention, a departmental Employee Development Plan (strengthening strategy) was developed and approved. As a result, the Department implemented an orientation program for new employees and a separate managing session for all managers and supervisors. Existing developmental programs were updated and communities of practices were launched and/or strengthened.

A retention model was also developed including drivers such as leadership, talent management, performance management, learning, developmental programs, recognition, and communities of practices.

The Human Resources Branch Management Committee identified and implemented human resources priorities for 2007–2008. They include staffing, retention, office space and the review of client service delivery.

Key Initiative 34 : Internal Services: Official Languages Secretariat

In 2006, following a reorganization, the Official Languages Secretariat, previously under the Privy Council Office, became part of the Department of Canadian Heritage. The Secretariat is responsible for supporting the Minister of Canadian Heritage and Status of Women and Minister for La Francophonie in her role to provide leadership and coordinate measures to ensure compliance with the spirit and the intent of the Official Languages Act and with Government of Canada commitments. Since June 2008, the Secretariat is supporting the Secretary of State for Official Languages.

In 2007–2008, the Official Languages Secretariat coordinated the collection of information on the Action Plan for Official Languages, launched in March 2003, in order to report to the Government. In addition, the Secretariat continued its work on the strategic coordination of federal official languages initiatives and responsibilities by focussing on discussions with communities and with all Canadians, as well as on the development of new strategies for the future such as the Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future.

Planned Results (as outlined in Canadian Heritage's 2007–2008 Report on Plans and Priorities)

The Official Languages Secretariat is working towards better horizontal communication among federal institutions; better communication among federal institutions, official languages minority communities and groups promoting linguistic duality; better communication and improved coordination between the federal government and the provinces and territories; and better scientific and empirical understanding of linguistic duality in Canada.

Results achieved

The evaluation of the results of the Action Plan for Official Languages 2003–2008 is currently underway. Evaluation reports on individual initiatives will be made public by each department.

In January 2008, over 165 participants participated in a symposium in Ottawa that aimed to clarify research issues related to official languages. The Official Languages Secretariat contributed to the preparations of the 2007 Ministerial Conference on Canadian Francophonie and organized, in December 2007 and January 2008, the public consultations on linguistic duality and official languages (led by Bernard Lord).

The Secretariat brought a significant contribution to the success of the Roadmap for Canada's Linguistic Duality 2008–2013: Acting for the Future, including by collecting information, by coordinating the efforts of federal partner, and by providing advice.

Key Initiative 35 : Internal Services: Departmental Steering Committee on Multiculturalism

The Departmental Steering Committee on Multiculturalism supports the work of the Multiculturalism Champion as an agent of change in building awareness and understanding throughout the Department of the importance of multiculturalism so that its policies and programs better reflect Canada's growing diversity. The Departmental Steering Committee is distinct from the Multiculturalism Program, as it focuses on the Department's internal operations.

Planned Results (as outlined in Canadian Heritage's 2007–2008 Report on Plans and Priorities)

The objective of the Steering Committee is to mainstream multiculturalism into the day-to-day operations of the Department, particularly in the development and implementation of policies, programs and practices, and to meet the obligations set out in the Canadian Multiculturalism Act.

The Steering Committee will oversee the development and implementation of a rolling three-year Action Plan on Multiculturalism that sets out on an annual basis clear objectives, priority action areas and outcomes to be pursued by the Department.

Results achieved

Planned results for 2007–2008 were achieved. The Departmental Steering Committee on Multiculturalism has elaborated its Action Plan based on three priority areas: Building Awareness, Building Understanding, and Building Competency to better integrate multiculturalism into the Department.

The Action Plan provides guidance for senior management in its approach to diversity and multiculturalism in day-to-day operations, decision-making and policy and program development and allows the Department to meet its obligations set out in the Canadian Multiculturalism Act.

The Committee has developed performance indicators for monitor the Action Plan results to ensure clear accountability for internal partners in objectives, priorities and expected results.

Events hosted by the Multiculturalism Champion contribute to building awareness and understanding of multiculturalism issues, enabling employees and management to incorporate these lessons learned into their day-to-day operations.

¹⁸ In April 2008, Tom Scrimger succeeded to Bruce Manion as Assistant Deputy Minister, Planning and Corporate Affairs.

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