ARCHIVED - Canadian Heritage - Report

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Minister's Message

I am pleased to present the Departmental Performance Report for 2009-2010 to Parliament and Canadians, showing the work accomplished by the Department of Canadian Heritage during this reporting period. The Department is committed to quality services and programs and will continue to modernize for a changing environment.

The Vancouver 2010 Olympic and Paralympic Winter Games touched every sector of the Department as Canadian arts and culture, heritage, official languages and sport were showcased to visitors from across the country and around the world. The Department's involvement in the various elements involved in the planning and execution of the 2010 Winter Games and Olympic and Paralympic Torch Relays brought Canadians together in a celebration of our culture and diversity. As host nation, Canada's profile was enhanced on the international stage due to the overwhelming success of the Games and the excellent performance of Canadian Olympic and Paralympic athletes. Nineteen Paralympic medals and 26 Olympic medals, of which 14 were gold, produced our best showing ever and are a solid testament to the success of the Own the Podium program, which supports Canadian athletes and coaches.

Our Government continued to implement the Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future, an unprecedented investment of $1.1 billion over five years that is supporting Canada's linguistic duality and the development of official-language minority communities.

Implementation of Canada's Economic Action Plan, as outlined in Budget 2009, stimulated and strengthened our arts and culture sector. The renewal of many programs and the introduction of innovative and modernized policies and programs reinforced the Department's support of the drive of Canadian cultural industries to keep current and competitive in the global marketplace and increased the ability of Canadians to harness the potential of new technological advances.

As Minister of Canadian Heritage and Official Languages, I am pleased to submit this report on the significant achievements made by the Department in the last year that laid the foundation for a strong Canadian society and economy.

 

Section I - Departmental Overview

Summary Information

Raison d'être

Responsibilities

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

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

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

In October 2008, the Minister of Citizenship and Immigration became the Minister of Citizenship, Immigration and Multiculturalism. Consequently, the responsibilities related to multiculturalism were transferred in 2009-2010from the Department of Canadian Heritage to the Department of Citizenship and Immigration Canada.

Strategic Outcome(s) and Program Activity Architecture (PAA)

2009-2010 Program Activity Architecture

Table on Program Names Changes

Old Program Name	New Program Name
Arts Presentation Canada Program	Canada Arts Presentation Fund
Book Publishing Industry Development Program	Canada Book Fund
Canada Magazine Fund	Canada Periodical Fund
Publication Assistance Program
Canada New Media Fund	Canada Media Fund
Canadian Television Fund
Canadian Arts and Heritage Sustainability Program	Canada Cultural Investment Fund
Cultural Spaces Canada Program	Canada Cultural Spaces Fund
National Arts Training Contribution Program	Canada Arts Training Fund
Partnerships Fund (Canadian Culture Online)	Canada Interactive Fund
Gateway Fund (Canadian Culture Online)
Urban Multipurpose Aboriginal Youth Centres	Cultural Connections for Aboriginal Youth

Program Activity Architecture Crosswalk

The table below illustrates the redistribution of actual spending by Program Activity from 2008-2009 to 2009-2010.

2009-2010 Actual Spending
New Program Activities
	($ millions)	Arts	Cultural Industries	Heritage	Promotion and Attachment to Canada	Engagement and Inclusion	Official Languages	Sport	Internal Services	Total*
2008-2009 Program Activities	Creation of Canadian content and performance excellence	-	182.9	-	-	-	-	137.4	13.1	333.4
	Sustainability of cultural expression and participation	50.8	63.9	11.9	-	-	-	75.9	39.0	241.5
	Preservation of Canada's Heritage	-	0.6	11.4	-	23.2	-	-	15.0	50.2
	Access to Canada's Culture	100.1	66.4	11.7	-	-	-	-	11.2	189.3
	Promotion of inter-cultural understanding	-	-	-	-	0.4	120.5	-	4.3	125.2
	Community Development and capacity-building	-	-	-	-	0.5	241.2	-	8.3	250.0
	Participation in Community and Civic Life	-	-	8.3	150.7	66.0	3.9	19.3	36.7	285.0
	Total*	150.8	313.8	43.3	150.7	90.1	365.6	232.7	127.6	1,474.6

* Totals may not add up due to rounding.

Summary of Performance

2009-10 Financial Resources ($ millions)

Planned Spending	Total Authorities1	Actual Spending
1,303.5	1,516.4	1,474.6

2009-10 Human Resources (FTEs)

Planned	Actual	Difference
2,421.5	2,299.9	121.5

Presentation of Strategic Outcomes

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

Program Activity2	2008-09 Actual Spending	2009-10				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Arts	N/A3	116.4	119.9	161.3	150.8	Vibrant Canadian Culture and Heritage
Cultural Industries	N/A	221.7	223.4	343.6	313.8
Heritage	N/A	36.8	36.8	38.0	43.3
Total	N/A	374.9	380.2	542.9	507.9

Note: The total authorities by program activity represent the distribution of budgets approved by Parliament, not the internal reallocation of these budgets by the Department between the various program activities. The Department has the authority to reallocate the budgets during the year to direct funding to new priorities. A full explanation of variance by year is provided in Expenditure Profile section.

Strategic Outcome 2: Canadians have a sense of their Canadian Identity
($ millions)

Program Activity	2008-09 Actual Spending	2009-10				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Promotion of and Attachment to Canada	N/A	107.0	131.3	149.0	150.7	Diverse society that promotes linguistic duality and social inclusion
Engagement and Inclusion	N/A	130.7	131.7	96.8	90.1
Official Languages	N/A	356.9	375.2	377.2	365.6
Total	N/A	594.6	638.3	623.0	606.4

Note: The total authorities by program activity represent the distribution of budgets approved by Parliament, not the internal reallocation of these budgets by the Department between the various program activities. The Department has the authority to reallocate the budgets during the year to direct funding to new priorities. A full explanation of variance by year is provided in Expenditure Profile section.

Strategic Outcome 3: Canadians participate and excel in sport
($ millions)

Program Activity	2008-09 Actual Spending	2009-10				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Sport	N/A	197.3	197.3	240.9	232.7	Vibrant Canadian Culture and Heritage
Total	N/A	197.3	197.3	240.9	232.7

Note: The total authorities by program activity represent the distribution of budgets approved by Parliament, not the internal reallocation of these budgets by the Department between the various program activities. The Department has the authority to reallocate the budgets during the year to direct funding to new priorities. A full explanation of variance by year is provided in Expenditure Profile section.

Contribution of Priorities to Strategic Outcome(s)

Operational and Management Priorities as in Report on Plans and Priorities 2009-2010	Type	Link to Strategic Outcomes	Status4	Progress Made
Operational Priority 1 Promote the creation, preservation and dissemination of Canadian cultural content to domestic and international audiences.	Ongoing	Strategic Outcome 1 (Program Activities 1, 2, and 3)	Exceeded	The Department provided the arts sector with long-term stability by announcing the renewal of arts funding for the next five years and a financial commitment of $504 million for the fiscal years from 2010-2011 to 2014-2015. The Department continued its commitment to support innovation in Canada's cultural industries with the announcement of new and renewed programs that would be accessible to Canadians in 2010-2011.  These include: the Canada Media Fund, the Canada Interactive Fund, the Canada Book Fund, the Canada Music Fund, and the Canada Periodical Fund. The Department underscored its commitment to contribute to the modernization of Canada's copyright laws through national copyright consultations held jointly with Industry Canada. The Department managed the Cultural Olympiad, which featured a series of multidisciplinary arts festivals over a three-year period leading up to and during the 2010 Winter Games and showcased the best of Canadian artistic and cultural innovation, creativity, and diversity to international audiences.
Operational Priority 1 Promote the creation, preservation and dissemination of Canadian cultural content to domestic and international audiences.	Ongoing	Strategic Outcome 1 (Program Activities 1, 2, and 3)	Exceeded	The Department continued to promote access to Canada's heritage through the production travelling exhibitions and the Virtual Museum of Canada portal, as well as the preservation and protection of cultural heritage through interventions such as expert conservation services, export regulation, and direct and tax-based financial support. The Department was instrumental in increasing the percentage of programs from Canada and the Francophonie (outside of France) broadcasted on TV5Monde, the world's second largest television network. Preparations for Canada's participation in Expo 2010 were largely completed, including pavilion construction, programming, and outreach.
Operational Priority 2 Promote greater knowledge and understanding of Canada, and increase Canadians' pride and engagement in our country and its communities.	Ongoing	Strategic Outcome 2 (Program Activities 4 and 5)	Mostly met	Through its programs and services, the Department helped strengthen Aboriginal cultures and improve civic participation in Canadian society, and contributed to the preservation and revitalization of Aboriginal languages and cultures. This was achieved through a number of projects and activities across Canada that focused on social development, learning opportunities, employment, and events aimed at increasing awareness of Aboriginal cultures and achievements.  The Department also continued to deliver policies and programs that promote civic education and participation among young Canadians, such as Canadian Studies, Katimavik, and Exchanges Canada. The Department continued to support activities that foster promotion of and attachment to Canada. By supporting celebrations of National Aboriginal Day, Saint-Jean-Baptiste Day, Canadian Multiculturalism Day, and Canada Day, the Department has created opportunities for Canadians to show their pride and to be engaged in their communities. The Department also provided financial support for the 100-day Olympic Torch Relay, which also helped build excitement across the country for the 2010 Winter Games. The 2009 Royal Tour of The Prince of Wales and The Duchess of Cornwall provided an opportunity for Canadians to celebrate their shared heritage and values.
Operational Priority 3 Foster linguistic duality in Canadian society and enhance the development of official-language minority communities.	Ongoing	Strategic Outcome 2 (Program Activity 6)	Mostly Met	Through partnerships and agreements, the Department helped foster the vitality of Canada's official languages minority communities and enabled them to participate fully in all aspects of Canadian life. As a result of departmental programs, a greater number of Canadians have a better understanding and appreciation of the benefits of the official languages, respect the rights of official languages minority communities, and foster their participation in Canadian society. The effective implementation of all initiatives of the Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the future helped strengthen the access to official language minority communities' government services in the language of choice and, in general, further promote the benefits of linguistic duality among Canadians. The efforts of the partners (federal departments and agencies) in this initiative have also strengthened the capacity of the Government of Canada in measuring performance relating to official languages through the development of a Horizontal Results-Based Management and Accountability Framework.
Operational Priority 4 Support high performance athletes, opportunities for all Canadians to participate and excel in sport, and the hosting of international sport events and the Canada Games.	Ongoing	Strategic Outcome 3 (Program Activity 7)	Exceeded	The Athlete Assistance Program has delivered support directly to high performance athletes identified as performing at or having the potential to achieve top 16 results in the world in their sport. The Own the Podium program delivered support to Canada's high performance athletes and enabled them to attain top podium performances. The program contributed to the development of the Canadian sport system through strengthening national policy, programs and sport delivery. The Sport Support Program has provided support to provincial and territorial governments, sport organizations, and other organizations that enable them to create opportunities for all Canadians to participate and excel in sport. The Hosting Program and its policy supported the hosting of the Canada Games and international sport events in Canada such as the 2010 Olympic and Paralympic Winter Games.
Operational Priority 4 Support high performance athletes, opportunities for all Canadians to participate and excel in sport, and the hosting of international sport events and the Canada Games.	Ongoing	Strategic Outcome 3 (Program Activity 7)	Exceeded	The 2010 Olympic and Paralympic Winter Games Federal Secretariat worked with its 2010 Winter Games partners and other federal departments and agencies to ensure seamless delivery of essential federal services for the Games and to provide capital and legacy funding.  These efforts contributed to making them the most successful Winter Games in Olympic history.
Management Priority 1 Integration of financial and non-financial information.	Ongoing	Supports Strategic Outcomes 1, 2, and 3 (Program Activity 8)	Somewhat met	The Department continues to refine its 2009-2010 Mid-year Review Strategy in order to obtain a broader view of progress on plans and priorities. The integration of the financial and non-financial information was introduced for the first time as a performance indicator in this Strategy.  However, some work still has to be done to complete the full integration of this information as the timing between the financial and non-financial information still remains a major factor for the completion of this priority.  The governance structure in place allows for regularly reviews of the financial status of the organization, as well as programs and projects. The Department continues to receive very good ratings from both the Treasury Board Secretariat and the Receiver General on public accounts and the departmental financial statements.
Management Priority 2 Blue Ribbon Panel on Grants and Contributions (Now Grants & Contributions Reform)	Ongoing	Supports Strategic Outcomes 1, 2, and 3 (Program Activity 8)	Met All	The Department has achieved 100% of the performance objectives set out in the Independent Blue Ribbon Panel's recommendations on the establishment of service standards. The Department continued to reform the delivery of its funding programs in support of the Government Action Plan in response to the recommendations of the Blue Ribbon Panel on Grants and Contributions. The Department successfully implemented all key aspects of the revised Treasury Board Policy on Transfer Payments by March 31, 2010, including a risk-based approach to program management, and the establishment and publication of service standards.
Management Priority 2 Blue Ribbon Panel on Grants and Contributions (Now Grants & Contributions Reform)	Ongoing	Supports Strategic Outcomes 1, 2, and 3 (Program Activity 8)	Met All	Service standards were established and published for all non-excluded funding programs in April 2010. This makes the Department the first and only department to have service standards in place for all funding programs and is applicable to the entire funding process, from when applications are received to when payments are issued. The exercise has confirmed the Department's citizen-centric service culture. The standards provide a solid foundation for the Department to continue to support continuous improvement strategies toward more effective service delivery.
Management Priority 3 Public Service Renewal	Ongoing	Supports Strategic Outcomes 1, 2, and 3 (Program Activity 8)	Met all	The Department has focused on ensuring that the iterative changes under the Public Service Renewal banner are steadily transforming how people are managed throughout the Department. Results were achieved in various areas, including planning, recruitment, employee development, and enabling infrastructure.

Risk Analysis

The Department has a legislated mandate that links to - and seeks to influence - many vital, complex, and dynamic facets of Canadian society and the economy. Areas of responsibility such as arts and culture, copyright, broadcasting and digital communications, official languages, citizenship, and sport address ever-present and shifting risk, challenges and opportunities through the delivery of policy and program activities for Canadians.

The Department engages in a continuous and integrated approach to managing its operational and strategic risks. The Department approved a corporate risk profile during the reporting period focused on five central themes: stewardship, results measurement, human resource management and information management, and ensuring continued relevance in response to change. These were identified as key risk areas that, if left unmanaged, could hinder the Department's ability to deliver its mandate and achieve its expected results. 

These challenges were addressed through several mitigation strategies, highlights of which are described below. The strategies were managed by the Department at different levels.

Strategic (External) Risk - Leading Change and Enhancing Relevance

One of the key risks identified in the corporate risk profile during the reporting period was related to how the Department was to lead change and enhance the relevance of its programs and policies for Canadians. An important part of the mitigation strategy was to engage stakeholders. The Department conducted nationwide consultations, in collaboration with Industry Canada, on copyright modernization in summer 2009 as part of the continuing process to modernize Canada's copyright laws. Extensive consultation and development also took place in order to launch the Canada Media Fund, an innovative public-private partnership between the Government of Canada and Canada's satellite and cable television distributors aimed at funding Canadian content and applications on multiple platforms. In addition, there were a number of arts and cultural initiatives that were modernized and refreshed.

Operational (Internal) Risk - Stewardship, Results Measurement, and Human and Information Resource Management

Inherent risks associated with transfer payments are of prime importance for the Department, and in an era of increased transparency and accountability, particular attention must be given to how the Department manages its overall performance and tells its performance story. 

In 2009-2010, the Department focused on sound management and stewardship by developing a more comprehensive risk-based approach to the delivery of grants and contributions programs. The Department met the requirements of the Treasury Board Policy and Directive on Transfer Payments for "full implementation." This allowed for the development and implementation of a departmental risk assessment tool, as well as the establishment of service standards, rolled out at a national learning event for all departmental program staff in September 2009. In addition, stewardship and governance practices were improved through an enhanced and integrated approach to risk-based audit and evaluation planning.

To underscore the value and benefits of government public policy to Canadians, the Department has focused on adequately demonstrating results regarding the effectiveness and relevance of its policies and programs by developing an improved departmental Performance Measurement Framework. Work on the departmental Performance Measurement Framework advanced solidly in 2009-2010 with the development of consistent methodologies for high-level results across the Department. Building on the significant investment in 2009-2010, the Department will continue to refine it to achieve the goal of being fully able to tell a compelling performance story in all areas.

The Department made progress on many projects to support effective and values-based human ressource management. The actions include collective staffing, increased use of generic work descriptions, and several training, guidance, or advisory support measures. Given that human resource risks remain an inherent feature of the current public service environment, continued strategic efforts in this area are necessary to mitigate the risk on an ongoing basis.

Lastly, the successful delivery of the 2010 Vancouver Olympic and Paralympic Winter Games⁵ was one of the Department's key commitments during the 2009-2010 planning period. Extensive effort went into managing risks associated with this huge endeavour: the development of strong inter-jurisdictional working relationships as well as ongoing legal advice contributed to the timely and successful resolution of a number of issues. Consequently, opportunities were leveraged, including: better integration of environmental management in departmental policies, programs and operations as part of its Sustainable Development Strategy Goals; the firm commitment to support and promote Canada's two official languages, such as erecting the "Place de la Francophonie;" and the engagement of Canadians in various events such as the Olympic Torch Relay celebrations and Cultural Olympiad to increase social cohesion and civic participation.

Expenditure Profile

The table and the graph presented below show the budget and expenditure profile of the Department of Canadian Heritage for the three previous years.

Department of Canadian Heritage Spending Trend, 2007-2008 to 2009-2010

Planned Spending versus Total Authorities

The Planned Spending for 2007-2008 and 2008-2009 are both below their respective Total Authorities.  In 2007-08, the variance is mostly explained by items not included in Planned Spending, such as: Operating budget carry forward, Salary compensation and 2010 Winter Games.  In 2008-2009, the variance is mostly explained by items not included in Planned Spending, such as: operating carry forward and collective agreement adjustments.

In 2009-2010, the Planned Spending was below the Total Authorities for 2009-2010. The variance is mostly explained by items not included in Planned Spending, such as: Canada's Economic Action Plan (Cultural Spaces Canada Program, National Arts Training Contribution Program, Canadian Television Fund, Publications Assistance Program and Special Olympics), Canada's strategic investment in the 2010 Winter Games and Operating carry forward.

Actual Spending versus Total Authorities

In 2007-2008, the Actual Spending was lower than the Total Authorities. This situation is mainly explained by the Department's surplus and the fact that the approved reprofiling of funds to future years was not reflected in the Supplementary Estimates. The following programs had funds reprofiled to future years:  Historical Recognition Program, International Expositions, Cultural Spaces Canada Program, Quebec 2008, Action Plan Against Racism and Canadian Culture Online.

In 2008-2009, the variance between the actual spending and the total authorities is mainly explained by the surpluses of the Multiculturalism and Historical Recognition Programs and the fact that the approved reprofiling of funds to future years was not reflected in the Supplementary Estimates.  The following programs had funds reprofiled to future years: 2010 Winter Games, International Expositions and Historical Recognition Program.

In 2009-2010, the variance between the actual expenditures and the total Authorities is mainly explained by the fact that the strategic review reductions and the approved reprofiling of funds to future years were not reflected in the Supplementary Estimates and the Department's year-end surplus. The Building Communities through Arts Program and Heritage Program had funds reprofiled to future years.

For more information on Canada's Economic Action Plan, please refer to Section II of this report.

Voted and Statutory Items
($ millions)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2007-08 Actual Spending	2008-09 Actual Spending	2009-10 Main Estimates	2009-10 Actual Spending
1	Operating expenditures	246.0	262.8	265.7	278.2
5	Grants and contributions	1,117.0	1,101.0	959.8	1,164.3
(S)	Contributions to employee benefit plans	26.4	27.9	26.9	29.7
(S)	Minister of Canadian Heritage - Salary and motor car allowance	0.1	0.1	0.1	0.1
(S)	Salaries of the Lieutenant-Governors	1.1	1.2	1.2	1.2
(S)	Payments under the Lieutenant-Governors Superannuation Act	0.7	0.8	0.6	0.9
(S)	Supplementary retirement benefits - former Lieutenant- Governors	0.2	0.2	0.2	0.2
Total		1,391.5	1,393.9	1,254.4	1,474.6

Note: Increase in expenditures in 2009-2010 is mainly due to the funding received for Canada's Economic Action Plan.

• Previous Page
• Table of Contents
• Next Page