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Erratum

Please be advised that a change was made to the French version of this document. A missing program for the Immediate Outcome 1.3 was added to the table: Support to francophone immigration in New Brunswick by the Atlantic Canada Opportunities Agency.

Horizontal Initiatives


Name of Horizontal Initiative: 2010 Olympic and Paralympic Winter Games – Delivering on our Commitments

Name of Lead Department(s): Department of Canadian Heritage

Lead Department Program Activity: Sport

Start Date of the Horizontal Initiative: 2003-2004

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $580.24M

Description of the Horizontal Initiative (including funding agreement):

To monitor and report on the Government of Canada’s contribution to the 2010 Winter Games, which engage Canadians from across the country; reflect Canadian values and priorities in their planning, delivery, and international profile, and promote opportunities to advance public policy goals and to make strategic investments that support long-term tangible economic benefits, and sport, social, cultural and environmental legacies for all Canadians (www.pch.gc.ca).

The Government of Canada is a key partner in the 2010 Winter Games. The 2010 Federal Secretariat (2010 FS) within the Department of Canadian Heritage works horizontally to support and promote federal engagement in the planning and delivery of the Games, which includes providing high quality essential federal services, as well as capital and legacy funding. Fifteen federal departments are providing services deemed essential for conducting successful Games. These departments, whether receiving incremental funding for this purpose or supporting the services from their A-base, are accountable for delivering essential federal services under the Multiparty Agreement, signed in 2002. The 2010 FS works with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians (www.canada2010.gc.ca).

Canadian Heritage is the lead department for federal participation in support of the 2010 Winter Games with the exception of Games Security and Public Safety. In October 2007, the Prime Minister appointed Ward Elcock as the Coordinator for the 2010 Olympic and G8 Security and established an office within the Privy Council Office (PCO).  As a result of this appointment, the Royal Canadian Mounted Police (RCMP) became the lead coordinating department to develop a Horizontal Results-Based Management and Accountability Framework (RMAF) for Games Security and Public Safety collectively with Canada Border Services Agency (CBSA); Citizenship and Immigration Canada (CIC); Canadian Security Intelligence Service (CSIS); Department of National Defence (DND); Industry Canada (IC); Public Health Agency of Canada (PHAC); Public Safety Canada (PS); Transport Canada (TC); Health Canada (HC); Canadian Coast Guard (CCG); Canada Post; and PCO. As the lead agency responsible for the development and delivery of the 2010 Winter Games security, the RCMP leads a multi-organisational, Integrated Security Group known as the Vancouver 2010 Integrated Security Unit (V2010 ISU) which has the overall responsibility for coordinating and providing security for the 2010 Winter Games. Departments and agencies responsible to provide security for the 2010 Winter Games report on their achievements under commitments established in the security RMAF through RCMP (reference and link to RCMP Department Performance Report (DPR) on Security) and are not included in this report.

Please note that the $108.3 million originally reported in this DPR is now included in the RCMP DPR. Also on September 17, 2009, $35.54 million in new funding was approved for the 2010 Winter Games and there was a reduction of the First Nations grant from $34.55M to $34M. This grant was fully disbursed in 2008-2009.

Shared Outcome(s) 1:

There are three levels of shared outcomes as identified below:

  • Final Outcomes
    • Sport, economic, social and cultural legacies are established for the benefit of all Canadians;
    • Canadian excellence and values are promoted domestically and internationally; and
    • Canada is recognized as a capable and inclusive host.
  • Intermediate Outcomes
    • Pan-Canadian engagement in sport, economic, social and cultural activities related to the 2010 Winter Games;
    • Enhance Canada’s domestic and international profile; and
    • Canadians and international participants experience safe and high quality games.
  • Immediate Outcomes
    • Leverage 2010 Winter Games to advance existing federal priorities;
    • Positive exposure and heightened recognition of Government of Canada as a key partner in the 2010 Winter Games; and
    • Successful delivery of mandated essential federal services.
Governance Structure(s):

2010 FS

Representative Working Group (RWG)

The 2010 FS, under the leadership of the Deputy Minister of Canadian Heritage, supports the Framework for Federal Coordination (FFC)—the primary mechanism for promoting horizontal management of the Winter Games. This governance structure consists of:

  • A Deputy Ministers and Heads of Agency Coordination Committee facilitating interdepartmental and intergovernmental consultation and coordination of Games-related issues and commitments.
  • An Assistant Deputy Minister-level RWG reporting on the progress of essential federal service delivery.
  • An Essential Federal Services Committee (EFS Committee) was established in 2007 under the authority of the RWG to support, promote, coordinate and monitor seamless planning of essential federal services.  

Working-level Issue Clusters support intergovernmental coordination and information sharing.

 
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-102
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
Final outcomes: Sport, economic, social and cultural legacies are established for the benefit of all Canadians; Canada is recognized as a capable and inclusive host
Intermediate outcomes: Pan-Canadian engagement in sport, economic, social and cultural activities related to the 2010 Winter Games; Canadians and international participants experience safe and high quality games
Immediate outcomes: Leverage 2010 Winter Games to advance existing federal priorities; Successful delivery of mandated essential federal services
Service Area: Federal Coordination
A. Canadian Heritage Canadians participate and excel in sport

Sport Hosting Program

2010 FS

$412M

$47.062M

$9.8M Salary and Operations

$10.792M Venue Construction

$26.47M Paralympic Operations

$0M
Operating Trust Legacy Grant

Positive domestic and international exposure.

Canada has established sport, social and cultural legacies.

The 2010 FS provided support to federal government departments, partners and stakeholders to leverage the 2010 Winter Games to advance federal priorities through 35 coordinated initiatives. The 2010 FS provided coordination and regular support to the governance committees part of the FFC in order to support the whole of government approach to the Games. Forty-six federal departments, agencies and Crown corporations (including  departments delivering essential services) were represented at those committees and worked together seamlessly and horizontally on the 2010 Winter Games; a number of enormously complex tasks, touching a vast array of different fields of interest were well-managed over this period; all existing and emerging opportunities available as the Host Country were identified and capitalized upon for the benefit of Canadians; and a legacy of strong partnerships and corporate knowledge was created in order to strengthen future federal investments and activities. The Government of Canada was recognized as a key partner of the 2010 Winter Games as shown by the results of a public opinion research survey conducted prior to the Games in February 2010. In January 2010, the 2010 FS contracted Decima Research to conduct a national omnibus survey of over 2,000 Canadians aimed at gauging Canadians’ overall awareness of the 2010 Winter Games and exploring their perceptions of the economic, social, and cultural benefits associated with Canada’s hosting of these Games.  Previously, two rounds of public opinion research had been conducted on the same topic: in June 2007 and in January 2009. As the results of the pre-Games research demonstrate, for the most part, Canadians believed that the 2010 Winter Games would have positive impacts on the country. 


According to the survey,  the most positive impact would be seen on tourism (92%), on national pride (88%) and on Canada’s image abroad (85%).  The survey results related to pride demonstrate that hosting the Games has a meaningful impact on how Canadians feel about the connection they have to their country.  The majority of the respondents (73%) were able to correctly identify the Government of Canada’s role in hosting the 2010 Winter Games (i.e., as a key financial contributor and the provider of services such as security and customs). The complete results of this study were available to the public in August 2010. A post-Games survey of the awareness and overall perception of the impact of the Games was conducted in May 2010 and the results will be available to the public during the fall of 2010.  

Canadians had opportunities to be engaged in outreach events and activities related to the 2010 Winter Games and organized by the 2010 FS.  More than half-a-million people—40% of them from other countries—visited the Canada 2010 website developed by the 2010 FS. The website helped increase awareness and understanding of Canada's 2010 priorities. The website will be archived by Library and Archives of Canada to ensure it remains part of our national memory of the Games.

Through the summer and fall of 2009, the 2010 FS joined a travelling Pavilion for a nine-city tour to talk to Canadians about the 2010 Winter Games. Altogether, approximately 80,000 Canadians were

provided with information related to the Games, the role of the Government of Canada, and the benefits and opportunities of being the Host Country.

All contribution agreements managed by the 2010 FS enabling various organizations to deliver benefits were in place in a timely manner.
 
Sport legacy: In all, five new, state-of-the-art competition venues were built: the Richmond Olympic Oval; Whistler Olympic Park/Whistler Paralympic Park; the Whistler Sliding Centre; Vancouver Olympic Centre/Vancouver Paralympic Centre; and UBC Thunderbird Arena. Four existing facilities were given major upgrades: Cypress Mountain; the Pacific Coliseum; Whistler Creekside; and BC Place. In addition, five new, non-competition venues were constructed, including the Olympic and Paralympic Villages in Vancouver and Whistler; the Whistler Athlete Centre; and two new community centres that served as training facilities during the Games.

The Government of Canada and the Province of British Columbia were equal contributors to the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC)’s capital plan to construct or renovate the key 2010 Winter Games venues. 
B. PWGSC   Translation Bureau (new funding) $5.3M $5.3M $3.3M Translation and interpretation services are provided to VANOC in a timely manner

The Translation Bureau provided translation services to help VANOC offer quality communications in both of Canada's official languages.

To provide efficient translation services, the Bureau set up three separate translation centres with their own mandate across the country to work in partnership with VANOC:

  1. The Gatineau Translation Centre was specialized in translating and daily updating some 4500 biographies of athletes and trainers, as well as texts describing the achievements of the Olympic and Paralympic Games teams, all of which were intended for the international press and for publication on the Web.
  2. The Vancouver Translation Centre, located in downtown Vancouver and in VANOC's headquarters, set up two separate teams. The first team was asked to translate documents for internal and external audiences and the second team was dedicated to the media centre.
  3. The Quebec Translation Centre translated a variety of texts for the Games. The Quebec Centre took care of everything falling outside the other centres' range of tasks.

In addition to meeting the professional standards of the Translation Bureau and the language industry, all mutually agreed deadlines were met and 100% of biographies were translated and updated within the agreed-upon timeline.

The Translation Bureau also provided interpretation services for the Paralympic Games and had six on-site official languages interpreters. It was the first time in the history of the Games that official interpretation services were provided at the Paralympic Games. In addition, the Translation Bureau assessed and validated the interpretation infrastructure put in place by VANOC for the duration of the Olympic Games.
Final outcomes: Sport, economic, social and cultural legacies are established for the benefit of all Canadians; Canadian excellence and values are promoted domestically and internationally
Intermediate outcomes: Pan-Canadian engagement in sport, economic, social and cultural activities related to the 2010 Winter Games; Enhance Canada's domestic and international profile
Immediate outcomes: Leverage 2010 Winter Games to advance existing federal priorities; Positive exposure and heightened recognition of Government of Canada as a key partner in the 2010 Winter Games
Service area: Promotion and Participation
C. Canadian Heritage  

1) Celebration and Commemoration Program (CCP)
and  Cultural Spaces Canada (CSC)

 

 

$80.23M

1) $17.05M (celebration sites)

 

1) $9.3M (CCP)

$9.0M
(CSC)

 

1) Canadians have access to information related to 2010 Winter Games related activities;
Canadians have opportunities to participate in 2010 Winter Games related activities

 

 

 

1) Whistler and Vancouver Live Sites: Canadians and all visitors had free access to physical infrastructure at the Whistler and Vancouver Live Sites to share the Winter Olympic and Paralympic Games and artistic experiences. Construction of Live Sites was completed and sites were functional for the 2010 Olympic and Paralympic Games in accordance with the respective contribution agreements. The public had the opportunity to meet athletes, enjoy shows from local, Canadian and international performers, follow media coverage of the competitions and watch the Opening Ceremony on a large screen.  During the Olympic Games, the attendance at the celebration sites in Vancouver was estimated at 550,000 and the attendance at the Whistler celebration site was estimated at 680,000 people.

 

$24.5M (Torch Relays)

 

 

 

$23.3M

 

 

Olympic and Paralympic Torch Relays: The Department of Canadian Heritage, through the CCP, provided grants to 189 celebration communities to support local community celebrations. In addition, the Department also supported 96 youth-oriented projects with an Olympic theme that gave young Canadians an opportunity to express their creativity and energy.
 
The participation in the Olympic and Paralympic Relay celebrations was estimated at approximately 1.5 million people. 1,036 communities were visited (of which 119 were Aboriginal) and played host to the relays. 189 commemorative plaques were presented to the host city mayors as a legacy piece commemorating the official community celebration of the Olympic Torch Relay.

  $0.4M (Cultural Olympiad Digital Edition [CODE])

$0.4M

 

 

 

Canada CODE: CODE was the on-line home of distinctive and engaging digital programming including digital art exhibitions, digital shorts by Canadian filmmakers, as well as a portal through which users could experience live interactive art and cutting-edge music taking place during the Cultural Olympiad. Another initiative of CODE— called “Canada CODE” and a first for Canada and the Olympics—let Canadians take part on-line in a joint creative project by uploading their own photos and stories of their daily lives. The Canada CODE project, supported by the Department of Canadian Heritage, also connected Canadians from coast-to-coast-to coast during the relays. Communities had the opportunity to share their experience and excitement. Approximately 1 million people viewed the Canada CODE content on public screens. Every part of the country participated in the creation of Canada CODE with more than 10,000 contributions from people ages 7 to 78.

  $17.4M (Opening Ceremonies)

$17.4M

 

 

 

Supporting the Opening Ceremonies: The Department of Canadian Heritage supported the Vancouver 2010 Olympic Opening Ceremony which showcased Canadian talent and Canada’s culture and history. The Opening Ceremony was the most-watched television event in Canadian history to date, and drew 13.3 million Canadian viewers.

 

$0.9M
(Victory Medal Ceremonies)
(new funding)

 

$0.2M

 

 

 

Victory Medal Ceremonies: Seven provinces/territories received financial support to ensure French programming and performances at the pre-event of the Victory Medal Ceremonies.  Media coverage and reports received indicate a very high level of enthusiasm, participation and satisfaction from Canadians.

2) Aboriginal Peoples Program

 

2) $0.4M
(Four Host First Nations Coordination)

 

2) $0.4M

 

 

 

2) Aboriginal languages and cultures are shared with the world

Aboriginal people received broadcast of the 2010 Winter Olympics Games in Aboriginal languages

2) 317 Aboriginal youth (24 Inuit, 24 Métis and 269 First Nations) from across Canada participated in cultural and language elements. Number of participants was lower than anticipated due to availability of youth.

The sport events were broadcast in 8 different Aboriginal languages. APTN broadcasted more than 200 hours of the 2010 Winter Games.

3) Canada Pavilion (new funding)

 

3) $10.4M
(new funding)

 

 

3) $9.9M

 

 

3) Canadian and international visitors have access to information on Canadian sport excellence and innovation, and the Government of Canada’s contribution to the Games.  Content and programming will highlight Canada’s tourism opportunities to visitors from all over the world, and reflect Canada’s cultural richness, our country’s two official languages, and our regional diversity.

3) In September 2009, the Minister of State (Sport), announced $10 million for a Canada Pavilion at the 2010 Winter Games.
The Canada Pavilion was open to the public during the Games, starting on February 13 and ending on March 21, 2010. Located in Vancouver’s LiveCity Downtown celebration site, the Pavilion also served as a venue for Government of Canada departments/agencies’ events and activities. Over the course of the Olympic and Paralympic Winter Games, the Canada Pavilion received a total of 137,163 visitors. Multiple videos, games, exhibits and events supported the Pavilion’s theme of “Excellence in Canadian Sport” in a focused and consistent fashion and portrayed Canada’s regional, cultural and linguistic diversity.

4) Sport Canada
(new funding)

4) $1.75M
(new funding)

 

4) $0.4M

 

4) Athletes' successes are celebrated

 

4) The athlete tribute was held on April 22, 2010 in the House of Commons. Participation:
Olympic athletes: 94
Olympic coaches: 24
Paralympic athletes: 29
Paralympic coaches:13
Sport leaders: 15

 

5) $0.28M Governor General Protocol 5) $0.224M

5) Contribution to a lasting  positive impression of  Canada as a capable host

5) The Governor General, with the Prime Minister, hosted receptions for both domestic and international high level dignitaries attending the Olympic and Paralympic Games Opening Ceremonies.
D. Canadian Tourism Commission (CTC)     $26.0M $7.7M

$9.9M (Includes 2009 + January-March 2010). Note: this total includes additional partnership funding.

Relationships built with key 2010 media partners

 

 

 

 

Continued growth of tourism export revenues for Canada

The advertisement equivalency value from January to June 2009 was $9M.

 $83.3M (print only) for 2009.
 
The advertisement equivalency value for January-March 2010 was $784,262,912. 

Tourism export revenues are provided on an annual basis by Statistics Canada.  The preliminary result from January to December 2009 was $14.2 billion.

E. DFAIT  

Total

Invest in Canada Bureau: Global Business Leaders Initiative

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Office of Protocol

$3.41M $1.53M
(new funding)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1.88M (new funding)

$1.53M

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

$0.567M

Increased global awareness of Canada’s brand profile and investment advantages

 

Investment stakeholders in Canada benefit from face-to-face networking and relationship-building opportunities with new and existing investment prospects

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Essential protocol services are provided to Heads of State/Government in a timely manner during the Olympic and Paralympic Winter Games so that Canada fulfills its international obligations

Contribution to a lasting  positive impression of  Canada as a capable host

Over 100 foreign companies/officials heard testimonials and received marketing material on Canada.  33 top international business executives took part in the program.

The Global Business Leaders’ Day successfully engaged 115 foreign investor prospects, senior executives from multinational companies currently invested in Canada, Canadian business leaders as well as key government leaders. The event which was held in association with the Financial Times (FT) also reached global business executives through seven event notifications placed in the North American edition of the FT newspaper reaching 462,000 influential, elite readers in the US and banner ads on FT.com which generated over 2.5 million impressions. The Global Business Leaders Day was the only investment outreach event that engaged all provincial and territorial investment promotion partners to present a coherent and cohesive Canada Brand to business audiences during the Games. Overall, 47 government dignitaries and officials attended including: three Canadian federal ministers; the Premier of British Columbia; the US Ambassador to Canada; eight provincial ministers responsible for trade, investment, industry, finance, and/or intergovernmental relations; and several deputy ministers from the provinces and territories, C-level executives from regional economic development agencies, and other senior officials.

The Office of the Minister for International Trade held 18 one-on-one meetings with potential investors; created networking opportunities in suites; and reached out to international companies through site visits.

Provinces were engaged through co-operative sharing of contacts engagement at events and cross development of leads/contacts.

Global business leaders were successfully reached through visibility initiatives including:
(a) A high-impact, 8 week campaign targeting business travelers at 12 major international airports in key financial/business capitals around the world.(b) A Banner Program for federal properties in three prominent business locations in Vancouver and five posts abroad. (c) Branding videos (Canada - We Take Care of Business) were screened at Olympic Winter Games venues and at all Invest in Canada business outreach events during Games-time.(d) 25 investment-focused Olympic countdown events were held in 15 priority investor markets engaging over 1,700 business guests, dignitaries and media. 

The National Courtesy Clearance Program processed over 160 clearances, and met all deadlines in a timely manner. A total of 1,579 people were processed during the Olympic and Paralympic Games (39 Heads of State/Government, 2 Vice-Presidents, 1 Premier, 55 Ministers, 4 Deputy Prime Ministers, 1 head of an international organization, 24 other dignitaries during Olympic Games and accompanying delegation members).

DFAIT Protocol fulfilled its international obligations which met the expectations of high level visitors as well as those of VANOC and the International Olympic Committee (IOC) as set out in the “Host City Contract.”

39 Heads of State/Government received courtesy clearances.
13 Heads of State/Government received protocol services under the Protocol mandate.

Two companies were hired through a bidding process (RFP) to provide local transportation and support those needs not offered by either RCMP or VANOC.

The Prime Minister met the United States Vice President, the Netherlands Prime Minister and the Secretary General of the Francophonie. The Minister of National Defence met the Minister of Foreign Affairs of Finland.

The Office of the Minister of International Trade met the President of Estonia, the Prime Minister of Latvia, the Deputy Prime Minister of Russia and the Minister of Foreign Affairs of Slovakia. All of those mentioned above were offered modest hospitality.

The Chief of Protocol received positive feedback from the diplomatic community on the services that were rendered during the Olympic and Paralympic Games. Both obligations were met and fulfilled in a timely manner. The Prime Minister and the Governor General jointly hosted receptions for both the domestic and international high level dignitaries attending the Olympic and Paralympic Games Opening Ceremonies. There was excellent collaboration with both British Columbia and Manitoba Protocol, VANOC, the Cities of Vancouver, Whistler and Richmond, the 2010 FS, RCMP, HC and the first ever collaboration with the Four Host First Nations (FHFN) as a full partner.

DFAIT established a strong partnership to deliver seamless coordination of protocol services delivery.

DFAIT eliminated the duplication of duties, maximized resources and established an Operation Centre under one roof.
Final outcomes: Canada is recognized as a capable and inclusive host
Intermediate outcomes: Canadians and international participants experience safe and high quality games

Immediate outcomes: Successful delivery of mandated essential federal services

Service area: Essential Federal Services  
F. Human Resources and Social Development Canada (HRSDC)

Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning

Foreign workers and immigrants

N/A
The Temporary Foreign Workers Program (TFWP) has not received funding through this mechanism to support its Olympic Process

N/A
The TFWP has not received funding through this mechanism to support its Olympic Process

  HRSDC/Service Canada, in collaboration with CIC/CBSA, will develop an end-to-end process to facilitate the entrance of temporary foreign workers, when warranted, for employers to support the 2010 Games.

An end-to-end process to facilitate the entrance of temporary foreign workers, when warranted, for employers to support the 2010 Games was developed and implemented.

Updates to HRSDC and CIC websites were made in 2009 to reflect policy changes related to the entry of foreign nationals to work in Canada during the 2010 Winter Games.

Service standards:

  • 98.4 % of Primary Workforce Opinion (PWO) applications were approved within 10 business days and 100% of PWO letters were issued within 2 business days.
  • Secondary Workforce Opinion (SWO) applications were processed in a timely manner.

Processing and outreach results as of April 1, 2010:

  • 116 outreach sessions held for 1,672 employers and sponsors;
  • 1,263 PWO applications confirmed for 2,965 positions; and
  • 51 SWO applications confirmed for 241 positions.
G. HC

Reduced health and environmental risks from products and substances, and safer living and working environments

Regions and Programs Branch:

  • Health protection of foreign dignitaries
TB support: $2.6M

TB support:
$1.275M

 

$1.757M

 

 

Response capability and access to health services are of a high standard

 

HC developed a protocol for carrying out an Operational Readiness Assessment for the Physical Emergency Preparedness and Response (PEPR) Vancouver Operation in preparation for the Games. Teams were equipped, completed joint operational exercises were completed (TPOF and GOLD) and training of officers began in the third quarter of   2009-2010. Employee Assistance Services (EAS) had employees and mental health professional on site ready to respond when required/requested. There was no request for EAS’ assistance in BC. EAS successfully delivered support as requested in the National Capital Region (NCR).

Two teams were deployed as per the Concept of Operations.  The teams were deployed with the Vancouver Fire and Rescue Service Hazmat team. PEPR was available to provide input 24/7 to requests. There were no incidents to respond to.

  • Health protection of public servants

 

 

$0.200M

 

 

 

 

$0.304M

 

 

 

 

Internationally Protected Persons (IPPs) health contingency needs are met

 

 

 

The medical and health needs of IPPs and their family members were met at 100%. Enough professionals, equipment, supplies and ambulances were available to meet needs.

 

Healthy Environments and Consumer Safety Branch:

  • Health protection of travelling public

 

$0.200M

 

 

 

 

 

$0.180M

 

 

 

 

 

Ensure that all conveyances are meeting recommended public health standards or guidelines

 

Two Environmental Health Officers (EHOs) worked full time in Vancouver Airport to provide assistance to the local team when needed.  The local Environmental Health Manager (EHM) was on-call 24/7. Cleaning and Disinfection Guidance documents were sent to the conveyance operators in November 2009. Conveyance operators were notified individually to contact the EHM directly to report any unusual public health activities. Daily reports were received from the Province through the Provincial Surveillance System. The systems did not pick up any increase of communicable disease (including H1N1) in Canada during the Olympic period.

Health Products and Food Branch:

Import of drugs
$0.325M $0.325M Ensure that all points of entry are meeting recommended public health standards or guidelines HC received 21 applications from 17 different countries for review during the period; 75 applications were reviewed and approved (including applications received in the previous quarter). 10 export applications were received after the Olympics.
H. PHAC     $2.7M $1.5M $1.5M

Ensured standard operating procedures (SOPs), infrastructure and operational capacity for 24/7 activation of the Health Portfolio Emergency Operations Centre (EOC) and Health Portfolio Regional Operation and Coordination Centre (ROCC) in BC

 

 

 

 

 

 

Augmented capacity to respond to the increase in passenger load at ports of entry in Canada.

Federal public health communications strategy during the 2010 Games

 

 

 

 

 

 

Public Health Mass Gathering Plan and 2010 Annex

 

Forward Assessment Team on site during the 2010 Games and Health Emergency Response Teams (HERT) ready to be deployed during the 2010 Games

BC/Yukon Regional Office will engage in and monitor activities at numerous levels in the region  to inform all of the Agency's 2010 activities and ensure collaboration of service delivery at the local level

Following the H1N1 response, a series of lessons learned and after action reviews were conducted to identify required changes and augmentations to SOPs and EOC-related documents.  

Based on lessons learned, an Information Management Policy was developed, staff were trained on its use and it was implemented.  Information related to the 2010 Games was stored on TeamWorks and archived following the Games.

Emergency Preparedness and Response (EPR) training was delivered to BC and Winnipeg regional staff as well as NCR staff.

The BC ROCC was activated 24/7 to Level 2 from February 3, 2010 to March 21, 2010 and the Health Portfolio EOC was activated at a Level 2 from February 3, 2010 to March 21, 2010.  The National Microbiological Laboratory Operations Centre (NML OC) was activated 24/7 from January 4, 2010 to March 29, 2010. These activations were preceded by extensive planning, training, collaboration with regional stakeholders and participation in Exercises Bronze, Silver and Gold.

Additional quarantine staff from other Quarantine Stations enabled the program to respond to the additional need of support from stakeholders and the increase in passenger load at ports of entry in BC.

The 2010 Winter Games Communication Framework was developed, as well as detailed media relations, e-communications, health promotion and internal communications plans. Some of the activities in these plans, such as the launch of a portfolio 2010 Winter Games website, development of a speech module/key messages/good news story regarding healthy living, the identification of potential Ministerial opportunities around the Torch Relay, development of messages for staff promoting healthy living, and  provincial partnerships were completed. An evergreen media lines package was developed. PHAC communications support requirements for the Health Portfolio EOC and ROCC were identified and filled.

The Health Portfolio Mass Gathering Public Health Plan for 2010 Vancouver Olympic and Paralympic Winter Games was successfully approved and implemented during this event.

A $1M PHAC grant to VANOC supported staffing, training and operation of a Mobile Medical Unit which served as an Emergency Room and critical care unit.  Twenty-one physicians, nurses and respiratory therapists from the Agency’s HERT were part of the medical team that staffed the unit for 60 days.

The ROCC served as the hub of the portfolio’s emergency response activities, and acted as an information conduit; monitored portfolio-related events; provided situational awareness to the other operations centres; liaised with key regional contacts such as the BC Centre of Disease Control, Public Safety Canada, Vancouver Coastal Health, and VANOC; and coordinated routine activities.

I. Environment Canada (EC) Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians Improved knowledge and information on weather and environmental conditions influence decision-making. $9.3M $2.3M $2.56M Delivery of weather services in support of federal partners, Games operations and for the benefit of the public and visitors to Canada.

All necessary infrastructure and supporting technologies were developed and implemented well before the Opening Ceremonies. Completion of the monitoring network occurred in the third quarter of 2009-2010 and was fully operational including Whistler radar and Squamish Wind Profiler. A secondary network of more scientific, research-oriented instruments operated in tandem with the basic network before and during the Games.

New 2010 public weather services were prototyped using EC’s popular web site http://www.weatheroffice.
ec.gc.ca
including venue forecasts, street level forecasts and weather vignettes for media. Many of the vignettes were made available on YouTube, as were daily weather briefings in both official languages.  Weather support was provided for the cross-Canada Olympic Torch Relay.

More than 99% of weather observations were delivered on time, as the monitoring system in place demonstrated. All forecasts were delivered on time during the 2010 Games. Forecasts were used proactively to alter the Games competition schedule, sometimes days in advance of originally planned events. This is by far the most extensive use of weather forecasts by any Olympic Games.

Routine and specialized weather services were made available to Federal Essential Services agencies both prior to and at Games time including easy access to sophisticated weather modeling and forecasts for security and environmental emergency response.

The futures of most observing systems were ascertained. Most sites will be decommissioned in fiscal year 2010-2011. Negotiations for several legacy agreements for ongoing operations of some of the Olympic weather observing network are underway and will be completed in 2010-2011. Other legacy projects include a Mountain Weather Course, forecast tools, scientific knowledge and data, as well as knowledge sharing with the weather service providers for London 2012 and Sochi 2014, and for EC’s support for the 2015 Pan-American Games. 

Canada's natural capital is restored, conserved and enhanced

Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes.

$2.6M $0.5M $0.49M Promotion of environmental sustainability for the 2010 Winter Games and the establishment of sustainable legacies for Canadians

EC engaged in several events during the fiscal year of 2009-2010 designed to promote overall environmental sustainability and showcase Canadian innovation, technologies and best practices as well as a greater awareness of environmental sustainability initiatives associated with the 2010 Winter Games.
EC also participated in several other interdepartmental committees throughout the year related to environmental footprint reduction.

EC participated in many showcasing/public awareness events (such as EPIC 2009, National Public Service Week (NPSW) Tradeshow, Commuter Challenge, VANOC Sustainability Fair, Governexx, Transportation Fair, Sustainability Challenge, and others).  These events enabled EC to reach a wide audience within the public service as well as the general public.

Several promotional materials and informational products designed to communicate sustainability messaging were created for use at the events – fact sheets, sustainability video supplemental materials, showcasing presentation slides, biodiversity informational products, etc.

Advice was provided through various committees and meetings.

EC’s coordination role expanded from sustainability to assist in the Department’s operational planning during Games time.  This included coordinating and disseminating informational resources, liaising among the various units responsible for EC’s daily operations, and preparing and coordinating briefing materials for senior management.

EC tracked and recorded efforts undertaken by Essential Federal Services departments to reduce their Games-related environmental footprint in support of the Government of Canada’s commitments to the sustainability of the Games.

EC participated as a member of the Technical Committee on Sustainable Events to develop a draft Canadian Standards Association standard for public review.

The 2010 Greening Government Toolkit was launched.  A regional pilot project was designed to assist employees in greening government operations.

An event was hosted for approximately 35 public service employees, representing over 20 departments.
Presentations on the 2010 Greening Government Toolkit were done for the national PWGSC Sustainable Development Strategy committee, 60 employees at INAC’s Dispute Resolution Sector during Environment Week, the FS Open House during NPSW, the Governexx conference as well as departmental lunch and learn events.  EC also worked with a regional interdepartmental group to produce and disseminate a newsletter to approximately 30 departments and agencies in the region promoting the toolkit and resulting success stories. 

EC financially supported and contributed to the creation of the Vancouver 2010 Sustainability Journey.  The VANOC-led initiative developed an animated video to help tell the sustainability story of the Games.  Promotional materials were also created to supplement the Vancouver 2010 Sustainability Journey.  EC produced specially adapted versions (voice-over and text overlay on two separate themes) of the animated “Vancouver 2010 Sustainability Journey” video. Videos were made available to the public via YouTube (www.YouTube.com/Environmentcan).  Specially adapted “Vancouver 2010 Sustainability Journey” videos were featured within the Canada Pavilion during the Games, and were also widely disseminated through federal government channels, shown at Service Canada and others. 

EC partnered with VANOC, the United Nation Environment Programme and other Games partners on a “Do Your Part” video contest aimed towards youth.  The Minister of the Environment also attended and delivered a short speech at the recognition event. 

Public education and outreach materials were developed in an attempt to link the environmental protection efforts made during the 2010 Winter Games venue development to promote 2010, the International Year of Biodiversity.  Six Biodiversity Profiles were created as annexes to the interactive Urban and Nature BioKits developed by EC's Biosphere to highlight the biodiversity found near several of the major 2010 Winter Games venues.  These profiles were created for the Richmond Skating Oval, UBC Thunderbird Arena, Vancouver Olympic and Paralympic Village, Cypress Mountain, Whistler Olympic Park, and Whistler Creekside and Sliding Centre.  The Biodiversity Profiles were distributed through Natural Resources Canada's (NRCan) Geological Survey of Canada storefront on Robson Street, and are now posted on the EC BioKit webpage.  The profiles are a precursor to the development of a Vancouver BioKit, to be done during 2010-2011 in conjunction with Canadian Wildlife Service and several potential partners including Metro Vancouver, the Stanley Park Ecological Society, Bird Studies Canada, the Nature Conservancy of Canada, and TransCanada Trail.

Green Guide project development:
The 2010 Green Guide included projects situated in the Metro Vancouver region and the Sea-to-Sky corridor and will showcase leadership in sustainability on Canada's west coast, and specifically in the Metro Vancouver/Sea-to-Sky area. The 2010 Green Guide will provide visitors and residents with an updated, interactive compendium of "best practice" case studies of green buildings and related developments and technology that are both educational and inspirational. The accompanying website was launched: www.seatoskygreenguide.ca.
The bilingual Sea-to-Sky Green Guide map and website were showcased as part of the Sustainable Legacies booth at GLOBE 2010, Canada’s largest international conference and trade show dedicated to the business of the environment.

In the final quarter of fiscal 2009-2010, environmental sustainability of the 2010 Games was promoted through 6 high profile events and activities during and after the Games. There were two IOC Observer Program presentations, two Ministerial announcements (carbon offsetting, youth video contest), the Sustainability Video at the Canada Pavilion, and a booth at GLOBE 2010. The Games resulted in expanded reach and scope due to increases in website traffic and public awareness from these events.

EC partnered with DFAIT, NRCan and TC on a 2010 Sustainability exhibit at GLOBE 2010.  The booth highlighted the Government of Canada’s contributions to the 2010 Winter Games legacies in sustainable building, sustainable transportation, environmental footprint reduction, and environmental awareness and engagement.  Approximately 350 visitors directly engaged with booth staff (they either picked up some of the handout material or spoke with the booth staff).  The booth showcased all the previously developed sustainability products as well as new products developed for the event.

Environmental assessment is integral part of program and policy decision-making.

Efficient and effective environmental assessments

$1.5M $0.1M $0.1M Completion of environmental assessment follow-up activities.

All environmental assessments previously were completed as required.
No follow-up activities were requested during 2009-2010.

J. Fisheries and Oceans Canada  Healthy and productive aquatic eco-systems. Habitat management

$0.6M

$0.1M $0

Environmental assessment work conducted as required.

All environmental assessments were completed as required.
Total $546.24M $143.052M $140.099M    

Comments on Variances: INAC disbursed a $34M First Nations Grant in 2008-2009. This amount is included in the “Total Non-Security Federal Funding Allocation” of $580.24M but it is not included in the totals in column 13 of the body of the report.

Results achieved by non-federal partners (if applicable): N/A.

Contact information: Charles-Antoine Drouin, 819-956-9792


1 The statement of the shared outcomes is further detailed from those announced in the 2009-2010 RPP in order to strengthen the accountability. Since the Horizontal RMAF for Games Security and Public Safety was released in March 2009, the 2010 FS updated the Horizontal Integrated RMAF/RBAF, logic model and performance measurement strategy to reflect the evolving nature of the horizontal initiative; subsequently, the shared outcomes were further clarified.

2 Additional funding was obtained in September 2009, which is not included in the 2009-2010 RPP. Subsequently, two departments which are recipients of incremental funding were included in the horizontal initiative, namely the Department of Foreign Affairs and International Trade (DFAIT) and the Department of Public Works and Government Services Canada (PWGSC).


Name of Horizontal Initiative: Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future

Name of Lead Department(s): Canadian Heritage

Lead Department Program Activity: Promotion of inter-cultural understanding

Start Date of the Horizontal Initiative: April 1, 2008

End Date of the Horizontal Initiative: March 31, 2013

Total Federal Funding Allocation (start to end date): $1,110.10 M

Description of the Horizontal Initiative (including funding agreement):

The Roadmap for Canada’s Linguistic Duality 2008–2013: Acting for the Future (Roadmap) is a Government of Canada policy statement that includes a number of initiatives to strengthen and promote linguistic duality. Fourteen federal institutions have received funds for sectoral programs and activities related to official languages. The Roadmap contributes to the attainment of a strategic outcome for Canadian Heritage (Canadians have a sense of their Canadian identity) and to the Government of Canada’s outcome (A diverse society that promotes linguistic duality and social inclusion).

Another key component of the Roadmap is the implementation of an accountability framework and a coordinated government-wide approach to official languages. The implementation of the Roadmap is a component of the broader Official Languages Program (OLP), as defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004.

Web site: http://www.pch.gc.ca/slo-ols/

Shared Outcome(s):

Three levels of outcomes have been established.

Ultimate outcome: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in the language of choice.

Three intermediate outcomes:

  • Enhanced capacity of Canadians (English‑speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in the language of choice.
  • Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
  • Strengthening capacity of the Government of Canada relating to official languages.

Eight immediate outcomes:

  • Continued and improved access to justice services in both official languages.
  • Continued and improved access to health services in both official languages.
  • Improved social and economic development of official language minority communities (OLMC).
  • Strengthened capacity of language industries.
  • Improved knowledge and use of both official languages.
  • Improved access to cultural expressions of both linguistic groups.
  • Reinforced coordination for the Official Languages Program (OLP).
  • Reinforced linguistic duality in federal public service.

Governance Structure(s):

The Minister of Canadian Heritage and Official Languages is responsible for the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages. With respect to roles and responsibilities, the OLS is responsible for developing and coordinating the results of the Roadmap. The OLS ensures that all information (financial and non-financial) needed is gathered and that the content of all logic models of the Roadmap’s structure is taken into consideration. The OLS is also responsible for the complete implementation and the accountability framework for the Roadmap. This role was given to the OLS by the partners through the development of a Management Framework for the Roadmap, which outlines the activities and results structure, the governance structure, as well as the roles and responsibilities of departments and different interdepartmental committees, while also identifying the relevant operational issues concerning its horizontal implementation. The OLS will also support the governance of the Official Languages Program through various mechanisms and committees.

A governance structure has been established; the highest level is the Committee of Assistant Deputy Ministers on Official Languages (CADMOL). It acts on behalf of all federal departments, agencies and organizations that are partners in the Roadmap in a variety of ways: it supports the Minister of Canadian Heritage and Official Languages and all ministers who have responsibilities under the Official Languages Act (OLA); it ensures leadership for managing the OLP, and particularly the Roadmap, by making decisions and overseeing the coordination of partners’ actions; it guides the implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF) and oversees the evaluation of the government strategy regarding official languages (the Roadmap). During CADMOL meetings, departments having specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Canada Public Service Agency) report on achievements that are specific to their mandate and describe the challenges and issues related to these responsibilities.

Three interdepartmental committees support CADMOL’s work by providing recommendations. Firstly, the Interdepartmental Policy Committee (IPC) provides an information-sharing forum between partners in order to present a joint approach to strategic issues regarding the OLP. The Interdepartmental Management Committee for the Official Languages Program (IMCOLP) seeks to ensure that interdepartmental coordination of the OLP is formalized and structured, most notably by assessing the implementation of the OLP and strengthening the accountability process. The Coordinating Committee on Official Languages Research (CCOLR) ensures that official languages research is coordinated. The committees may create working groups as needed to complete specific projects. For example, the Working Group on the HRMAF Revision (Working Group) was created in the summer of 2008.

($ millions)
Federal Partners Federal Partner Program Activity (PA) Names of Programs for Federal Partners Total Allocation (from Start to End Date) Planned Spending for
2009-10
Actual Spending for
2009-10
Expected Results for
2009-10
Results Achieved in
2009-10
Ultimate outcome: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in the language of choice.
Intermediate outcome 1: Enhanced capacity of Canadians (English speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in the language of choice.
Immediate outcome 1.1: Continued and improved access to justice services in both official languages.
Justice Canada Justice, Policy, Legislation and Programs

Contraventions Act Fund


Result for the 2008–2013 Roadmap:

1) Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages.
$47.46 M $9.49 M $5.13 M Continued and increased access to justice in both official languages by the implementation of the Contraventions regime in one province.

The negotiation of agreements is very detailed and requires strong collaboration with provincial and territorial governments.
Negotiations with the Government of Newfoundland and Labrador advanced in 2009-2010. However, given a change of staff in NFL, an agreement was not signed in 2009-2010, but should be in place in fiscal year 2010-2011. 
Negotiations have been ongoing with the Government of Prince Edward Island to amend the current agreement to include new provisions that will increase the PEI’s capacity to offer judicial and extrajudicial services in both official languages.

Of the four provinces that currently receive funding to offer judicial and extrajudicial services (British Columbia, Manitoba, Ontario, Nova Scotia), Nova Scotia increased its scope of activities to include more signage and bilingual personnel.
Justice Canada Internal Services Contraventions Act Fund $1.92 M $0.38 M $0.26 M N/A N/A
Justice Canada Justice, Policy, Legislation and Programs

Initiative of support to access to justice in both languages (new component: justice training)


Result for the 2008–2013 Roadmap:

1) Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.
$38.02 M $6.97 M $4.46 M

Training priorities established following results of the nationwide needs analysis on training needs in both official languages in the area of justice.

Coordination mechanism related to training is created and functional.

Eight financial agreements concluded in terms of core funding from the Support Fund.

30% of financed projects will focus on awareness or knowledge.

35% of projects will have other sources of funding (other than from the Department).

Five projects will fall under the training component.

The Department held an Access to Justice in Both Official Languages Sub-Committee meeting in November 2009. The objective of the meeting was to enable participants to generate ideas for potential partnerships to develop projects in line with the findings of the Canada- wide Analysis of Official Language Training Needs in the area of Justice.


The coordination mechanism related to training is in place and operational (Comité des sages).


The Department continued to provide financial support to the Fédération des associations de juristes d’expression française de common law and its seven member associations.


50% of the projects funded under the Support Fund dealt with issues related to legal information.


75% of the projects funded under the Support Fund were based on partnerships.


The Department funded 33 projects that responded to the needs of official language minority communities of which 14 were related to the new Justice training component under the Access to Justice in Both Official Languages Support Fund.

Justice Canada Internal Services Initiative of support to access to justice in both languages (new component: justice training) $1.89 M $0.44 M $0.21 M N/A N/A
Immediate Outcome 1.2: Continued and improved access to health services in both official languages.
3. Health Canada

Canadian Health System

Training, Networks and Access to Health Services

Results for the 2008–2013 Roadmap:


1) Increased number of health professionals to meet health service needs of OLMCs in both official languages.


2) Increased coordination and integration of health services for OLMCs within institutions and communities.


3) Increased partnerships, interaction of networks in provincial, territorial health systems.


4) Increased awareness among stakeholders that networks are a focal point for addressing health concerns of OLMCs.

5) Increased dissemination and uptake of knowledge best practices to address health concerns of OLMCs.
$174.3 M $34.8 M $36.3 M

Elaborate a baseline study to identify gaps in information, to strengthen the database, to systematically collect baseline information on performance indicators, to serve as a reference point, and to measure change over time.

Elaborate a Program Recipient Guide to provide guidance to program applicants on the nature of program requirements.

Sign new funding agreements with all primary funding recipients.

Performance reporting templates were developed in 2009-2010 in collaboration with recipients of the Official Languages Health Contribution Program. The first draft of the baseline study was completed in June 2010 and will be further revised in 2010-2011 following receipt of reporting template data provided by program recipients for fiscal 2009-2010.


Program Recipient Guides were completed for each of the five program activity areas under the Official Languages Health Contribution Program and provided to program recipients in March 2009. The five program activity areas are :

  1. Health Networking;
  2. Training and Retention of Health Professionals in French-Speaking Communities;
  3. Training and Retention of Health Professionals in English-Speaking Communities;
  4. Cultural and French-Language Training in Francophone Minority Communities; and
  5. Official Languages Health Projects.

23 contribution agreements were launched with educational institutions and community-based organizations for the engagement of new program activities to address program objectives.


965 student registrations in training programs at 11 Francophone colleges and universities outside Québec, sponsored by Consortium national de formation en santé 2009-2010.


Coordination by McGill university in Quebec, of language for training of about 1000 health professionals to effectively serve Anglophone minority communities.


New projects aimed at improving the health and health access of official language minority communities were implemented in 2009-2010. For example, a new French language telehealth site was launched in Manitoba under the sponsorship of the Société Santé en français and an initiative to improve access to health and social services in English in the Estrie region of Quebec was launched through the Community Health and Social Services Network.


Further information regarding these projects is available from the websites of Program recipients:


- Société Santé en français [http://santefrancais.ca/]


- Community Health and Social Services Network [http://www.chssn.org/]


- Consortium national de formation en santé [http://www.cnfs.net/]


McGill University [http://www.mcgill.ca/hssaccess/]

Immediate Outcome 1.3: Improved social and economic development of official language minority communities (OLMC).
Human Resources and Skills Development Canada Social Development

Strengthening NGOs’ means for Early Childhood Development


Result for the 2008–2013 Roadmap:

1) The capacity of NGOs in early childhood in minority environment will be increased.
$4.0 M $0.8 M $0.8 M

Develop tools for the implementation of the National Framework for Collaboration on Early Childhood Development to enhance the language and culture of minority Francophone communities in Canada:


- Create a directory of existing training resources for Early Childhood Development in French.


- Take an inventory of existing research in Early Childhood Development in French.


- Develop a mechanism to share information for members of the Table nationale en développement de la petite enfance francophone and their affiliate organizations in communities across Canada.

The following educational tools and products have been developed:
- an analysis of available training programs on early childhood development (EDC)
- a directory of existing ECD research in French
- 2 video clips demonstrating various concepts of early childhood and family centres
- a directory of best networking practices for professionals
- a directory of best practices to promote cultural vitality and identity construction in official language minority communities

The Commission nationale des parents francophones, the recipient of grant funding,developed a framework for data collection and a guide to help its members to elaborate a strategic plan for ECD in their respective regions.    Strategic plans have been completed in each region and plans monitoring progress made in ECD in every province.

Two forums were organized to allow parents and ECD professionals to share information.

  Skills and Employment

Family Literacyi


Result for the 2008–2013 Roadmap:

1) Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of OLMCs that need them.
$7.5 M $1.8 M $1.2 M

Initiate four research projects on the specific literacy needs of new groups such as immigrants, fathers, grand-parents, exogamous families, eligible clients, and on ways of integrating family literacy in other areas such as the workplace, sport, and theatre.

Initiate the development, testing and adaptation of six new family literacy models responding to the needs of new groups.

Initiate the development of four new promotion and awareness models for partner literacy organizations targeting new groups.

Implement a performance and results-based measurement framework.

Five research projects were launched to identify 1) family literacy needs of the specific groups: new parents, grandparents, seasonal workers, exogame family and rights-holder to French education, and 2) ways to integrate family literacy in other areas such as the workplace.

The development, testing and adaptation of three new family literacy models designed to address the needs of new groups have begun.


The development of three promotional strategies to increase the awareness of literacy partner organizations about new family literacy models for specific groups has begun.

A results-based performance measurement framework was developed.
  Internal Services

Child Care Pilot Projectii


Result for the 2008–2013 Roadmap:

1) New knowledge on child care services for minority Francophone communities.
$13.5 M $2.7 M $1.7 M Conduct child assessments and parent and community surveys in order to add to the collective knowledge of what works to help ensure Francophone minority children have the abilities to succeed when they start school.

The second of two years of preschool program delivery and research activities was completed in the six participating minority Francophone communities.

The impacts of the preschool program on the children’s readiness for schooling in French were analyzed.

Research activities to measure the children’s future achievement in school, 12 and 24 months after the end of the preschool program, have started.

  Skills and Employment

Enabling Fund for Official Language Minority Communities


Results for the 2008–2013 Roadmap:


1) Contribute to synergies among Government of Canada programming relevant to OLMCs; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and OLMCs.


2) Program results are available to inform management and program policy issues.


3) OLMCs’ access to Government of Canada programs and services.

4) Collaborative arrangements.
$69.0 M $13.8 M $13.8 M

Sign contribution agreements with 14 organizations responsible for enhancing community economic development and human resources development within official language minority communities.

Sign new memoranda of understanding between Human Resources and Skills Development Canada, other federal departments and community partners involved in activities of both national committees in order to clarify the activities of these two committees.

Produce annual reports that describe activities and results for each of the two national committees.

Fourteen agreements were signed with the delegated organizations in the official languages minority communities, including one for each province and territory and one for the francophone network at the national level (the Réseau de développement économique et d’employabilité RDÉE Canada).


Numerous projects have been developed supporting a range of activities such as planning and partnership development in support of community economic and human resource development.  For instance, RDÉE New Brunswick has begun implementing the provincial-wide knowledge economy strategy for Acadian and Francophone communities through $13M in provincial funding.


The Enabling Fund has enabled communities to leverage resources from other levels of government and from the private and non-profit sectors. Data available from 11 of 14 agreements show that for each dollar invested by the Enabling Fund, five dollars is invested by other partners (85% in funding and 15% in-kind) for a total of more than $46 M in 2009-2010.

There have been three National Committee meetings (two with Québec’s English-speaking minority and one with the Francophone minority communities of Canada) allowing exchanges between community and federal institution representatives on economic and human resources development issues.
Citizenship and Immigration Canada Integration of French-speaking immigrants

Recruitment and integration of immigrants

Result for the 2008–2013 Roadmap:
1) French-speaking immigrants obtain reinforced services of establishment in OLMCs.
$20.0 M $4.5 M

$6.77 M

For 2009–2010, CIC will continue existing activities to foster immigration to Francophone minority communities (FMCs). This period will be used to strengthen implementation of the Strategic plan to Foster Immigration to Francophone Minority Communities.

More specifically, CIC is expecting to:


- Intensify coordination and research activities among key partners (Integration).


- Inform more prospective French-speaking immigrants of immigration opportunities in Francophone Minority communities. (Recruitment and Promotion).


- Strengthen French-speaking immigrant settlement services in FMCs (Integration).

Two committees, which are co‑chaired by Citizenship and Immigration Canada (CIC) and the community, bring together our federal, provincial and territorial government partners, as well as community representatives.

1) The CIC-Francophone Minority Communities Steering Committee held a meeting on June 1, 2009. The vast majority of participants said that they were satisfied or very satisfied with the subjects covered at the meeting (over 90% were satisfied with most of the criteria). Four annual priorities were confirmed.

2) The Strategic Plan Implementation Committee also held three meetings in 2009‑2010. The three related working groups (international, social, economic) also held a total of three meetings.

One of the major results of this cooperative effort was the adoption of a common definition for community networks.

CIC is in the process of compiling information about programs offered by its partners that support the implementation of the Strategic Plan. This information will be distributed as part of our communication efforts and exchange of best practices (distribution scheduled for 2010‑2011).

As part of the March 2010 National Metropolis Conference, CIC co‑organized a working session on the role of governments, networks and community partners. This session brought together representatives from across the country and provided an opportunity for very productive discussions on best practices and partnership opportunities. The Best Practices Manual on Francophone Immigration in Canada and the Current Research Compendium on Francophone Immigration in Canada were also released at this conference.

Finally, with the help of funding from CIC, Statistics Canada published the Statistical Portrait of the French‑Speaking Immigrant Population Outside Quebec, which describes recent trends in the characteristics of French-speaking immigrants.

With regard to recruitment and promotion, Destination Canada 2009 made it possible for 79 representatives from 10 provinces and two territories and from Francophone organizations, regions and municipalities to meet over 2,200 prospective immigrants. For the first time, officers from visa offices in Abidjan, Bucharest, Damascus, Cairo, Rabat and Tunis attended the preparatory session in order to gather information on the potential for the recruitment of French-speaking immigrants in their respective regions.


CIC also provided funding for 46 information sessions in France and Belgium, four education fairs, and one media tour by six journalists from Europe and one journalist from Africa.


CIC continues to encourage the provinces and territories to designate more French‑speaking nominees under the Provincial Nominee Program (PNP).


CIC’s Francophone immigration website was updated to make information on programs for French-speaking clients more visible and easier to access.


A pilot project with the Réseau de développement économique et d’employabilité (RDÉE Canada) made it possible to develop a database of prospective French-speaking immigrants who could be matched with employers in Francophone minority communities (FMCs). Another initiative with RDÉE Canada involves the study of the needs and capacities of businesses in hiring French-speaking immigrants.


Settlement and integration services in FMCs were strengthened in 2009‑2010, and funding was granted in the form of over one hundred contribution agreements. A total of 121 direct points of service are now available across the country and are offered by Francophone organizations in 24 cities.


CIC began or consolidated the implementation of ten full‑time community networks and two part‑time networks in FMCs across the country in order to solidify and intensify efforts to integrate French-speaking immigrants economically, socially and culturally.


A pilot project in Manitoba made it possible to offer support and integration services for 50 French-speaking refugees during their first four to six weeks in the country. This project will be renewed in 2010‑2011.


With regard to language training, French Language Instruction for Newcomers to Canada (LINC) guidelines for grades 1 to 7 were released in May 2009. The new placement tests are now available to service providers in the regions. The online language training program is currently being developed and will be offered as a pilot project in the fall of 2010.

Finally, projects were also put in place to facilitate the social integration of French-speaking newcomers. Local immigration partnerships, library settlement partnerships and settlement workers in schools ensure the distribution of information and the provision of referral services adapted to the needs of clients.

Industry Canada—FedNor

 

 

 

 

 

 

 

 

 

 

 

 

 

Community, Economic and Regional Development

 

Northern Economy

Economic Development  Initiative


Results for the 2008–2013 Roadmap:


1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

2) Greater understanding of the economic issues of OLMCs.

$10.5 M

 

 

 

 

 

 

 

 

 

 

 

 

 

$2.60 M

 

 

 

 

 

 

 

 

 

 

 

 

 

$0.89 M

 

 

 

 

 

 

 

 

 

 

 

 

 

Industry Canada will hold community consultations at the national level with partners.

FedNor: Expected results for 2009-2010 are to develop 30 projects with the planned funding for the same year. The emphasis will be put on community strategic planning and economic and enterprise development initiatives to foster economic development of OLMCs.

 

Industry Canada held two consultations meetings with Anglophone SMEs in Quebec and OLMCs SMEs through CEDEC and RDEE to gather information on issues pertaining to SMEs in OLMCs and Anglophone minority communities. National consultations will be held in September and October 2010. Socio-economic analysis based on 2006 census as well as 3 studies with partners were undertaken to collect data on OLMCs, to better understand their needs. $245,032.15 has been invested while $104,967.85 has lapsed.


Funding has been split between FedNor and FedDev, the newly created regional development agency for Southern Ontario.


FedNor: 39 projects were developed with multi-year funding totaling $1.9M. Of these, 13 projects had cash flows in 2009-2010 for a total of $345,950. Other EDI investment totaled $81,500.


FedDev: 10 projects were funded for a total of $1M on a multi-year basis. A total of $214,467 has been allocated in 2009-2010.

Indian and Northern Affairs Canada (INAC)

Note: Roadmap programming was transferred to CanNor in August 2009

  $0.4 M $0.1M $0.1M

INAC:  Encourage the economic development of OLMCs across the territories and will complement current economic development efforts in these communities.


 

CanNor:  Encourage the economic development of OLMCs across the territories and will complement current economic development efforts in these communities.

CanNor supported the social and economic development of OLMCs via funding for a project led by the Association des Francophones du Nunavut that also included participation of Francophone partners from across the North. This project accounted for the entirety of CanNor’s EDI budget and leveraged an additional $73,000 from other CanNor programs.
     
Canada Economic Development (CED) for Quebec regions Community Development

Economic Development  Initiative


Results for the 2008–2013 Roadmap:


1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

2) Greater understanding of the economic issues of OLMCs.
$10.2 M $2.0 M

$1.02 M

CED will put in place the Economic Development Initiative for English communities of Quebec. The priority will be put on projects, such as local planning, entrepreneurship, creation and development of SME, tourism, integration of targeted groups and attractive funding in order to create an economic environment which helps and attracts the development of enterprises in OLMCs, especially for young people

10 EDI projects underway in 2009-2010

Result 1 - Increased capacities of SMEs and communities: 5 projects: 3 projects which support capacity development and economic diversification and 2 projects which support partnership activities to promote integration of OLMCs and participation in local development.

Result 2 - Develop OLMC SMEs: 5 projects which support the development / maintenance of OLMC SMEs or capacity development


Result 3 - OLMC Community Development: there are currently no projects underway supporting OLMC development

Western Economic Diversification Canada

Research and Analysis; Community Economic Planning, Development and Adjustment; Business Development and Entrepreneur-ship;        Innovation

Economic Development  Initiative


Results for the 2008–2013 Roadmap:


1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

2) Greater understanding of the economic issues of OLMCs.
$3.2 M $0.8 M $0.68 M

Improved understanding of Western Canadian economic issues, challenges, opportunities and priorities.

Communities have increased economic opportunities and capacity to respond to challenges.

Strong SMEs in Western Canada with improved capacity to remain competitive in the global marketplace.

A stronger knowledge-based economy.

Manitoba (CEDEM) initiative to support youth, rural diversification, and business development:
-Youth: 31 youth related businesses created/ maintained/expanded.
- Planning: 2 CED planning project completed.
- New-immigrant: 19 businesses created/ maintained/expanded with 52 jobs created.
- $8.5 M business investment in rural economy and $9.6 M in urban economy.

Place de la Francophonie 2010: 24 SMEs and NPOs participation in international event for the promotion of francophone tourism and agri-food industries, encouraged cultural tourism, and strengthened OLMC economic development.

Atlantic Canada Opportunities Agency Community Development

Economic Development  Initiative


Results for the 2008–2013 Roadmap:


1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

2) Greater understanding of the economic issues of OLMCs.
$6.2 M $1.8 M $0.35 M

Number of partnerships in Atlantic Canada with groups representing OLMCs (10).

Number of projects approved (10).

Twenty partnerships were created with groups representing OLMCs in Atlantic Canada

Six projects were approved.

Atlantic Canada Opportunities Agency Community Development

Support to francophone immigration in New-Brunswick


Result for the 2008–2013 Roadmap:

1) Enhanced capacity to support francophone immigration in New Brunswick.
$10.0 M $2.7 M $0.66 M

Number of immigration centres opened in OLMCs (2).

Number of immigration awareness sessions to business owners (4).

One center was opened in the Acadian Peninsula.

Twenty-eight awareness sessions were offered to business owners.

Canadian Heritage Official Languages

Minority Language Education –  
Component: Support to Minority Language Education.


Result for the 2008–2013 Roadmap:

1) Increased access of OLMCs to quality education in their language in their milieu.
$280.0 M $56.0 M $56.0 M

Renew the Multilateral Protocol with the Council of Ministers of Education, Canada (CMEC) and various agreements containing action plans with the provinces and territories concerning minority  language education

Renewal of 13 various agreements on minority language education with provinces and territories and multilateral Protocol with the Council of Ministers of Education, Canada (CMEC).


All agreements were signed and effective by March 31, 2009.

These agreements have allowed provinces and territories to offer educational programs and activities that promote access to a minority language education to 215 000 students.
  Official Languages

Minority Language Education –
Component: Official-language Monitors


Result for the 2008–2013 Roadmap:


1) Improved access of OLMCs to a quality education in their language and milieu.

$5.2 M $1.04 M $1.04 M

Implementation of an agreement with the CMEC for the delivery of the Odyssee (Monitors) program to support learning in minority area classrooms.

The amount of participants in the Odyssee program was maintained with 108 participants.

Canadian Heritage Official Languages

Minority Language Education –
Component: Summer Language Bursaries

Result for the 2008–2013 Roadmap:


1) Improved access of OLMCs to a first-rate education in their language in their milieu.

$1.72 M $0.34 M $0.34 M

Implementation of an agreement with the CMEC for the delivery of Destination Clic (Bursary) program for young francophone’s of OLMC’s.

This program helps almost 185 young francophone’s outside Quebec to enrich their first language while discovering new communities in Canada.
Canadian Heritage Official Languages

Community vitality –
Component: Youth Initiatives.


Result for the 2008–2013 Roadmap:

1) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially for youth).
$10.5 M $10.5 M $10.5 M

Grants and contributions for the implementation of youth projects and activities in different areas, which allows the use of the language of the minority.

Implementation of youth projects and activities that allow and promote the use of the language of the minority.

Note: The Official Languages Support Programs Branch was unable to conduct the survey planned for 2009 that would allow to measure the capacity for OLMC’s to live in their own language in their milieu. The OLSP is currently reviewing its performance measurement strategy.
Canadian Heritage Official Languages

Community vitality –
Component:  Support to Official-language Minority Communities


Result for the 2008–2013 Roadmap:

1) proved capacity of OLMCs to live in their own language in their milieu and improved access to a range of programs and services offered in their language.
$22.5 M (including admin. cost) $4.5 M $4.5 M Grants and contributions for the creation, improvement and delivery of activities and services to support life environments fostering the use of the language in minority area.

Investment indicated in the Road Map has permitted the improvement of programs to create, improve and deliver activities and services intended for OLMC that promote a sense of belonging, such as investments in organizations that support French language culture and minority community medias. 

Note: The Official Languages Support Programs Branch was unable to conduct the survey planned for 2009 that would allow to measure the capacity for OLMC’s to live in their own language in their milieu. The OLSP is currently reviewing its performance measurement strategy.

Canadian Heritage Official Languages

Community vitality –Component: Intergovernmental Cooperation.


Result for the 2008–2013 Roadmap:

1) Inreased access of OLMCs to provincial, territorial and municipal services in the minority language.
$22.5 M $4.5 M $4.5 M Implementation of agreements with provincial and territorial governments for the delivery of provincial and territorial services in the language of the minority.

Renewal of 8 various agreements on minority-language education with provinces and territories.


The renewals of all agreements were signed and effective by March 31, 2009.


Note: The Official Languages Support Programs Branch was unable to conduct the survey planned for 2009 that would allow to measure the capacity for OLMC’s to live in their own language in their milieu. The OLSP is currently reviewing its performance measurement strategy.

Canadian Heritage Official Languages

Community vitality –Component: Cultural Development Funds


Results for the 2008–2013 Roadmap:


1) Increased access to provincial, territorial and municipal services in the minority language.

2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially in culture).
$14.0 M $3.5 M $3.5 M Grants and contributions for the implementation of services, activities and cultural products fostering the development of cultural vitality in OLMCs.

Investment indicated in the Road Map has permitted the implementation of 79 projects (services, activities and cultural products) fostering the development of cultural vitality in OLMC’s.

Note: The Official Languages Support Programs Branch was unable to conduct the survey planned for 2009 that would allow to measure the capacity for OLMC’s to live in their own language in their milieu. The OLSP is currently reviewing its performance measurement strategy.

Intermediate Result 2: Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
Immediate Result 2.1: Strengthened capacity of language industries.
Public Works and Government Services Canada

Linguistic Management & Services

Language Industry Initiative


Result for the 2008–2013 Roadmap:

1) Funded projects help enhance the capacity, diversity and effectiveness of the language sector.
$10.0 M $1.68 M $0.44 M

Launch of the Language Industry Initiative in Spring 2009.

In July 2009, the Canadian Language Sector Enhancement Program of Public Works and Government Services Canada (PWGSC) proceeded with a call for proposals of projects that aim to provide support for the development of a skilled labour force and to strengthen the capacity of the Canadian language sector.

Following the call for proposals, PWGSC signed in 2009-2010 eight contribution agreements for a three-year period to support the promotion of the language industry, the integration of language technologies and innovative projects which will aim to strengthen the capacity of the Canadian language sector.
Public Works and Government Services Canada Linguistic Management & Services

University Scholarships Program in Translation


Result for the 2008–2013 Roadmap:

1) Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.
$8.0 M $1.45 M $0.67 M Launch of the University Scholarships Program in Translation in Fall 2009.

In July 2009, the Canadian Language Sector Enhancement Program of Public Works and Government Services Canada (PWGSC) proceeded with a call for proposals of projects that aim to provide support for the development of a skilled labour force and to strengthen the capacity of the Canadian language sector.

Following the call for proposals, PWGSC signed in 2009-2010 five contribution agreements for a three-year period to allocate university scholarships and student internships in translation to support the development of a skilled labour force.
National Research Council of Canada Information Technologies

Languages Technologies Research Centre


Results for the 2008–2013 Roadmap:


1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs.


2) Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content.

2) Transfer of knowledge and technology.
$10.0 M $2.0 M $2.07 M

Immediate result: Transfer of knowledge and technology. Implementation of a machine translation system PORTAGE in the Translation Bureau (Public Works and Government Services Canada) and, at least, in a translation firm of the private sector. Negotiation of a commercial license for machine translation technology, PORTAGE.

Immediate result: Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content; running-in of the machine translation system PORTAGE.

Immediate result: Collaboration with key partners in elaborating an R&D strategy responsive to industry needs; signature of at least two agreements of cooperation with Canadian translation firms, a governmental firm and a firm of the private sector.

Negotiations continued with the Translation Bureau (BtB) concerning the use of the PORTAGE statistical machine translation system at the BtB. A large Canadian private sector translation bureau conducted trials of PORTAGE; the positive results of the trials led this translation bureau to acquire a commercial licence for PORTAGE at the beginning of 2010-2011. A prototype of the Terminoweb terminology research tool was deployed at the School of Translation and Interpretation of the University of Ottawa.

Tuning of PORTAGE: improvements in the quality of the machine translations were demonstrated by the excellent results obtained in the NIST 2009 international competition. A process to estimate the confidence in the quality of a translation was developed to better integrate PORTAGE in operational environments. Terminoweb 2.0 was developed and made available on the Web. BICAT, a categorizer that can take advantage of the existence of a document in multiple languages was developed.

Five collaborations with Canadian firms were signed (total value of $443K): three concerning PORTAGE (one with a translation bureau and two with language technology companies), one concerning Terminoweb, and one concerning automatic categorization. A Memorandum of Understanding was signed with the BtB.
Immediate Result 2.2: Improved knowledge and use of both official languages.
Public Works and Government Services Canada Linguistic Management & Services

Language Portal of Canada

Result for 2008–2013 Roadmap: 1) Canadians have better access to quality language resources in both official languages.
$16.0 M $4.48 M $4.48 M

Launch of the Language Portal of Canada in Fall 2009.

Public Works and Government Services Canada developed the Language Portal of Canada, which provides all Canadians with free access to a wide range of writing resources and tools, including TERMIUM, the terminology and linguistic databank of the Government of Canada. The Portal was officially launched on October 8th, 2009 and is now accessible by all Internet users.

The Translation Bureau professionals add new content and update daily the Portal by creating new additions and revising existing content. In 2009-2010, 392 articles and headlines, 358 flash quizzes and 8 articles from contributors have been published on the Portal. Three partnership agreements with external partners have also been signed for the development of linguistic resources to add new content to the Portal.

Moreover, the Discover section of the Portal contains over 1000 hyperlinks that refer to Anglophone and Francophone minority communities, the Canadian language training, Canadian tools and language-related works, and resources and articles from the provinces and dealing with the situation of languages in Canada.
Canada School of Public Service

Foundational learning

Official Languages Learning


Language retention services


Development of new technologies, methodologies and products

Expanding Universities’  Access to Language Learning


Result for the 2008–2013 Roadmap:

1) Increased access to language training products to Canadians through new partnerships with Canadian universities.
$2.5 M $0.9 M $0.68 M New partnerships with Canadian universities. 10 new partnerships have been established with Canadian universities
Canadian Heritage Official Languages

Second Language Education –
Component: Support to Second Language


Result for the 2008–2013 Roadmap:


1) More Canadians have a practical knowledge of both official languages.

$190.0 M $38.0 M $38.0 M

Renew the Multilateral Protocol with the Council of Ministers of Education, Canada (CMEC) and various agreements containing action plans with the provinces and territories concerning second language learning

Renewal of 13 various agreements concerning second language education with provinces and territories and multilateral Protocol with the Council of Ministers of Education, Canada (CMEC).


The renewal of all agreements were signed and effective  by March 31, 2009

These investments and agreements have allowed the provinces and territories to improve their programs and activities that promote the learning of French and English as a second official language for 2.5 million students.
Canadian Heritage

Official Languages

Second Language Education – 
Component:
Official Language Monitors


Result for the 2008–2013 Roadmap:

1) More Canadians have a practical knowledge of both official languages.
$14.8 M $2.96 M $2.96 M Implementation of an agreement with the CMEC for Odyssee (Monitor) program delivery to support learning in second-language classrooms. The Odyssee program is maintained. This program allowed for 240 students to participate.
Canadian Heritage Official Languages

Second Language Education –
Component: Summer Language Bursaries


Result for the 2008–2013 Roadmap:

1) More Canadians have a practical knowledge of both official languages.
$38.3 M $7.66 M $7.66 M Implementation of an agreement with the CMEC for the delivery of the Explore program delivery for second-language bursaries. 7,767 scholarship holders took advantage of the Explore program. This program offers a cultural exchange that help learners perfect their comprehension of their second official language.
Canadian Heritage

Official Languages

Promotion of Linguistic Duality – Component: Youth Initiatives


Result for the 2008–2013 Roadmap

1) More young Canadians have a practical knowledge of their second language.
$2.0 M $2.0 M $2.0 M Grants and contributions for the implementation of youth projects and activities in different areas, which allows the use of the second language and the exposure to second language.

Implementation of youth projects and activities that promote the use of the second-language and exposure to it.

Immediate Result 2.3: Improved access to cultural expressions of both linguistic groups.
Canadian Heritage

Official Languages

Broadcasting Policy and Programs

CTRC Study


Results for the 2008–2013 Roadmap:


1) CRTC report is issued on the availability and quality of broadcasting services to English and French linguistic minority communities in Canada.

2) The findings of the report will inform policy and decision-making on the availability and quality of broadcasting services in English and French linguistic communities in Canada.
Non- monetary N/A N/A CRTC report on availability and quality of English- and French-language services in the linguistic minority communities in Canada completed by March 31, 2009.

1) As part of the Roadmap for Canada’s Linguistic Duality, the government issued an order in council under section 15 of the Broadcasting Act requesting that the CRTC examine the availability and quality of English- and French‑language broadcasting services in Anglophone and Francophone minority communities in Canada, and that it propose measures to encourage and facilitate access to the widest range of these services.

On March 30, 2009, following a public process, the CRTC published the Report to the Governor in Council on English‑ and French‑Language Broadcasting Services in English and French Linguistic Minority Communities in Canada.


2) In its report, the CRTC concluded that official‑language minority communities have appropriate access to television services, that the Canadian Broadcasting Corporation and community radio stations play a most important role in official-language minority communities, that community reflection in the programming of the services available in the Canadian broadcasting system can be improved, and that in the medium and long term, new media represent the best solution for ensuring access to a maximum number of services and for allowing a better reflection of official‑language minority communities within the Canadian broadcasting system.

The government took note of the conclusions and recommendations in the CRTC’s report and will consider them in its commitment to promote both of Canada’s official languages and access to high‑quality broadcasting services in English and in French for all Canadians
Canadian Heritage Cultural Industries

Musical Showcase Program for Artists from Official-language Communities

Result for the 2008–2013 Roadmap:

1) Improved access to cultural expressions of both linguistic groups.
$4.5 M $1.0 M $1.0 M

Funding agreements are in place with partners who organize showcases and finance the artists.

 

Music showcases are organized and presented.


Artists from OLMCs perform at these showcases.

Funding agreements signed with FACTOR and Musicaction, the third-party administrators responsible for delivering the funds to organize music showcases for artists coming from OLMC.


More than 500 music showcases were organized during regional, national and international events.

233 artists of OLMC performed at these showcases.
Canadian Heritage Cultural Industries

National Translation Program for Book Publishing

Result for the 2008–2013 Roadmap:

1) Improved access to cultural expressions of both linguistic groups.
$5.0 M $0.75 M $0.75 M

Funding is allocated to book publishers for eligible translations.
Canadian publishers produce translations of Canadian-authored books in both official languages.

Funding was allocated to book publishers for eligible translations.

 

61 translations of Canadian-authored books in both official languages by Canadian publishers were funded.

Intermediate Result 3: Strengthening capacity of the Government of Canada relating to official languages.
Immediate Result 3.1: Reinforced coordination for the Official Languages Program (OLP).
Justice Canada Legal Services to Government

Accountability and Coordination Framework


Result for the 2008–2013 Roadmap:

1) Support to ministers with statutory or sectoral responsibilities for official languages and to work with them.
$2.18 M $0.44 M $0.46 M

Client-focused service delivery. 
Effective management of legal risks.

Legal opinion and advice services for federal institutions:
-42 formal opinions;
-80 email and oral opinions;
-3 framework opinions on horizontal issues.

Monitoring of media, court decisions and parliamentary activities.
Conferences and training sessions:
-1 major conference organized (on the 40th anniversary of the OLA);
-23 presentations on specific issues;
- 2 courses offered.

Tools distributed: Annotated Federal Laws, 8 Charter Checklists (sections 16 to 23), Legal Awareness Program – Official Languages Act, 4 summary reports on language rights cases, 1 memo on Picard decision to Official Language Network, 5 articles on Nguyen, Via Rail and Picard decisions in Justice publications.


Analysis of the Caldech decision and active member of the working group established to develop a legal risk strategy to implement the decision.

  Internal Services Accountability and Coordination Framework $0.15 M $0.03 M $0.03 M N/A N/A
Canadian Heritage Official Languages

Accountability and Coordination Framework


Results for the 2008–2013 Roadmap:


1) The Government of Canada has official languages strategies.


2) The partners are supported in the implementation of their official languages initiatives.


3) The results of the research on official languages are communicated to the partners.


4) The Minister of Official Languages is advised on official languages files.

5) The quality of information on results (financial and non-financial) provided by the partners is improved.
$13.5 M $2.8 M $2.12 M

Support to Minister of Canadian Heritage and Official Languages and senior officials in elaborating timely documentation and in insisting on quality assurance of given information and strategic advice.

Update of the Accountability and Coordination Framework on Official Languages in collaboration with partners (synthesis of the documentation, quality of information, utility of the documentation for partners).

To facilitate the implementation of the Roadmap by organizing regular meetings of interdepartmental committees of various levels, by consulting with the partners, by coordinating the collection of information for ministerial reports, by sharing timely financial and non-financial information and by preparing the organization of a symposium on research on official languages.


Implementation of the Horizontal Results-based Management Accountability Framework (HRMAF).

Support for the Minister of Official Languages and the senior managers
The Official Languages Secretariat (OLS) coordinated the Ministerial Conference on the Canadian Francophonie (MCCF) held in September 2009. For the MCCF, the OLS developed the documentation directing strategic discussions between the Minister of Official Languages and the provincial and territorial ministers at the MCCF.

Update of the Accountability and Coordination Framework
In collaboration with the other Roadmap partners, the OLS updated the Accountability and Coordination Framework. The Framework was approved on January 28, 2010 by the Committee of Assistant Deputy Ministers on Official Languages. The document as well as a communication strategy are currently in the approval process.

 

 

Coordination of the committees
As part of the Roadmap’s implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF), the OLS continued to coordinate meetings for the CADMOL and its support committees (IPC, IMCOLP and CCOLR).
In order to focus on more strategic discussions and act more like a steering committee, the CADMOL entrusted its support committees (IPC, CCOLR, IMCOLP) with the role of achieving some of its priorities, such as developing the HRMAF public document, reviewing the Accountability and Coordination Framework and language clauses, following up on language litigation such as CALDECH, Via Rail, the Caron case, etc.

Coordination of the interdepartmental committees ensures that the Roadmap is implemented effectively.

The significance of the Roadmap’s implementation and the Government of Canada’s commitment to the official languages were key themes of the 40th anniversary celebration of the Official Languages Act in 2009.

Development of the HRMAF public document
In collaboration with the Roadmap’s partners, the OLS developed the HRMAF public document, which presents the structure of the Roadmap’s activities, results and governance, as well as the strategies established to measure, assess and account for results throughout the horizontal initiative’s life cycle.

Following the publication of the Roadmap’s HRMAF by the Minister of Canadian Heritage and Official Languages, a communication strategy was established to ensure better dissemination that, more specifically, targeted the leading representatives of official-language minority communities (OLMCs), the Office of the Commissioner of Official Languages, the official language parliamentary committees, and all Canadians.
Immediate Result 3.2: Reinforced linguistic duality in federal public service.
Office of the Chief Human Resources Officer 3

Policy Direction. Partnerships and Integration Program


Integrity and Sustainability Program

Centre of excellence


Result for the 2008–2013 Roadmap:

Linguistic duality is reinforced in the federal public service.
$17.0 M $3.4 M $2.76 M

Simplified, updated and restructured official languages policy instruments to allow deputy heads to better discharge their responsibilities regarding the implementation of the Official Languages Act.

An interpretation service for policy instruments made available to institutions subject to the Official Languages Act.

Support reviewing the policy instruments of other policy centres for everything regarding official languages.

Support, opinion and advice provided to institutions subject to the Official Languages Act to better assist them in applying the provisions of the relevant policy instruments.

Information sessions and workshops offered to federal institutions to help them to better understand the requirements of the Act and of the policy instruments.

Awareness-raising activities with institutions’ senior management in need of additional support.

The 130 or so requirements contained in official languages policy instruments have been reviewed in depth and undergone a risk analysis using the Treasury Board Secretariat’s Smart Rules Charter.

8 policy instruments from other policy centres were commented on. Moreover, guidelines on social media were drafted and should be disseminated soon.

38 requests for individualized interpretation were handled.

3 horizontal interpretations were carried out. They included an interpretation for the application of the Supreme Court’s CALDECH decision.

This function was combined with the function for providing simplified policy instruments.

This function was not renewed under the reorganization that took place in 2009.

11 information sessions and workshops were offered to federal institutions. A forum on good practices was also organized.

This function is not part of the renewed functions in 2009.

  Strategic Services Program        

Renewed method of cooperation with champions to encourage stronger leadership on official languages.

Renewed method of cooperation with advisory committees to suggest ideas and encourage them to take shared initiatives to improve the overall official languages performance of institutions.

The method of co-operation was renewed. A conference of the network of champions was organized.

The method of co-operation was renewed. Advisory committees are more independent and institutions are playing a more active role in the committees’ work. 2 meetings of the DACOL and 2 meeting of the CCACOL were held.

  Integrity and Sustainability Program        

Monitoring of official languages management practices and controls in the context of conducting risk-based official languages annual reports.

An assessment of the state of official languages in the institutions that make up the core public administration in the context of the Management Accountability Framework (MAF).

An Annual Report on Official Languages presented to Parliament that gives a strategic picture of the Program in the institutions subject to the Official Languages Act while focusing on a specific theme for the year.

The method used for the annual reports on official languages exercise was completely rethought in order to base it on better risk management. Official languages management practices and control in institutions were reviewed in 2009–2010 using this new method. 77 annual reports were requested from institutions and 72 were received.

Official languages were evaluated in the context of the MAF.

The structure and content of the Annual Report were completely rethought to provide a strategic picture of the Program in institutions. The 2007–2008 report was the first to be written according to this new methodology. The 2007–2008 annual report was tabled in October 2009.

Total $1,108.4 M $235.61 M $220.79 M    

Comments on Variances:

ACOA:
EDI: Project approvals amount to $2,110,725.  However, delays in implementing projects have resulted in $348,639.00 being claimed in 2009-2010.
FRANCOPHONE IMMIGRATION: The proponent placed emphasis on holding awareness sessions directed at the communities where welcoming centers are to be opened.  Thus only one center was opened in 2009-2010 and claims for funding were therefore fewer than expected.
CED: TBS and Finance have agreed to transfer in 2010-2011 the amount of $ 1 100 000 in grants and contributions.
CIC:   Please take note that CIC’s actual spending for 2009-2010 is higher than the planned spending for the same period. In fact, an additional 2.5 million dollars (10 million dollars for four years) was taken from the department’s settlement funds for the implementation of official languages initiatives, as specified in CIC’s submission to the Treasury Board in relation to the Roadmap.
CSPS: • The Roadmap TB submission was approved at Treasure Board in December 2008 under condition (see attached). For this reason, as long as the conditions stated in the letter of decision were not fulfilled, the funds to implement the Roadmap initiatives could not be released. 
• Heritage Canada and its partners have worked to develop a more detailed management framework fulfilling the Minister's requirements.  A new presentation to Treasury Board was made in April 2009.  This time, the submission was approved and the funds were released.
• Once the funds were received for the pilot project with universities (and the other projects of the Roadmap), the staffing process started and employees joined the project in June 2009.
• A request for proposal was posted for universities to apply and a selection was made in August 2009.
 The Official announcement and launch of the pilot project was made by the Parliamentary secretary, Andrew Saxton, on October 14, 2009 at Simon Fraser University.  Up till that date, the information about the selected universities was under embargo.  This is only once the official announcement was made the School could start discussions with the universities.
• Some universities faced some difficulties to recruit students due to short deadline to proceed to the selection of the students, to familiarize them with the project and also due to administrative challenges in their organization.  Therefore, some universities became active in the initiative not in January, but in February or March 2010; one will even begin in September 2010.  The students gradually joined the pilot-project (the majority between, end of January and end of March). Due to this situation and a matter of volume the Public Service Commission and the Learning plan service of the School could not administer all the tests before the end of the fiscal year 2009-2010.  A part of the money allocated to these tasks was not spent. The tests will continue in 2010-2011. 
• For the reasons stated above, the School spent $681,401 on a budget of $ 900, 000 for the 2009-2010 fiscal year, a difference of $ 218, 599.
• However, the Canada School of Public Service expect to spend the funds that were not spent in 2009-2010 during the 2010-2011 and 2011-2012 fiscal years.
Health Canada: In 2009-2010, $2,000,000 in additional funding was provided to the 11 member institutions making up the Consortium national de formation en santé to promote its activities/programs and recruit students, to expand the scope of distance learning, to strengthen clinical training through the purchase of medical equipment and to strengthen continuous learning by recruiting teaching personnel.  In addition, some program recipients did not spend the entire contribution to which they were entitled in 2009-2010, which brought the actual spending to $36,300,000.
Industry Canada: Discrepancy is due to the creation of the Agency in August 2009. The new agency was not able to make decisions as quickly as needed. The Agency needed more time to ensure a proper implementation’s process of the programme. Thus, 1 million has been postponed to 2010-2011.
Concerning FedNor, many projects are funded on a multi-annual basis. The funds have also been postponed to 2010-2011.
Justice Canada:
CONTRAVENTIONS: The province of Newfoundland and Labrador did not sign an agreement in 2009-2010 as anticipated.
The province of Prince Edward Island did not sign an agreement in 2009-2010.
The Department has been approached by Alberta and Saskatchewan to begin discussions on the manner in which to implement a Contraventions agreement. No agreement has yet been signed.
OFFICIAL LANGUAGES: There were fewer projects than anticipated related to the training component that were received and approved in fiscal year 2009-2010.
Office of the Chief Human Resources Officer:
Centre of Excellence: In 2009-2010, the operations of the Official Languages Centre of Excellence have been aligned with the new regime for human resources management, established in response to the findings of the horizontal review of human resources management functions and to the recommendations of the Advisory Committee on the Public Service.
PWGSC:
Language Industry Initiative: Of the total authorized expenditure for 2009-2010, $800,000 was deferred to 2010-2011.
University Scholarships Program in Translation: Of the total authorized expenditure for 2009-2010, $700,000 was deferred to 2010-2011 and 2011-2012.
Western Economic Diversification Canada: Grant and Contribution (Gs&Cs) discrepancy relates to unspent amount, based on the disbursement information originating from processed claims, as opposed to EDI allocated amount for this period.
PCH (OLS):The days of dialogue and the development phase of the Official Languages Performance and Information Management System (OLPIMS) will be postponed to 2010-2011, which explain the difference between planned spending and actual spending for 2009-2010.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information: Kirk Giroux (819-997-0622)

 

1 Family Literacy Initiative: As of April 19th, 2010, 11 projects have been approved totalling $2.61M since 2008.  In fact, many of the projects approved were to be realized in multiple phases: research phases undertaken to identify the needs of the francophone minority communities and develop models or programs pertinent to the different target groups.  It will be followed by pilot testing of literacy models or programs adapted to this clientele.  The Office of Literacy and Essential Skills expects that all available funding will be engaged in the near future and that the total funding will be spent before March 31st, 2013.

2 Child Care Pilot Project: All funds allocated for the ongoing Child Care Pilot Project were spent.  A process to identify additional research projects for future years was begun during 2009-2010, but did not identify any projects that could have started during 2009-2010.

3 In February 2009, the Office of the Chief Human Resources Officer has been created. It aggregates the Canada Public Service Agency and some parts of Treasury Board Secretariat related to compensation and human resources.