ARCHIVED - RPP 2006-2007
Canadian Heritage

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Section III: Plans by Program Activity

Introduction

The purpose of Section III is to frame the key initiatives the Department developed to support the attainment of its priorities within Canadian Heritage's Program Activity Architecture. This demonstrates how the pursuit of these initiatives falls within the purview of the Department's business and by association, how the results of the initiatives help achieve the results of the PAA.

This section is divided according to the Department's two strategic outcomes, their respective program activities and the corporate services that support all of the above.

Departmental priorities and program activities at a glance
Priority	Program activity
Audio-Visual Policy Framework	Creation of Canadian Content and Performance Excellence Sustainability of Cultural Expression and Participation
Focused Arts and Cultural Policies	Sustainability of Cultural Expression and Participation Access and Participation in Canada's Cultural Life
Canada's Heritage	Sustainability of Cultural Expression and Participation Preservation of Canada's Heritage Access and Participation in Canada's Cultural Life Participation in Community and Civic Life
An Inclusive and Participatory Society	Promotion of Inter-Cultural Understanding Community Development and Capacity-Building Participation in Community and Civic Life
Canada's Cultural Interests Abroad	Sustainability of Cultural Expression and Participation Participation in Community and Civic Life
Aboriginal Languages and Cultures	Preservation of Canada's Heritage
Sport Development	Creation of Canadian Content and Performance Excellence Participation in Community and Civic Life
2010 Games	Sustainability of Cultural Expression and Participation

Strategic Outcome 1 - Canadians Express and Share Their Diverse Cultural Experiences with Each Other and the World

The Department of Canadian Heritage helps to ensure that Canadians can express their creativity, showcase their talents and share their stories and experiences through the arts, heritage institutions, cultural industries and sport activities. To achieve this outcome, the Department carries out policies and programs that support the environment needed to strengthen and share—both at home and abroad—Canada's values and its diverse voices.

The Department's efforts toward achieving this strategic outcome are delivered through the first four program activities of the Canadian Heritage Program Activity Architecture. The table below outlines the planned resources allocated to each of these supporting program activities, which combined equal the strategic outcome.

Financial and human resources of Strategic Outcome 1
	2006–2007		2007–2008		2008–2009
Program activity	$M	FTEs	$M	FTEs	$M	FTEs
Creation of Canadian Content and Performance Excellence	307.7	302	208.1	302	207.9	303
Sustainability of Cultural Expression and Participation	281.6	615	180.6	620	160.8	621
Preservation of Canada's Heritage	41.6	216	37.1	218	36.9	219
Access and Participation in Canada's Cultural Life	199.9	522	202.2	532	201.7	539
Total	830.8	1,655	628.0	1,672	607.3	1,683
Note: Financial resources are represented in millions of dollars ($M); human resources are represented in full-time equivalents (FTEs).

The figure on the next page illustrates the four program activity streams that contribute to the achievement of the first strategic outcome.

Strategic Outcome 1 – Canadians Express and Share their Diverse Cultural Experiences with Each Other and the World

Program Activity 1 – Creation of Canadian Content and Performance Excellence

Expression of culture starts with the creation of works and performance. Although excellence is what professional artists and high performance athletes strive for, its achievement requires a sufficiently supportive structure both domestically and internationally, at all levels of cultural and sport development. The Department of Canadian Heritage focuses on enabling creators to produce and athletes to perform by supporting the structure and cultural industries needed for high quality works and performances.

The Department expects two results by pursuing this first program activity: Canadian content reflective of Canada's diverse society is created and produced for domestic and international markets; and Canadians excel domestically and internationally in culture and sport.

Key initiatives

Given the breadth of programs and policies carried out under this program activity, multiple key initiatives were designed for 2006–2007 to increase the creation of Canadian content and foster performance excellence. These include:

	Corresponding PAA sub activities
CRTC Report on the Impact of Technologies on Canadian Broadcasting	1.1 Arts and Cultural Industries
Canadian Television Fund new governance structure	1.1.1 Canadian Television Fund
High performance sport programming and technically sound sport development	1.2.1 Sport Support, 1.2.3 Athlete Assistance
Benefits of hosting	1.2.2 Sport Hosting

Program Activity 2 – Sustainability of Cultural Expression and Participation

Cultural life rests on the continued existence of an intricate network of institutions, not-for-profit organizations, corporations, volunteers, professionals and audiences. This network is both resilient—it relies on considerable dedication, experience and talent—and fragile—some crucial elements of the chain are vulnerable to investment patterns, market failures, foreign competition, technological changes, labour strains and international trade rules and agreements. As an integral part of the network, Canadian Heritage fosters the sustainability of the many organizations, cultural industries, entrepreneurs, and artistic and athletic performance events comprising this rich ecosystem. It does so by assisting them to increase their ability to attract investment, achieve adequate copyright protection, present to Canadian audience, pursue international opportunities and build organizational partnerships.

The result of this program activity is vibrant cultural and sport sectors in which Canadian cultural expression and participation can thrive and remain relevant at home and abroad.

Key initiatives

This program activity encompasses a suite of activities, including the numerous initiatives listed below:

	Corresponding PAA sub activities
Telecommunications Policy Review Panel response	2.1 Arts and Cultural Industries
Canadian Feature Film Policy Audio-visual institutional renewal: Telefilm Canada and National Film Board Centralization of Canadian content certification	2.1.2 Film and Video Sector: Capacity-Building
Virtual Museums of Canada's further enhancement	2.2.2 Canadian Heritage Information Network (CHIN)
2010 Games: Strategic opportunities initiative	2.3 2010 Winter Games
International cultural trade International Strategic Framework	2.4 International
Copyright reform UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions	2.4.4 International Norm and Standard Setting
International audio-visual co-production policy	2.4.5 Capacity-building and cooperation

Program Activity 3 – Preservation of Canada's Heritage

Canadians want their stories and history to be safeguarded for future generations. The Department of Canadian Heritage plays a leading role in facilitating the preservation of and access to cultural works and practices, including film, music, Aboriginal languages, Aboriginal stories and national cultural artefacts and archives. The ultimate goal of this program activity is that Canada's diverse heritage is preserved.

Key initiatives

The key initiatives designed to support the attainment of the RPP departmental priorities related to this program activity include:

	Corresponding PAA sub activities
Canada's Museums Cultural Property Export and Import Actreview	3.1 Heritage
Canadian Conservation Institute: Returning to full function	3.1.3 Canadian Conservation Institute (CCI)
First Nation, Inuit and Métis languages	3.2.1 Aboriginal Languages and Cultures

Program Activity 4 – Access and Participation in Canada's Cultural Life

In addition to being part of the creative process, participation in Canada's cultural life can take a considerable variety of forms: reading, attending exhibitions or performances, learning through the Internet, listening to radio, watching films or television, visiting heritage sites, etc. Canadian Heritage helps to create the conditions for a wide access to and participation in the various modes of cultural exchange. The Department focuses on exposing individuals and communities to the wide array of cultural experiences, bridging challenges such as distance, community size, language and ethno-cultural diversity. The primary vehicles for engaging Canadians in cultural participation are arts activities, mass media, and heritage site and events.

The Department's efforts in this regard will yield an important result: Canadians have access to and participate in a diverse range of Canadian cultural experiences.

Key Initiatives

The key initiatives under the umbrella of this program activity include:

	Corresponding PAA sub activities
Canadian Periodical Policy	4.1.3 Publications Distribution Assistance
Canadian content Online	4.2.1 Canadian Cultural Heritage Online
Canada Travelling Exhibitions Indemnification Program	4.2.2 Exhibitions and Collections

Strategic Outcome 2 - Canadians Live in an Inclusive Society Built on Inter-Cultural Understanding and Citizen Participation

The Department's activities focus on inclusion and participation in Canadian life while reinforcing core values and shared citizenship. T he Department also works to connect Canadians across their differences through intercultural exchange, helping to reduce the tensions that could otherwise divide us and to respond to both the challenges and opportunities of an increasingly diverse society. When Canadians come together in acceptance of their differences, cultural expression becomes richer in quality and quantity, new audiences can be reached, institutions can be more responsive and sustainable, and opportunities for excellence in all cultural spheres are maximized.

Three program activities of the Department's Program Activity Architecture work to achieve Strategic Outcome 2 and its related priorities. The table below provides the total planned financial and human resources for the Department's second strategic outcome, which is the sum of resources allocated to three program activities.

Financial and human resources for Strategic Outcome 2
	2006–2007			2007–2008			2008–2009
Program activity	$M	FTEs	$M		FTEs	$M		FTEs
Promotion of Inter-Cultural Understanding	148.8	115	121.7		119	121.6		119
Community Development and Capacity-Building	250.7	167	252.2		170	252.1		171
Participation in Community and Civic Life	241.7	574	207.3		557	185.4		539
Total	641.2	856	581.2		846	559.1		829
Note: Financial resources are represented in millions of dollars ($M); human resources are represented in full-time equivalents (FTEs).

The figure on the next page presents the inventory of this strategic outcome's three program activities and their respective lower level activities.

Strategic Outcome 2 - Canadians Live in an Inclusive Society Built on Inter-Cultural Understanding and Citizen Participation

Program Activity 5 - Promotion of Inter-Cultural Understanding

The Department of Canadian Heritage fosters intercultural understanding by generating opportunities for Canadians to share experiences and learn about each other's cultures. One of the ways this is done is through the promotion of linguistic duality and of learning Canada's two official languages. The Department also supports initiatives that promote cross-cultural understanding within and between communities. With attention to the unique opportunities generated by sport activities in Canada, the Department promotes diversity as a means of enhancing intercultural experiences and understanding.

By promoting inter-cultural understanding, the Department expects to foster a society where Canadians interact across diverse communities and value the diversity and linguistic duality of Canadian society.

Key initiatives

This program activity represents the Department's deliberate efforts in promoting understanding across cultural differences so that Canadians can seize the benefits of diversity. The key initiatives designed to support this program activity are:

	Corresponding PAA sub activities
Second-language learning agreements	5.1.2 Second-Language Learning
Multiculturalism Program	5.2 Multiculturalism

Program Activity 6 – Community Development and Capacity-Building

Aboriginal and official languages communities play a uniquely important role in Canada as part of the fabric that has shaped Canadian society since its beginning. The Department of Canadian Heritage supports the development of Aboriginal organizations with programs that build on the cultural strengths of Aboriginal peoples and help Aboriginal communities and networks to thrive. Canadian Heritage also supports the development of official-language minority communities by enhancing their participation in different sectors of society and by working to ensure their vitality in all parts of the country.

This program activity seeks to advance the cultural vitality of Canada's official languages minority and Aboriginal communities.

Key initiative

The initiative carried out under this program activity is:

	Corresponding PAA sub activity
Development of official-language minority communities	6.2 Official Languages

Program Activity 7 – Participation in Community and Civic Life

An inclusive society means that all Canadians feel that they have a stake in their communities and their country; they can participate and feel that their contribution matters. The Department of Canadian Heritage programs and activities contribute to this goal by helping to address some of the key impediments to community and civic participation. This is done through initiatives that educate Canadians about their country and their citizenship, both at home and abroad, while helping to educate the rest of the world about Canada. It is also achieved through the development of sport participation and volunteerism in communities. Youth programs generate opportunities and encourage participation. Targeted measures for ethno-cultural and ethno-racial communities assist these groups to more effectively participate into all aspects of Canadian life. Targeted measures for Aboriginal communities, including Aboriginal youth and women, support the participation of Aboriginal peoples and build upon Aboriginal cultures.

As a result of the activities that foster participation, the Department will become more engaged in Canada's communities and civic life.

Key initiatives

This program activity comprises the following key initiatives:

	Corresponding PAA sub activities
Canada's Action Plan Against Racism Historical redress	7.1 Multiculturalism
Opportunities for sport participation	7.4.1 Sport Support
400th anniversary of Québec in 2008	7.6.1 Celebration, Commemoration and Learning
Canada's participation in international expositions	7.7.1 International Expositions
2010 Games: Strategic opportunities initiative	7.8 2010 Winter Games

Corporate Services

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

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

Performance measurement

The Management, Resources and Results Structure Policy is the basis for departmental reporting to Parliament through the Estimates documents, Public Accounts, Reports on Plans and Priorities and Departmental Performance Reports. Departments should ensure that their information systems, performance measurement strategies, reporting, and governance structures are consistent with and support their organization's Management, Resources and Results Structure and reflect the manner in which resources are actually managed and allocated in the organization.

To ensure the best value of the programs, policies and services it delivers to benefit Canadians, the Department of Canadian Heritage must have a clear expectation of what its activities will achieve, then monitor their results and make adjustments as required. Finally, the Department evaluates the performance of its activities and learns from those experiences in order to improve the choices it makes next. These are the basic tenets of integrating performance measurement information into any organization.

During the next fiscal year the Department of Canadian Heritage will follow-up or introduce a number of activities for continuous improvement of departmental performance measurements. These activities include:

The launch, in March 2005, of a refined senior management committee structure to improve governance and decision making in the Department and better position itself to respond to the Government's management and policy agenda. Built into this refined structure is the newly created Operations and Management committee, which creates time and room in the senior management agenda to consider courses of action with regard to key operational and management strategies in a horizontal manner. The Operations and Management committee will be tasked with an analysis of key standard agenda items, such as the results of the Management Accountability Framework (MAF) evaluation, the Management, Results and Resources Structure (MRRS), the Program Activity Architecture (PAA), external planning and reporting documents such as Report on Plans and Priorities (RPP) and Departmental Performance Report (DPR), as well as business planning and mid-year review.

The Integrated Planning and Reporting Model (IPRM) at Canadian Heritage guides the Department's planning and reporting cycle with a view to improve the linkages between those exercises. The year 2006–2007 marks the final year of the three-year implementation of the IPRM throughout the Department. The next step is one of continuous improvement by exploring ways to refine the existing model based on the lessons learned from previous years, and in light of the recent implementation of the Management, Resources and Results Structure across government.

An update of the PAA will allow the Department to pursue the review and refinement of its PAA primarily at the sub-activity and sub-sub-activity levels in order to strengthen the linkages between these activities and their contribution to the departmental strategic outcomes to reflect the government's policy agenda.

In addition to corporate initiatives to improve performance measurement, work is also being done at the individual sector-level, which will feed into the broader departmental performance measurement strategy. Further to the November 2005 Auditor General Report on Support to Cultural Industries, the Department's Cultural Affairs Sector created a Directors' Results Table to respond to the need to clarify both the Department's strategic objectives and the results it wants to achieve in the next few years in terms of the support it provides to cultural industries.

Specifically, the objective of the Cultural Affairs Sector Directors' Results Table is to review and clarify the Sector's existing strategic objectives and results statements with a view to specifying the expected impacts of the Sector's activities; review and update, where necessary, establishing performance indicators and targets; and, identify the timeframe for achievement. In 2006-2007, once the Results Table has made significant progress, the results, indicators and targets identified will be considered for use in the Department's MRRS.

Planned results and performance indicators

These activities will allow the Department to better integrate performance management information and improve results reporting.

The indicators that will be used to measure the success of these activities include:

• a program activity architecture that accurately reflects how the Department allocates and manages its resources to achieve measurable results;
• strategic documents, such as the Department's MRRS and business plans, which clearly demonstrate their logical linkages with the PAA; and
• departmental reports like the Report on Plans and Priorities (RPP) and the Departmental Performance Report (DPR) are based on measurable results that clearly demonstrate their logical linkages with the PAA.

Milestones and timeframe

Year 1: 2006–2007

Monitor the implementation of the refined senior management committee structure to ensure improved governance and decision making in the Department.

Continue to improve the Integrated Planning and Reporting Model.

Develop a self-assessment tool on management practices based on the indicators set out in the Management Accountability Framework.

Review and refine the performance measurement framework of the PAA.

Create better linkages between the external reporting documents and the Department's MRRS/PAA, by using the information provided in the structures as a basis for presenting planning and reporting information in the reports.

Carry out the Cultural Affairs Sector Directors Results Table

Year 2: 2007–2008

Implement the MAF self-assessment tool to monitor the performance of the Department in carrying out its business according to the standards of the MAF and identify measures to adjust its management practices accordingly.

Risk-based decision-making

For senior executives and managers, their awareness of risk has been significantly raised in the past few years given the strengthened government accountability to Parliamentarians and all Canadians for the management of public funds and the results achieved. This new era of greater accountability and transparency places a growing demand on departments to implement mechanisms to better identify and manage risks to its business.

Accordingly, the Department of Canadian Heritage is committed to identify and respond to risks effectively and integrate risk management into key decision-making. The issue today is not why the Department should practise good risk management; the issue is how. Increasingly, senior executives and managers expect effective risk management to be part of how they are accountable. Increasingly they will be challenged to answer: What did you know? When did you know? What did you do about it? Implicit in those questions are others: How did you know? What mechanisms did you use to escalate notification and respond to these risks? As such, departmental stewardship, accountability and performance results, organizational values and ethics, and governance are reviewed where public funds are at risk.

In 2006–2007, the Department will take a more coherent and integrated view of integrated risk management related initiatives at all levels - governance, corporate, program and project. In doing so, the department will be in a better position to take a more systematic and evidence-based approach to identifying, analyzing/assessing and reporting on its risks (at the corporate level) and develop management improvement strategies with respect to the overall management and administration of grants and contributions. This will be done primarily through the annual Corporate Risk Profile. The development of an enterprise-wide approach to integrated risk management will permit greater information sharing and learning across program and corporate areas and will better equip senior management with the appropriate tools to enable better planning and informed decision-making.

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

Planned results and performance indicators

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

The indicators that will be used to measure the success of the initiative include:

• focal point for risk management established and resourced adequately;
• risk management practiced across all areas – corporate, programs and regions;
• annual corporate risk profiling;
• a risk-based approach to audit and evaluation planning ;
• risk management integrated into business planning, priority-setting, resource allocation and reporting;
• risk management to support key decision-making; and
• governance established at all levels.

Milestones and timeframe

Year 1: 2006–2007

Establish a departmental focal point for risk management linked to key departmental functions and governance.

Develop the Corporate Risk Profile and a Risk-Based Audit and Evaluation Plan using an evidence-based approach.

Integrate risk management into business planning, priority setting and resource allocation.

Year 2: 2007–2008

Build organizational and governance capacity for risk management across the department.

Create a risk-smart workforce and environment.

Service improvement

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

Feedback from the Department's clients obtained by using the TBS's Common Measurements Tool (CMT), has revealed a demand for services that are more client-centred, timely and cost effective. These three areas form the basis of a new vision for service delivery in the Department.

To realize this vision and build on the service improvements accomplished to date, in 2005–2006 the Department commissioned the development of a multi-channel Service Improvement Roadmap (SIR). The purpose of the SIR is to examine current departmental systems and processes of service delivery to clients and map them in order to leverage best practices and to recommend possible improvements. Beginning in 2006–2007, the Department will launch a number of projects stemming from the SIR, including new approaches, tools, and mechanisms, with a particular emphasis on electronic accessibility systems to transform service delivery in response to client needs.

Planned results and performance indicators

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

Milestones and timeframe

In 2006–2007, the Department will validate the Service Improvement Roadmap as a multi-year plan, and start foundation projects, some of which will span two years or more.

Years 1 & 2: 2006–2007 to 2007–2008

Implement Service Improvement Roadmap foundation projects, including: establish the service improvement planning and monitoring framework; pilot service standards and finalize business process mapping; implement an on-line transaction system within a multi-channel delivery environment for the Canadian Audio-Visual Certification Office and three pilot programs; initiate an e-form project as a complement to the on-line transaction system project; and initiate a change management program through communication and training.

Use service standards created with the SIR to address requirements in the External User Fees Policy and User Fees Act and the administration of service standards.

Year 2: 2007–2008

Review and revise service channel profiles. (Ongoing)

Year 3: 2008–2009

Finalize the implementation of the Service Improvement Roadmap projects.

Identify opportunities to align departmental services and seek opportunities to collaborate with Service Canada.

Report on the success of the Roadmap and make adjustments as needed.

Human resources initiatives

In 2006–2007, the Department of Canadian Heritage will enter its fourth year of integrated business and human resources planning explicitly aligned with the Department's business pressures.

Human resources planning will continue to be driven by organizational dashboards that provide managers with key demographic and survey data to assist them to chart the best course for their organizations. An important element of the dashboards will be three indices drawn from employee survey data: a Learning Culture Index, a Business Health Culture Index and a Fairness Perception Index, which will provide snapshots of areas of strength and weakness to focus planning, organizational development and performance review.

Planned results

A fair, enabling, healthy and safe workplace that exhibits:

• fair employment and workplace practices and effective labour relations;
• clear direction, collaboration, respect and support for employees' linguistic rights, diversity and personal circumstances; and
• a healthy and safe physical and psychological environment.

A productive, principled, sustainable and adaptable workforce that is:

• committed with the size, mix of skills and diversity of backgrounds to competently perform its duties;
• reflective of Canada's population, respectful of Canada's official languages and that performs its duties guided by the values and ethics of the Public Service;
• renewable and affordable over time; and
• versatile, innovative and engaged in continuous learning.

Milestones and timeframe

Based on its strategic human resources and workplace management framework, the Department will pursue three overarching corporate strategies over the next two years to guide how it will build, strengthen and support an inclusive workplace. Key elements of these three strategies will be:

Year 1: 2006–2007

Canadian Heritage Resourcing Strategy and Action Plan.

Canada School of the Public Service Required Learning.

Public Service-wide Employee Survey Response.

Year 2: 2007–2008

Update core strategies in response to emerging business needs and other environmental pressures.

Over the course of the planning period, the Human Resources and Workplace Management Branch will realign its organizational structure and functions to ensure that it is well positioned to effectively implement these strategies.

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