ARCHIVED - RPP 2007-2008
Canadian Heritage

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Section II:  Detailed Plans by Priority

Introduction

Section II of the Report provides a description of each departmental priority and the details on the key initiatives in each of the priority areas.

Departmental Priorities and Key Initiatives at a Glance
Priority	Type1	Key initiatives
Audio-Visual Policy Framework	Ongoing	Responding to the Evolving Canadian Broadcasting Environment Canadian Feature Film Policy Audio-visual Institutional Renewal:  Telefilm Canada and National Film Board Centralization of Canadian Content Certification International Audio-Visual Co-Production Framework
Focused Arts and Cultural Policies	Previously committed	Copyright Reform Canadian Periodical Policy Canadian Content Online
Canada’s Heritage	Previously committed	Canada’s Museums Strengthening Protection of Cultural Heritage through the Cultural Property Export and Import Act Virtual Museum of Canada:  Strategies for Enhancement and Increased Participation Canadian Conservation Institute:  New approaches to Service Delivery Exhibits and Collections Knowledge Exchange:  Strategies for Enhancement and Growth 400th Anniversary of Québec City in 2008
An Inclusive and Participatory Society	Previously committed	Second-language Learning Agreements Development of Official-Language Minority Communities Enhanced Multiculturalism Initiatives to Address Barriers and Increase Participation Canada’s Action Plan Against Racism Historical Recognition Sustainability of Aboriginal Friendship Centres
Canada’s Cultural Interests Abroad	Previously committed	Strengthening the Cultural Sector Internationally through Increased Cultural Exports Implementation of UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions Shanghai 2010 and Canada’s Participation in International Expositions
Aboriginal Languages and Cultures	Previously committed	First Nations, Inuit and Métis Languages
Sport Development	Previously committed	Federal Policy for Hosting International Sport Events Response to the Road to Excellence Plan
2010 Olympic and Paralympic Winter Games	Previously committed	2010 Games:  Strategic Opportunities Initiative

¹As per the TBS Guide to the Preparation of Part III of the 2007-2008 Estimates (p. 21), the priorities should be identified as new; ongoing; or previously committed.

Overview of Departmental Priorities

At the turn of the 21st century, Canada, like many other countries, is experiencing major technological, economic and demographic changes.

The impacts of globalization are now very visible and can be seen in the growing diversity of Canadians and their backgrounds, population mobility, where the products we buy come from, and the access we have to the world’s many cultures with just the click of a mouse. The world is changing rapidly, and technologies are constantly evolving.

In this context, the Department of Canadian Heritage seeks to make Canada a place with an active and inclusive cultural and civic life. By taking into account and even anticipating these changes, the Department is continually reviewing and adjusting its programs and policies to ensure that they meet the needs of Canadians.

In order to achieve this, the Department’s programs and policies are guided by these considerations:

• responding to the needs of Canadians;
• setting objectives and outcomes that are clear;
• offering real value to Canadians; and
• ensuring efficient and responsible management.

In light of these considerations, eight priorities for the Department have been identified to respond more effectively to current and future challenges:

• Audio-Visual Policy Framework;
• Focused Arts and Cultural Policies;
• Canada’s Heritage;
• An Inclusive and Participatory Society;
• Canada’s Cultural Interests Abroad;
• Aboriginal Languages and Cultures;
• Sport Development; and
• 2010 Olympic and Paralympic Winter Games.

Audio-Visual Policy Framework

Context:

Rapid changes in technology and market forces profoundly transform the way Canadian cultural products are created, disseminated and consumed. Evolving digital and other technologies, as well as radically different distribution platforms and industry convergence, have placed stress on legislation, policies and regulatory institutions that were designed for an environment of the past. Citizens, consumers and industry all need an audio-visual policy framework that responds to today’s realities and also meets future challenges.

Activities this year will focus on strengthening the Canadian audio-visual framework by improving the management and efficiency of federal institutions and policies. Key elements of this initiative will review the support given to cultural creators, producers and distributors, in reaching Canadians and the world, and in providing top-quality programming and services. Better use of complementary public and private contribution towards building a sustainable production industry will allow for ongoing access to Canadian content.

Actions:

• reviewing the CRTC report of December 2006 on the impact of evolving technologies on the broadcasting industry and consumer behaviour, then developing a coordinated approach for the necessary regulatory framework, and stabilizing support for production of Canadian content;
• reviewing and adjusting the Canadian Feature Film Policy;
• reviewing and modernizing the legislation for Telefilm Canada and the National Film Board;
• centralizing Canadian content certification for audio-visual products; and
• developing a new international audio-visual co-production framework.

Focused Arts and Cultural Policies

Context:

The arts and cultural sector is not exempt from the impact of technological changes. These changes provide artists with new mediums and give creators the opportunity to experiment. They enable them to reach audiences in real time, without going through a third party. However, even though technological advances open the way for innovation and renewed creativity, they do bring with them challenges for the arts and cultural community and for government, especially in terms of balancing the rights of creators and consumers. The Department continues to enhance its arts and cultural policies.

Actions:

• reforming copyright;
• reviewing the Canadian periodical policy framework; and
• reviewing the Canadian Culture Online Strategy.

Canada's Heritage

Context:

Museums have a duty to preserve their collections, to regularly renew their exhibitions, to use cutting-edge communications technologies and to try to reach new audiences. They help forge a common Canadian identity and link the various communities who have played and continue to play an important role in the social fabric of our country.

The Department needs to ensure that its legislative, policy and program instruments continue to be effective in achieving federal heritage objectives in response to the changing needs of museums and other heritage institutions.

In addition to assistance to museums and other organizations, the Department also has an important role in helping to support celebrations and commemorations to mark key events in Canada’s history and in recognizing significant items in the history of our country.

Actions:

• developing a renewed federal vision for museums in the 21st century;
• strengthening protection of cultural heritage by reviewing requirements of the Cultural Property Import and Export Act;
• developing collaborative online space for museums to engage Canadians in interactive learning;
• implementing new approaches for the delivery of services by the Canadian Conservation Institute;
• facilitating access to Canadian cultural heritage through the exchange of artefacts and travelling exhibitions in Canada;
• increasing learning content in the “Knowledge Exchange,” the online space for museum professionals and volunteers; and
• supporting the 400th anniversary of Quebec City in 2008.

An Inclusive and Participatory Society

Context:

Canadians, whether they are newcomers or born in Canada, contribute to the growing linguistic, cultural and religious diversity of our society. This diversity holds tremendous potential in terms of economic competitiveness, cultural wealth and Canada’s international image, but it also creates challenges because of the risk of polarization and fragmentation among these communities, particularly in major urban centres.

While many members of ethno-cultural/racial communities fully participate in all aspects of Canadian life, others encounter barriers to their full social, economic and cultural participation. By means of its programs and initiatives, the Department of Canadian Heritage is working to identify these barriers. The Department uses a number of approaches:  combating racism; promoting multiculturalism; supporting second-language learning; and fostering intercultural understanding through better knowledge of ethno-cultural/racial communities’ history and contribution to Canada or through strengthened links between communities.

Actions:

• advancing agreements in support of second-language learning;
• fostering the development of official-language minority communities;
• encouraging greater participation by ethno-cultural/racial communities through targeted initiatives and effective partnerships with federal institutions;
• continuing to implement Canada’s Action Plan Against Racism;
• raising community and public awareness about historical recognition programs; and
• developing and implementing a business plan to ensure that Aboriginal Friendship Centres are sustainable in the long term.

Canada's Cultural Interests Abroad

Context:

Canada’s athletes, artists and creators are international ambassadors who showcase Canada to the world. Today’s globally integrated economy and society requires greater international engagement by the Department of Canadian Heritage to achieve domestic objectives and promote the interests of Canada abroad. Increasingly, domestic issues such as building our cultural industries, improving export performance, or creating a fair competitive environment for our athletes, require global solutions. Moreover, the border between domestic and international affairs is blurred by changes resulting from globalization and technological advances, and by global migration and increased diversity at home and abroad. These global trends have a direct impact on Canada’s cultural and sport policies and programs.

To meet these challenges, Canadian Heritage is committed to working in close cooperation with the Department of Foreign Affairs and International Trade to lead initiatives to support its key international objectives, to showcase Canadian excellence abroad, to expand foreign opportunities for Canadian cultural trade and expertise, to ensure effective representation of Canadian cultural interests and policy in international trade negotiations, to promote the importance of the diversity of cultural expressions, and to foster democracy and pluralism by sharing Canadian experiences and best practices in the areas of culture, sport, identity, and governance.

Actions:

• implementing the cultural trade strategy;
• promoting the widespread and timely ratification of the UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions; and
• planning Canada’s participation in the international exposition in Shanghai in 2010.

Aboriginal Languages and Cultures

Context:

Language is the cornerstone of cultural identity and survival. The latest studies suggest that, of the more than 50 Aboriginal languages spoken in Canada, only three - Cree, Ojibway and Inuktitut - are considered to be strong enough to survive in the long-term. The remaining languages are in varying states of decline.

In the dialogue between the Government of Canada and Canada’s Aboriginal peoples, the importance and the distinct nature of First Nations, Inuit and Métis cultures and languages have long been recognized as an important issue, which requires new approaches.

Action:

• developing new approaches to support Aboriginal languages.

Sport Development

Context:

Sport has the potential to strengthen communities at home and abroad as well as improve health, social inclusion and overall quality of life in Canada.  Yet evidence indicates that Canadians are becoming increasingly sedentary, and are not participating in sport at the same levels they have in the past.  In line with the Department of Canadian Heritage Act, the Physical Activity and Sport Act and the Canadian Sport Policy, the Department seeks to encourage, promote and develop sport in Canada through program support to the sport community and collaborative efforts with the provinces and territories.

Hosting international sport events has significant sport, social, cultural and economic benefits, while providing Canadian athletes access to upgraded facilities, modern equipment and a higher level of competition; it furthers the potential achievement of podium results at both winter and summer Olympic and Paralympic Games, and world championships.

Actions:

• strengthening Canada’s approach to hosting international sporting events through the implementation of a national hosting policy; and
• enhancing the sport system to support achievement of podium results at Summer Olympic and Paralympic Games through fair and ethical means.

2010 Olympic and Paralympic Winter Games

Context:

Since the award of the 2010 Winter Games to Vancouver and Whistler in 2003, the Government of Canada has been working with its partners to ensure success.  With three years remaining to the Opening Ceremonies, the Government of Canada will continue to work in partnership to ensure that the organization and delivery of the 2010 Winter Games reflect Canadian values and diversity and extend participation opportunities and benefits to Canadians in all regions, making them ‘Canada’s Games.’

Consistent with the Policy for Hosting International Sport Events, the Government of Canada will provide essential federal services and direct funding support, as hosting the 2010 Winter Games in Vancouver and Whistler will yield significant, net economic, social, sport and cultural benefits to Canadians.

In November 2002, the Government of Canada signed a comprehensive Multiparty Agreement (MPA) with the Vancouver Organizing Committee, the Province of British Columbia, the City of Vancouver, the Resort Municipality of Whistler, the Canadian Olympic Committee and the Canadian Paralympic Committee.  The MPA sets out the commitments and expectations of all parties, including financial contributions, legal responsibilities (including official languages obligations), and sport legacies.

The Department of Canadian Heritage manages the federal funding for the 2010 Winter Games to ensure the accountable and transparent use of public funds.  The Department also acts as a focal point for the Government of Canada’s participation by providing leadership, advice and support to interdepartmental and intergovernmental engagement in the 2010 Winter Games and related initiatives, and ensuring Canada’s obligations for the delivery of essential federal services are respected.

Actions:

• leveraging the 2010 Winter Games to advance the interests of Canadians.

Priorities and Key Initiatives

Priority - The Audio-Visual Policy Framework

The Department of Canadian Heritage will give continued focus to Canada’s broadcasting and audio-visual policy.  This priority will focus on a range of initiatives to ensure programs related to film and broadcasting are meaningful and reflect changes in new media and evolving technologies, thereby ensuring that Canadians have a current and relevant policy framework. 

Responding to the Evolving Canadian Broadcasting Environment

CRTC Report on the Impact of Technologies on Canadian Broadcasting

Technology is rapidly changing the broadcasting landscape, leading to the emergence of multi-disciplinary media companies containing, among others, converged telecommunication, broadcasting, film production and print business lines. The Government recognized that in an era of rapid technological change, Canada’s broadcasting industry is faced with both challenges and opportunities to explore evolving technologies and ways of accessing their audiences while ensuring Canadians have the programming choices and services they demand. As an important first step towards modernizing Canadian broadcasting policy, pursuant to Section 15 of the Broadcasting Act, the Government directed the Canadian Radio-television and Telecommunications Commission (CRTC) to report on the impacts of technological change on Canadian broadcasting as a whole.

On December 14, 2006, the CRTC submitted a report entitled The Future Environment Facing the Canadian Broadcasting System. This report is available at:  (http://www.crtc.gc.ca/eng/publications/reports/broadcast/rep061214.pdf).

Planned results and performance indicators

The CRTC’s 150-page report provides a factual synthesis of research and comments from the public and broadcasting stakeholders. It addresses issues of the evolution of audio-visual technologies, their usage by Canadians, and the impact of new platforms and technologies on the Canadian broadcasting system. The report will serve as an environmental scan to inform broadcasting policy decisions regarding the future of the broadcasting system.

Milestones and timeframe

Year 1:  2007-2008

Review and examine the issues raised in the CRTC report.

Work with Industry Canada to provide a coordinated approach to regulating the communications sector.

Stabilizing Support for the Production of Canadian Content

Given the new realities facing the broadcasting system, an immediate priority for the Government is to ensure stability in support for the production of Canadian content. Currently both public and private funds flow through the Canadian Television Fund (CTF) to the production sector with the objective of assisting in the creation and broadcast of  high-quality, culturally significant Canadian television programs in both official languages during peak viewing hours and to build audiences for these programs. The CTF's annual revenues come from two sources:  cable and satellite distributors and the federal government.

The CRTC has established a Task Force to review issues related to the funding of Canadian programming and the governance of the CTF and is expected to report by August 31, 2007. The Department of Canadian Heritage will provide factual information to assist the CRTC in this important work. The Government’s objective is to ensure the long-term sustainability of Canadian content production.

More information on the Canadian Television Fund is available at:  (http://www.pch.gc.ca/progs/ac-ca/progs/fct-ctf/index_e.cfm).

Planned results and performance indicators

Productions of high-quality, distinctly Canadian television programming will be measured by calculating the number of hours of new Canadian programming developed and produced with CTF support and the number and nature of awards and critical acclaim for CTF-supported productions.  The CTF will also report on the success of CTF-supported productions with Canadian audiences, by language and by genre.

Milestones and timeframe

Years 1 and 2:  2007-2009

In emphasizing the Government commitment to support the production of Canadian content, the Minister of Canadian Heritage announced on January 26, 2007 the renewal of the Government funding to the CTF for two additional years (2007-2008 and 2008-2009).

Canadian Feature Film Policy

In 2000, the Department of Canadian Heritage established a policy to support Canadian feature films, entitled From Script to Screen.  A recent independent evaluation of the policy, public opinion polling and the report on the Canadian film industry by the Standing Committee on Canadian Heritage, concluded that the majority of objectives and targets set in the policy were met.  However, the success of Canadian feature films has been mixed - French-language films have achieved audience success while English-language films have not achieved the same results. It is clear that French and English feature film markets face different challenges and realities. The Department will continue to work to address these issues through consultations.

Planned results and performance indicators

A plan will be developed to identify factors contributing to the differences in audience success between French and English films and build subsequent changes to existing policy for the coming years. 

Milestones and timeframe

Year 1:  2007-2008

Continue consultation with the industry and stakeholders on adjustments to the Canadian Feature Film Policy.

Make adjustments to the Canadian Feature Film Policy.

Audio-visual institutional renewal:  Telefilm Canada and National Film Board

Recent studies, such as those from the Standing Committee on Canadian Heritage, have recommended that the mandate of Telefilm Canada, the National Film Board (NFB) and other federal cultural agencies be better aligned toward common objectives, while clearly delineating their roles and responsibilities.

Telefilm Canada was created in 1967 to foster and promote the development of a feature film industry in Canada.  Over the years, Telefilm Canada’s responsibilities were expanded to include television and new media.  In 2005, the government amended the Telefilm Canada Act to reflect the current activities of the corporation and indicated its intention to modernize the legislative framework. 

The NFB was created by an act of Parliament in 1939. Its mandate, as set forth in the National Film Act, 1950, is to produce, distribute and promote the production and distribution of films designed to interpret Canada to Canadians and to other nations. In recent years, the NFB has focussed its activities mostly on the production of documentaries and animation films.

Planned results and performance indicators

This initiative will result in proposed legislation that establishes a modern governance and accountability structure and the appropriate powers to respond to the realities of the Canadian audiovisual industry in the 21st century.  An examination of Telefilm Canada and NFB following legislative changes will be used to assess the success of its renewal.

Milestones and timeframe

Year 1:  2007-2008

Introduce legislation.

Centralization of Canadian content certification

A number of reports, including the Standing Committee on Canadian Heritage’s 2003 Report on Broadcasting, called for the centralization of Canadian content certification processes.  Four federal audio-visual support partners currently assess the Canadian status of productions for their respective programs and responsibilities - the Canadian Audio-Visual Certification Office (CAVCO), the Canadian Television Fund (CTF), Telefilm Canada, and the Canadian Radio-television and Telecommunications Commission (CRTC).  The Government has identified CAVCO as the central organization to certify core elements of Canadian content.

The centralization initiative is led by the System Council, an inter-departmental group of senior representatives from the Department of Canadian Heritage, CRTC, CTF, Telefilm Canada and the Canada Revenue Agency (CRA).  The Department is working with these partners to simplify and improve the coherence, accountability and transparency of Canadian content certification.

The information technology component is a pivotal aspect of the centralization initiative and presents certain challenges. Automating business processes is a time consuming and complex endeavour particularly in this case given the need to link four different agencies.

Planned results and performance indicators

Centralizing the certification of Canadian content will provide Canadian producers with a simpler and more coordinated process to reduce the administrative burden for producers.  It will bring greater coordination and consistency in certificate decisions at the federal level and create a more efficient certification process.

Milestones and timeframe

Year 1:  2007-2008

Prepare CAVCO to take on centralized functions.

Pursue legislative and regulatory amendments to support centralization, if applicable.

International Audio-Visual Co-Production Framework

Canadian audio-visual producers are operating within the international audio-visual production community to finance and sell their productions.  Given the importance of international audio-visual co-production to Canada’s objectives for this sector, the continued demand from countries wishing to enter into agreements with Canada, and changes in other countries’ (notably in the European Union) approaches and practices relating to co‑productions, a review of the framework has been undertaken.

The purpose of the review is to examine and refine the objectives of co-production, ensure that they are properly aligned with other federal audio-visual policies and programs, and with overall government objectives.

Planned results and performance indicators

Over time, the review will result in clearer objectives for official co-production between Canada and foreign partners, selection criteria for new partners, and an integrated performance measurement framework.  Key indicators of success include the timely completion, adoption and implementation of a revised framework for international audio-visual co-production.

Milestones and timeframe

Year 1:  2007-2008

Consult stakeholders on the draft framework.

Issue new framework for international audio-visual co-production and communicate objectives to Canadian industry stakeholders and main international partners.

Years 2 and 3:  2008-2010

Begin the multi-year implementation strategy completed through international treaties.

Priority - Focused Arts and Cultural Policies

Expanding on the 2005-2006 priority “Facilitating the Transition to the Digital Economy”, the focus includes the challenges inherent in building, protecting and promoting Canadian content in a technologically advanced world where citizens will continue to have access to so much cultural content from around the world.  Closely linked to the Audio-Visual Policy Framework priority, the key initiatives under this priority focus on policy related to copyright, periodicals and to encourage Canadian content on the Internet.

Copyright reform

Copyright protection provides the fundamental legal underpinning for fostering the creation and dissemination of cultural products.  Cultural industries relying on copyright protection, such as music, film and software, contribute significantly to Canada’s economy and growth. The Canadian Copyright Act seeks to achieve a balance, in the public interest, between recognizing the rights of the creators and owners of copyright works, and the access and dissemination of these works.  Technological advances, the development of new business models, and virtually unlimited access to creative works, have revealed challenges for the Act. 

In the fiscal year 2007-2008, the Department in coordination with Industry Canada, is preparing to amend the Copyright Act in order to allow Canada to implement the provisions of the two most recent World Intellectual Property Organization treaties on copyright and to address issues related to technological advances and the Internet.

More information is available at:  
(http://www.pch.gc.ca/progs/ac-ca/progs/pda-cpb/reform/index_e.cfm).

Planned results and performance indicators

Proposed legislative changes will be designed to provide adequate copyright protection and fair compensation for rights holders and allow reasonable access to the public in line with international standards.

Milestones and timeframe

Year 1:  2007-2008

Undertake consultations to develop the approach to reform the Copyright Act and address outstanding issues regarding amendments to the Act.

Introduce legislation.

Canadian Periodical Policy

The Department of Canadian Heritage supports the creation and dissemination of Canadian magazines, periodicals and community newspapers through different program and policy mechanisms, including the Canada Magazine Fund (CMF) and the Publications Assistance Program (PAP).  Canada Post, a Crown corporation, also participates in funding and administering the PAP. 

Canada’s large geographic scope and limited population base cause Canadian periodicals to be highly dependent on a strong, subscription-based domestic periodical industry.  While recent evaluations of the PAP and the CMF were positive, a review of federal funding initiatives is required, particularly in light of the changing business environment for the periodical industry, constant increases in distribution costs, and questions about the future role of Canada Post in the PAP.

The Government recently directed Canada Post to continue its funding contribution to the PAP until 2008-2009. This period of relative stability provides a window for the Government to examine its Canadian periodical publishing policy.

Canadian Heritage will review how effectively its Canadian periodical programs and policy serve Canadians, and make any necessary adjustments to ensure that they are effective in assuring Canadian Heritage policy goals.

Planned results and performance indicators

The Department’s review of its Canadian periodical support framework will lead to changes to ensure the programs remain relevant and that the program funding is as effectively targeted as possible. Some of these changes will reflect the challenges faced by the industry in creating content and distribution, and the partnership with Canada Post. The Department will examine future evaluations or studies to measure the effectiveness of any actions taken as a result of the review.

Milestones and timeframe

Year 1:  2007-2008

Consult with stakeholders on policy approaches to Canadian periodicals.

Develop policy and program options.

Year 2:  2008-2009

Introduce changes to program and/or structures accordingly.

Year 3:  2009-2010

Implement the new policy.

Canadian Content Online

Since 2001, the Canadian Culture Online (CCO) Strategy has been a primary instrument to help ensure Canadians have access to Canadian cultural content in both English and French through the Internet, and increasingly through other delivery vehicles such as cell phones and MP3 players.

Given the dynamic nature of digital interactive media, the Department of Canadian Heritage will undertake a review of the Canadian Culture Online Strategy over the next two years.  The review was initiated by an evaluation of the support program for the new media  sector - the Canada New Media Fund - completed in 2006.  It will be followed by an evaluation of the overall CCO strategy, which includes:  support for the creation of digital cultural content by federal agencies with cultural collections; heritage institutions and cultural and community organizations; portals, including Culture.ca and the Virtual Museum of Canada; funding assistance for applied research and development in new media technologies; and sectoral assistance to the new media industry to help Canada remain a leader in interactive cultural content. The evaluation will review the development of the new media industry and frame the appropriate role for the federal government in pursuit of cultural goals.

More information about the Canadian Culture Online Strategy and the Canada New Media Fund is available at:  (http://www.pch.gc.ca/pcce-ccop/); and (http://www.telefilm.gc.ca/03/311.asp?lang=en&fond_id=3).

Planned results and performance indicators

The goal of this initiative is to revise the CCO strategy with a view to clarifying the role of the federal government with respect to the new media industry, and the best means of pursuing federal objectives for consideration by the government by end of March 2008.

Milestones and Timeframe

Year 1:  2007-2008

Implement revised measures for supporting the new media industry in keeping with the summative evaluation completed in 2006.

Consult with new media industry and other stakeholders to assess current and potential development and determine what types of federal support might be needed for this industry.

Complete the summative evaluation of the entire Canadian Culture Online Strategy, assess current and future needs, including those identified above, and present a revised strategy for government approval, as appropriate.

Years 2 and 3:  2008-2010

Implement the revised strategy for Canadian Culture Online once approved.

Priority - Canada's Heritage

Canada’s history and heritage play a fundamental role in Canadians’ sense of identity.  The Government of Canada has a responsibility, along with others, in preserving Canada’s heritage and ensuring that as many Canadians as possible have access to it.

Canada's Museums

In communities large and small, Canada’s museums and archives serve to protect, preserve, and present heritage for this and future generations.

The Government of Canada’s first responsibility is to ensure that the national museums as well as Library and Archives Canada can play the role intended of them.  They are the only institutions with mandates to preserve and present the heritage of the entire country. The government is taking steps to address longstanding capital and infrastructure challenges faced by these institutions.

It is important that these institutions extend their reach beyond the National Capital Region.  They do so in a number of ways:  through travelling exhibitions presented in other institutions; by lending objects; and through websites.  The government is encouraging its institutions to ensure that high priority is placed on making national collections widely accessible to Canadians.

Other museums across Canada reflect the history of regions and communities that make up the fabric of the country. The Government of Canada supports these institutions in a number of ways:  by sharing the research and expertise of its two national centres of excellence - the Canadian Conservation Institute and the Canadian Heritage Information Network; by indemnifying travelling exhibitions; by encouraging donations of outstanding objects through tax incentives; and by support through the Museums Assistance Program.

The Auditor General has called for more clarity with respect to the roles and responsibilities that are shared by the federal government and other partners from the public and private sectors, and a clearer definition of the results that are desired with respect to the protection of Canada’s cultural heritage.  As an important further step in responding to this call, the Department will develop criteria for identifying collections of outstanding national importance. Such collections are held by many museums across the country.

Planned result and performance indicators

The planned result is enhanced accessibility to Canada’s rich and diverse heritage now and in the future.

A key result for 2007-2008 is a more focused definition of the federal role in achieving this objective.  Specific results are detailed below.

Milestones and timeframe

Year 1:  2007-2008

Develop a renewed federal vision for museums in the 21st century.

Develop criteria for identifying collections of outstanding national significance.

Strengthening Protection of Cultural Heritage through the Cultural Property Export and Import Act

Through implementation of the Cultural Property Export and Import Act (CPEIA), the Movable Cultural Property Program (MCPP) ensures that nationally significant heritage property is preserved in public collections and made accessible to the public. By regulating export through permits, the MCPP protects objects of cultural significance to Canada and upholds Canada’s treaty obligations in the fight against the illicit traffic of cultural property. MCCP also provides grants to assist designated institutions to acquire significant cultural property threatened with export or available in international markets, and offers tax incentives to encourage the donation and sale of cultural property to designated institutions.

Though the Act has demonstrated its effectiveness in achieving its public policy objectives, the past 30 years have also revealed areas that require modification to maximize its effectiveness and efficiency as a tool for the protection of cultural property.  The Department will build on the work initiated in 2006-2007 with the Canada Boarder Services Agency to address roles and responsibilities and the weaknesses in the implementation of the export and import controls of the legislation. The Department will also pursue the consultative process initiated in 2006-2007 in order to identify and analyse options for legislative reform.

More information on the Movable Cultural Property Program is available at:  (http://www.pch.gc.ca/progs/mcp-bcm/mcp_e.cfm).

Planned result and performance indicators

The planned result of this initiative is to modernize the Act, to create a more effective tool for preserving Canada’s cultural heritage, and for supporting countries that are losing their heritage through illicit traffic in cultural property. Key indicators include:

• reduced timeframes for the results of applications for cultural property export permits; and
• reduced timeframes for conclusion of investigations of detained material for possible cultural property import violation.

Milestones and timeframe

Year 1:  2007-2008

Development of training material for export/import stakeholders.

Completion of consultative process for the revision of the Cultural Property Export and Import Act and tabling of legislative reform package in Parliament.

Virtual Museum of Canada:  Strategies for Enhancement and Increased Participation

Since its creation in 2001, the Virtual Museum of Canada has worked with museums across the country to develop significant digital content attracting millions of domestic and international online visitors.  Responding to the rapid evolution of the Internet and the needs of users, in 2007-2008 the Canadian Heritage Information Network, which manages the Virtual Museum, will research and develop approaches to introduce new interactive tools to increase visitor participation and increase the accessibility of the Virtual Museum on platforms such as wireless and handheld devices.  To enhance the use of museum content in educational settings, a pilot project will be undertaken to improve the Virtual Museum’s Learning Centre with collaborative tools and content specifically designed for use in this context.

More information on the Virtual Museum of Canada is available at:  (http://www.virtualmuseum.ca).

Planned result and performance indicators

These initiatives will increase usage and provide greater accessibility to the Virtual Museum of Canada, with a particular focus on connecting with youth via popularly formatted, downloadable content. The results of this initiative will be assessed quantitatively and qualitatively using Web analytics, user surveys, focus testing and feedback analysis.

Milestones and timeframe

Year 1:  2007-2008

Implementation and preliminary evaluation of the initiative components outlined above.

Canadian Conservation Institute:  New approaches to Service Delivery

The Canadian Conservation Institute (CCI) is a national centre of excellence in preservation that supports the heritage community in preserving Canada’s heritage collections for access by current and future generations. This mission is accomplished through conservation research and development, expert services and knowledge dissemination (training and publications). CCI also contributes to activities undertaken by the Department and the Government of Canada on the world stage through international collaborative research projects, technical symposia, and publications in research journals.

With renovations to its main facility completed, CCI will resume research and development projects, treatments and scientific analytical services that were on hold during the renovation. Its management focus will be on ensuring transparency and accountability, and promoting more cost-effective service delivery. The Institute will also make more information available on-line, improve communications with clients and implement an e-services portal.

More information on the CCI’s services is available at:  
(http://www.cci-icc.gc.ca) and (http://www.preservation.gc.ca).

Planned result and performance indicators

The key goal of CCI is to ensure the heritage community in Canada and internationally has access to the Institute’s research, publications, expert services and training on the preservation of material cultural heritage. CCI’s performance will be assessed through measures such as the number of people trained and the percentage of clients who indicate their satisfaction with expert services and training opportunities through client surveys.

Milestones and timeframe

Year 1:  2007-2008

Complete operational fit-up of laboratories, including installation of scientific and conservation equipment.

Introduce a new comprehensive services framework that includes:  redefined client categories eligible for services, new criteria for assessing client services requests, and a clarified fee schedule.

Launch a free e-mail broadcast system and CCI Notes online for Canadian clients to provide greater access to basic information on care of collections.

Host the 2007 international Symposium:  Preserving Aboriginal Heritage:  Technical and Traditional Approaches.

Reinstate the internship program for Canadian conservation professionals and reinstate the unpaid internship program.

Publish new Technical Bulletins and other scientific publications.

Year 2:  2008-2009

Assess the impact of the Institute’s strategic research framework on the results of scientific and conservation research and their dissemination.

Assess and adjust the new fee structure and criteria for assessing client service requests.

Implement a new training framework for a more responsive, transparent and equitable delivery of all training activities.

Year 3:  2009-2010

Assess the impact on clients of the e-services portal and the e-mail broadcast system, and adjust as necessary.

Use CCI expertise to produce and publish new publications to fill knowledge and training gaps.

Begin planning for Symposium 2011.

Exhibits and Collections

This activity provides support to heritage organizations for preserving, collecting and presenting diverse Canadian heritage in order to encourage public participation, increase public access and foster greater appreciation.  This is accomplished through several programs. The Museums Assistance Program (MAP) provides support through grants and contributions to heritage institutions to develop exhibitions, strengthen collections management, and preserve and present Aboriginal cultural heritage.  The Canada Travelling Exhibitions Indemnification Program (INDEM) broadens Canadians’ access to Canadian and international heritage by allowing the Government of Canada to assume the financial risk for loss or damage to items in major travelling exhibitions. As the result of a program evaluation conducted in 2005-2006, and the statutory Parliamentary review anticipated to conclude in 2006-2007, the Department anticipates that it will be in a position to take action to ensure that the Indemnification Program is as effective as possible in increasing Canadians’ access to cultural heritage exhibitions.

More information on the Canada Travelling Exhibitions Indemnification Program is available at:  (http://www.pch.gc.ca/progs/pei-trx/index_e.cfm) and on the Museums Assistance Program at:  (http://www.pch.gc.ca/progs/pam-map/index_e.cfm).

Planned result and performance indicators

The key result for this activity is enhanced access to Canadian and international heritage. Key indicators include the number of exhibitions and venues, visitor attendance and insurance cost savings for host institutions.

Other planned results include the production and circulation of domestic travelling exhibitions and associated interpretive material; projects to ensure the preservation and presentation of Aboriginal cultural heritage; increased adoption of sound professional policies and practices by museums; and increased number of resources or services offered to multiple museums by heritage service organizations.

Milestones and timeframe

Year 1:  2007-2008

Indemnification Program:  as a result of the program evaluation conducted in 2005-2006 and the Parliamentary review, the Department will develop possible changes to legislation and program delivery, in consultation with the Department of Finance, Treasury Board Secretariat and the Privy Council Office.

Monitor the impact of the reduction of funding to the Museums Assistance Program.

Knowledge Exchange:  Strategies for Enhancement and Growth

The Canadian Heritage Information Network (CHIN) is a national centre of expertise dedicated to fostering excellence in developing, presenting and managing digital heritage content.  Approximately 1200 museums across the country are members of the Network. In May 2006, CHIN launched the Knowledge Exchange, a new online space for museum professionals and volunteers that use advanced technologies to support professional learning:

• online courses;
• engagement in e-learning through the creation and management of digital content;
• peer-to-peer collaboration;
• participation in online working groups with experts and peers to discuss specific museum practices and learn about collaborative tools; and
• access to resources including interviews, web casts, pod casts and blogs on a range of subjects relevant to the museum profession.

In 2007-2008, CHIN will focus on enhancing the Knowledge Exchange through continued research into trends in online content and the publication of new resources based on the research.

More information on the Knowledge Exchange is available at:  (http://www.chin.gc.ca).

Planned results and performance indicators

The increasing range of content and tools available through the Knowledge Network will enable research, collaboration and professional development among heritage professionals.  By participating in the Knowledge Exchange, heritage professionals will be able to leverage this collective expertise to strengthen their skills in managing digital heritage.  Results will be measured qualitatively and quantitatively, by means such as Web analytics, a member survey and feedback analysis.

Milestones and timeframe

Year 1:  2007-2008

Implement the Knowledge Exchange content strategy to populate the Knowledge Exchange with new learning resources for heritage professionals.

400^th anniversary of Québec City in 2008

In response to Canadians’ ever-growing interest in celebrating great people and defining moments that have shaped Canada’s history, Canadians will be celebrating the 400th anniversary of the founding of Québec City in 1608, Canada’s oldest city, as a key commemorative event. 

By way of its Celebration, Commemoration and Learning Program, the Department will support commemorative programming by coordinating federal involvement in 2008 events, working with federal departments and agencies, provincial governments, municipalities and other partners, including the Société du 400e anniversaire de Québec.

More information on the celebration plan is available at:  (http://www.pch.gc.ca/pc-ch/org/sect/publi/celeb_e.cfm).

Planned results and performance indicators

As a result of this key initiative, Canadians will have increased opportunities to learn about and celebrate Canada’s first city and permanent settlement of la Francophonie in North America. The success of the 400th anniversary celebrations will be measured by the number of opportunities made available to Canadians and the number of participants in commemorative events.

Milestones and timeframe

Years 1 and 2:  2007-2009

Manage and monitor the contribution agreement with the Société du 400e anniversaire de Québec.

Collaborate with other federal departments and agencies, provincial and municipal governments, and other partners to organize and coordinate commemoration activities.

Year 2:  2009-2010

Obtain a final activity report and an audited financial report from the Société du 400e anniversaire de Québec.

Priority - An Inclusive and Participatory Society

Canada’s ability to leverage the benefits of diversity depends on its success at ensuring that all citizens have the opportunity to participate economically, socially, politically and culturally in Canada.  The Department aims to identify and work towards addressing the barriers to full participation in Canadian society through targeted interventions.

Second-Language Learning Agreements

Over the past 35 years, the Government of Canada has provided financial assistance to the provinces and territories to help them offer second-language learning programs.  Learning the second official language provides Canadians, whether French- or English-speaking, the opportunity to live in an inclusive society and to appreciate the other group’s reality, thereby enhancing Canada’s linguistic duality.  Through its Enhancement of Official LanguagesProgram, the Department continues to work with the provinces and territories to support the instruction of English and French as second official languages, while pursuing the objective of doubling by 2013, the proportion of Canadian youth between 15 and 19 years old who have a working knowledge of both official languages.

More information on the Enhancement of Official Languages Program is available at:  (http://www.pch.gc.ca/progs/lo-ol/progs/mev_e.cfm).

Planned result and performance indicators

The planned result of this initiative is to increase the proportion of Canadians who have a working knowledge of both official languages and a greater understanding and appreciation of the benefits of linguistic duality in the short term.  By measuring annually the number of Canadian youth enrolled in various second-language programs and analysing trends in these enrolments during the program evaluation, by measuring bilingualism of Canadian population over the long term, the Department will be able to determine the progress made in reaching the goal set for 2013. A study conducted in 2006 provides data on Canadians’ perception of and attitudes toward official languages.

Milestones and timeframe

The Department has signed four-year agreements with the Council of Ministers of Education, Canada, and all provinces and territories for specific measures related to second-language learning. 

Year 1:  2007-2008

Continue to implement the agreements with the Council of Ministers of Education, Canada, and the provinces and territories and reach new ones supporting second-language learning.

Increase electronic access to information about intergovernmental agreements.

Evaluate the Enhancement of Official Languages Program, including the creation of an inventory of available data and their analysis.

Years 2 and 3:  2008-2010

Evaluate the Enhancement of Official Languages Program and prepare for its renewal in March 2009.

Negotiate an umbrella agreement with the Council of Ministers of Education, Canada, and new multi-year agreements with the provinces and territories on second-language learning for the new 2009-2010 to 2013-2014 program cycle.

Development of Official-Language Minority Communities

The Government of Canada supports the development of official-language minority communities by promoting their participation in various sectors of society and by contributing to enhancing their vitality across Canada. Canadian Heritage provides financial assistance to the provinces and territories to offer quality minority-language education programs, from junior kindergarten through to university. The Department encourages provincial and territorial governments and other federal agencies to provide communities with enhanced programs and services in areas deemed to be a priority for their development (health, social services and economic development).  The Department has also provided direct assistance to official-language minority communities’ organizations and institutions so that they can offer their members cultural and community activities in their language (radio, theatre, print media, community centres, etc). Through its Development of Official-Language CommunitiesProgram, the Department continues working with its many partners, with a particular emphasis on pursuing the education objective, which is to increase the overall proportion of eligible students enrolled in minority-language schools in Canada.

More information on the development of official-language communities is available at:
(http://www.pch.gc.ca/progs/lo-ol/progs/dclo_e.cfm).

Planned result and performance indicators 

The planned result of this initiative is to provide Canadians living in official-language minority communities with greater access to programs and services in their language through various community and government bodies.  By measuring annually the number of young Canadians enrolled in minority-language schools and analysing trends in these enrolments during the program evaluation, the Department will be able to determine the progress made in reaching the goal set for 2013.

Milestones and timeframe

The Department has continued implementing renewed multi-year cooperation agreements with the communities and provincial and territorial governments.

Year 1:  2007-2008

Continue implementing the agreements with the Council of Ministers of Education, Canada and the provinces and territories and reach new ones supporting minority-language education.

Continue implementing the various agreements reached with the provinces and territories and community organizations for measures contributing to the development and vitality of official-language minority communities.

Develop new tools to assist federal institutions and agencies in implementing their obligations prescribed under the 2005 revised Official Languages Act.

Increase electronic access to information about intergovernmental and community agreements.

Evaluate the Development of Official-Language Communities Program including the creation of inventory of the data available and their analysis.

Years 2 and 3:  2008-2010

Evaluate the Development of Official-Language Communities Program and prepare for its renewal in March 2009.

Negotiate new multi-year agreements with the provinces and territories on education in minority communities for the 2009-2010 to 2013-2014 program cycle.

Develop and negotiate a multi-year cooperation framework with associations that represent official-language minority communities.

Enhanced Multiculturalism Initiatives to Address Barriers and Increase Participation

Research indicates that some members of ethno-cultural/racial communities continue to face barriers to participation in Canada’s life. As Canada’s population becomes increasingly diverse, the need to address barriers and challenges becomes ever more important.

The Multiculturalism Program will provide support to civil society through targeted civic engagement and institutional change projects. In particular, the Multiculturalism Program will provide support to initiatives that address issues identifying barriers faced by marginalized women and youth in vulnerable ethno-cultural/racial communities. Over the next three years, it is anticipated that targeted ethno-cultural/racial communities identified by the program will achieve results along a change continuum that includes gaining awareness, knowledge and skills for civic engagement; identifying and taking action toward resolving issues affecting their communities; and participating fully in Canadian society.

Planned results and performance indicators

By increasing support to marginalize and vulnerable ethno-cultural/racial communities through targeted interventions and effective partnerships towards achieving fuller participation of these communities in all aspects of Canadian society, the Department will help to create a cohesive society. Performance will continue to be measured by examining the results achieved through funded projects, activities and collaboration with other programs, departments and agencies.

Milestones and timeframe

Year 1:  2007-2008

Implement an integrated plan to increase the competency of community organizations and to enhance support to marginalize and vulnerable ethno-cultural/racial communities (especially women and youth).

Years 2 and 3:  2008-2010

Monitor the outcomes of targeted initiatives and adjust support to ensure effective results.

Continue to strengthen support to marginalized and vulnerable ethno-cultural/racial communities (especially women and youth) across the country.

Canada's Action Plan Against Racism

The Department of Canadian Heritage and key federal partners are working to implement initiatives announced in A Canada for All:  Canada’s Action Plan Against Racism and coordinate reporting on performance measurement. These initiatives aim to help Canadian families and communities by addressing gaps in federal programs and by eliminating systemic barriers.  They focus on the settlement of new citizens, and the promotion of institutional change within public institutions.

Planned result and performance indicators

The key result for the Action Plan is that all Canadians are able to participate in and contribute to Canadian society. To measure the Action Plan’s impact, the Department will develop indicators and consult Canadians to solicit their feedback. Progress will be reported in the Annual Report on the Operation of the Canadian Multiculturalism Act.

More information on the Action Plan is available at:  (http://www.pch.gc.ca/multi/plan_action_plan/index_e.cfm).

Milestones and timeframe

The Action Plan initiative was launched in the Department’s 2004-2005 Report on Plans and Priorities.

Year 1:  2007-2008

Implement a performance-reporting framework to track progress on the results of key Action Plan initiatives following the identification of performance indicators and the collection of baseline information.

Implement a strategy for consulting with Canadians to solicit their input on the impact of the Action Plan.

Implement new Action Plan initiatives.

Years 2 and 3:  2008-2010

Report on the findings of the consultation process with Canadians to solicit input on the impact of the Action Plan.

Release the interim report on hate crimes in Canada.

Prepare for the evaluation phase and implement the recommendations.

Historical Recognition

This initiative responds to the Government of Canada’s commitment to recognize the historical experiences of ethno-cultural communities impacted by wartime measures and/or immigration restrictions that are not consistent with the values held by Canadians today. It also relates to the government’s commitment to the Chinese-Canadian community and all Canadians to provide appropriate acknowledgment and redress related to the Chinese Head Tax. 

More information on the Chinese Head Tax is available at:  (http://www.pch.gc.ca/progs/multi/redress-redressement/index_e.cfm).

Planned result and performance indicators

The key result for the initiative will be to increase public awareness about multiculturalism and diversity by undertaking activities that recognize the experiences of ethno-cultural communities impacted by historical wartime measures and/or historical immigration restrictions. This will be achieved by providing symbolic ex gratia payments to those who were required to pay the Chinese Head Tax and to the conjugal partners of deceased Head Tax payers; establishing a fund for community-based projects aimed at acknowledging these impacted communities and their contribution to Canadian society; and developing a national historical recognition program to fund federal initiatives that will help to educate all Canadians, and particularly youth, about the historical experiences of these ethno-cultural communities.

Milestones and timeframe

Year 1:  2007-2008

Addressing historical recognition through: continuing to deliver on the commitment to the Chinese-Canadian community by making symbolic ex gratia payments to Chinese Head Tax payers and to the conjugal partners of deceased Head Tax payers; implementing a $24 million community historical recognition program to provide grants and contributions funding for eligible community-based projects that promote awareness of historical wartime measures and/or historical immigration restrictions/prohibitions related to the experiences of impacted ethno-cultural communities, and of the contribution these communities have made to Canadian society; and implementing a $10 million national historical recognition program to fund federal initiatives, developed in partnership with other stakeholders.

Sustainability of Aboriginal Friendship Centres

Up to 70% of Aboriginal Canadians live off-reserve and half of the Aboriginal population live in urban areas.  Aboriginal people do not share the same quality of life as other Canadians living in urban communities.  Socioeconomic indicators, such as educational attainment, labour force activity, income levels and rates of substance abuse, crime and incarceration are significantly more serious for Aboriginal youth than for non-Aboriginal youth living in urban settings.

For over 50 years, Friendship Centres have supported the transition of Aboriginal Canadians to urban communities.  Friendship Centres have evolved from serving as gathering places in urban areas and simple referral agencies, to service delivery organizations offering a wide range of programs and services to Aboriginal people living in towns and cities across Canada in collaboration with federal, provincial, territorial and municipal governments and the non-governmental sector.  Today, over 100 community-based and community-directed Friendship Centres play a key role in community development.

Friendship Centres are faced with the challenges of maintaining high delivery, governance and accountability standards; sustaining competitive remuneration levels for staff based on the programming levels of 30 years ago; maintaining an extensive physical infrastructure; updating technological systems; and providing broader policy and communications requirements of a much larger network of Friendship Centres. 

Since the mid-1970s the Government of Canada has provided modest funding to support a portion of the day-to-day operations of Friendship Centres.  With this funding, individual Friendship Centres are able to maintain some basic core functions and to lever additional program and service delivery activities.

More information on Aboriginal programming is available at:  (http://www.pch.gc.ca/aboriginal).

Planned results and performance indicators

Canadian Heritage will work with the National Association of Friendship Centres to develop and implement a plan to address the challenges facing the network of Friendship Centres and to ensure the long-term sustainability of Friendship Centres.  The plan will address:  sustainable core funding; increased private sector partnerships and investments; innovative approaches to working with government; and more effective partnerships with National Aboriginal organizations.  Also, incentives will be created to assist Friendship Centres in developing a balance of both public and private financing, and in reinforcing good governance.  Working with the National Aboriginal Friendship Centre to assess community-needs, examine own-source revenue generation, and plan for sustainable growth will be important elements of this strategy.

Short-term results will be measured by collecting key data on outcomes resulting from enhancements to the Aboriginal Friendship Centres program element of the Aboriginal Peoples’ Program in areas such as staff credentials, increased competencies resulting from training, increases in staff levels, improvements in services in both official languages, and relevancy of programming through community-needs assessments.  The governance structure of the Friendship Centres as a third-party delivery agent for Canadian Heritage, will be reviewed and assessed, and where appropriate, changes will be introduced to ensure the highest standards of program delivery. 

Milestones and timeframe

Year 1:  2007-2008

Commencement of community-needs assessments.

Examination and assessment of governance.

Development plan to ensure long-term sustainability of Friendship Centres.

Year 2:  2008-2009

Implement the plan to ensure the long-term sustainability of Friendship Centres.

Implement the plan to reinforce good governance.

Priority - Canada's Cultural Interests Abroad

The arts and cultural industries play a vital role in our economy, engage Canadians, and represent the face of Canada abroad.

The Department has identified three key initiatives that collectively serve to promote Canada’s cultural interests abroad.  These include:

• taking an active role in Canadian trade policy, delivering the cultural trade development program, sharing Canada’s expertise in cultural trade with developing countries and expanding on an international level to strengthen industry at home;
• promoting the UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions, an instrument that reaffirms the right of countries to take measures in support of culture, while recognizing the economic nature of cultural goods and services; and
• managing Canada’s participation in international expositions - events that promote Canadian interests and strengthen bilateral business relations with host countries.

Strengthening the Cultural Sector Internationally through Increased Cultural Exports

The Department's responsibility to ensure the sustainability of cultural sector involves an active role in the conduct of Canadian trade policy and in the delivery of targeted international market support, services and tools. Through the departmental cultural trade strategy’s two-pronged approach, Canada seeks to maintain the flexibility of our domestic cultural policies in trade and investment rules and provides support to Canadian arts and cultural exporters to reach and succeed in key foreign markets.

The primary instrument by which the Department supports cultural exports is the delivery of a cultural trade program that provides international business development and export preparedness services and assistance to Canadian arts and culture industries and sector associations. The Department also works to increase the demand for Canadian arts and cultural products and services abroad, through partnerships and other mechanisms such as formal cultural exchanges, the Cultural Agreement between the Government of Canada and the Government of the People’s Republic of China and audio-visual co-productions agreements, as well the public diplomacy efforts (touring, showcases, special events) of the Government of Canada, and partnerships with the provinces and industry organizations and associations.

Planned results and performance indicators

During the coming year, the Department will be engaged in a number of activities in support of this two-pronged approach, through cultural trade policy work and through the delivery of cultural trade programs and services.

The Department will also continue to support arts and cultural exporters through its network of trade commissioners for the cultural industries in Canada and abroad to take full advantage of and promote trade opportunities with the established markets of the United States and Europe, while continuing its work in the targeted emerging markets such as South America and the Pacific Rim. In addition, the Department will maintain its involvement in cultural trade fairs, incoming buyers missions, and outgoing trade missions through the activities of the Trade Routes Program.

Canadian Heritage will measure its progress through:

• identification of effective engagements undertaken to assist Canadian arts and cultural exporters;
• the increase in number and variety of partnerships;
• clients and partners’ use of market analysis; and
• surveyed measurable results of Canadian arts and cultural exporters who received support from the Trade Routes Program for their international market development activities.

More information on the Department’s activities to support this initiative is available at:

• Trade Routes website:  (http://www.pch.gc.ca/routes); and
• Trade and Investment Policy section on the Canadian Heritage website:  (http://www.pch.gc.ca/progs/ac-ca/progs/rc-tr//progs/dpci-tipd/index_e.cfm).

Milestones and timeframe

Year 1:  2007-2008

Update the cultural trade strategy (2007-2010) to assist small and medium enterprises to optimise the export of their goods and services.

Improve the delivery of the Trade Routes Contribution Program to support Canadian arts and cultural industries activities on the basis of deliverables.

Targeted business missions and participation at key sector events in emerging priority markets and well-established markets.

Develop regional strategies in priority markets to better support Canadian cultural industries grow and compete within the context of a global economy.

Promote Canada as a competitive location and strategic partner for location shooting and co-productions.

Over 3 years:

On-going participation in the World Trade Organization Doha Round of negotiations, and in regional and bilateral trade initiatives.

Coherence between cultural trade initiatives and the Convention on the Protection and the Promotion of the Diversity of Cultural Expressions is promoted.

Year 2:  2008-2009

Development of market analysis to assist Canadian cultural industries focus on international business and marketing strategies.

Year 3:  2009-2010

Submission to Statistics Canada to improve culture measurement and the inclusion of digital media and crafts to cultural sector.

Targeted action plan to better support Canadian cultural industries to compete globally.

Implementation of the UNESCO Convention on the Protection and the Promotion of the Diversity of Cultural Expressions

The UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions is an international legal instrument that reaffirms the right of countries to take measures in support of culture, while recognizing the dual social and economic nature of cultural goods and services. It was adopted by UNESCO Member States at its General Conference in October 2005. In November 2005, Canada became the first country to present its instrument of acceptance of the Convention at UNESCO. As of February 21, 2007, 48 states had ratified the Convention. The Convention came into force on March 18, 2007.

On the international stage, the Department continues to promote the ratification of the Convention by the largest number of countries possible to ensure that the Convention carries the political weight needed. The Department will also work toward implementing the Convention by ensuring that the objectives of protecting and promoting cultural diversity are met, and will seek Canada’s election to the Intergovernmental Committee. If elected, Canada will host the first Intergovernmental Committee meeting. It will continue to hold discussions with the provinces, territories and civil society to enable the implementation of the Convention, including its monitoring and reporting mechanisms.

More information on the Department’s activities to support this initiative is available at:  (http://portal.unesco.org/culture); and (http://www.pch.gc.ca/newsroom/index_e.cfm?fuseaction=displayDocument&DocIDCd=CBO061295).

Planned result and performance indicators

The Department will continue its efforts to persuade the largest number of UNESCO Member States possible to ratify the Convention to ensure its geographic representativeness and political weight. Through its activities, the Department will help position Canada in such a way as to enable its full participation in the Convention’s bodies, namely Canada’s election to the Intergovernmental Committee and its contribution to the Committee’s work. The Department will also continue to discuss the Convention’s implementation in Canada with its national partners. The effects of these initiatives will be measured, for example, by the number of countries that ratify the Convention, the number of international activities held in support of ratification, Canada’s election to the Intergovernmental Committee, the number of preparatory activities for implementation, and the number of consultations with national partners.

Milestones and timeframe

Years 1, 2 and 3:  2007-2010

Continue to collaborate with the department of Foreign Affairs and International Trade Canada to ensure Canada’s full participation in the Conventions’ bodies.

Continue engagement with civil society and non-governmental organization partners.

Continue consultations with provincial and territorial governments.

Organize international activities in support of ratification and in preparation for the Convention’s implementation.

Shanghai 2010 and Canada’s Participation in International Expositions

International expositions provide a valuable opportunity for Canadians to showcase their country to the world.  To ensure that Canada’s cultural and regional diversity is fully reflected, the Department of Canadian Heritage plans and manages Canada’s participation in expositions held abroad in close collaboration with other federal departments, provinces and territories, and key partners in the private sector. Expo 2010 in Shanghai is the next international exposition in which Canada will be participating.

The Department will review the Policy Framework on International Expositions (1995) concerning Canada’s participation in future expositions as well as the hosting of international expositions in Canada. International expositions must be recognized and registered by the Bureau international des expositions (BIE) - the body that controls the frequency and the quality of international expositions, of which Canada is a member.

Planning Canada’s participation in future expositions will take into account the benefits gained from the required public investment and risk strategies will be developed.

More information is available at:  (http://www.pch.gc.ca/progs/expo/index_e.cfm).

Planned results and performance indicators

This initiative is expected to achieve two results:  Canada’s interests abroad are broadened and asserted through its participation at international expositions sanctioned by the BIE; and Canadians participate in projecting Canada’s interests in the world through international expositions. 

To measure the success of this initiative, the Department will use the following performance indicators:

• the identification of objectives to be achieved and rationale for participation;
• the number of visitors at an international exposition who indicate that their vision of Canada has been broadened by the Canada Pavilion presentation on Canadian values, diversity, creativity and innovation. Their comments will be obtained using a feedback mechanism provided for when the pavilion is designed;
• the number of agreements in principle and business deals concluded during and shortly after the exposition in the areas of trade and culture; and
• the number of Canadians who participate in projects, contests and web-related activities in Canada designed to engage them in developing and implementing Canada’s messages and thematic approach to an international exposition held abroad.  The scope of Canadians’ participation will be measured using data from the Department’s partners or participation rates from various projects and contests.

Milestones and timeframe

Year 1:  2007-2008

Plan Canada’s participation in the 2010 International Exposition in Shanghai, China, from May 1 to October 31, 2010.

Develop an approach for delivering the 2010 International Exposition in Shanghai, China.

Develop, as in the past, a risk management plan for every future international exposition at which Canada will participate.

Review the Policy Framework on International Expositions.

Year 2:  2008-2009

Continue to plan Canada’s participation at the 2010 International Exposition in Shanghai, China

Year 3:  2009-2010

Plan and participate in the 2010 International Exposition in Shanghai, China.

Identify key initiatives for delivery in future years.

Priority - Aboriginal Languages and Cultures

The Aboriginal Languages and Cultures priority seeks to develop long-term strategies for the preservation and promotion of Aboriginal languages and cultures.

First Nations, Inuit and Métis languages

Today, over 50 languages are spoken by Canada’s First Nations, Inuit, and Métis people, and among these languages, only three - Cree, Ojibway, and Inuktitut - are considered viable and relatively secure from extinction in the short term.  The remaining languages are in varying states of decline.

Since 1998, the Aboriginal Languages Initiative has funded community-based language projects that have been successful in supporting grassroots community activities to preserve and teach Aboriginal languages. This investment of $5 million per year has had the cumulative effect of building a foundation of language practitioners and community support in preserving their languages in Canada. Support for Aboriginal languages at a level of $5 million per year has been extended until 2013-2014.

First step for languages at risk will be to support communities to record, document, and archive their languages most at risk. In addition, the Department of Canadian Heritage will work with First Nations, Inuit and Métis people to support their development of longer term approaches for Aboriginal languages, including the establishment of frameworks and tools in support of monitoring language viability.

More information on Aboriginal programming is available at:  (http://www.pch.gc.ca/aboriginal).

Planned results and performance indicators

The planned result for this initiative will be to develop in consultation with Canada’s Aboriginal peoples a realistic and effective approach to preserving Aboriginal languages.

Short-term progress will be measured through focused projects to record near-extinct languages and the work conducted with First Nations, Inuit and Métis people to develop frameworks and tools that will support them in their efforts to preserve their languages.

Milestones and timeframe

Year 1:  2007-2008

The preservation of languages is considered to be a long-term process, which will require sustained investments. The initiative is considered ongoing and results will be long-term and incremental.

Engage with First Nations, Inuit and Métis people to develop frameworks and tools for the preservation of Aboriginal languages.

Priority - Sport Development

Sport and physical activity contribute to improving the health of Canadians, building strong communities and showcasing Canada and Canadian values to the world.

To further develop sport in Canada over the next planning cycle, the Department will:

• address, through its response to the Road to Excellence (RtE) plan, the segment of the sport system focused on podium results at Summer Olympic and Paralympic Games, results that are essential in defining Canada as a leading sport nation; and
• work towards the development and implementation of a policy for the strategic approach to the bidding and hosting of international sport events in Canada;

Federal Policy for Hosting International Sport Events

The Department, through Sport Canada, will work towards the implementation of a strategic approach to the bidding and hosting of international sport events in Canada.  Hosting international sport events in Canada brings significant sport development, social, cultural, economic and community benefits to Canada.  The Department recognizes that, by working with stakeholders and exercising strategic leadership, Sport Canada is well positioned to build capacity in the sport system and maximize the accrued sport, social, cultural, community and economic benefits of sport event hosting.

More information is available at:  (http://www.pch.gc.ca/progs/sc/prog/index_e.cfm).

Planned result and performance indicators

Sport Canada will initially focus on the implementation of a national hosting policy.  Following implementation, Sport Canada will establish an International Sport Event Coordination Group Secretariat to implement a planned and coordinated approach to bidding and hosting in Canada. This will result in enhanced sport development impacts and maximize the benefits of hosting international sport events in Canada.

Performance will be assessed through such measures as the number and type of events funded by Sport Canada and the number of athletes, coaches and volunteers who participate in funded events.

Milestones and timeframe

Year 1:  2007-2008

Implement a national hosting policy.

Establish the Secretariat for the International Sport Event Coordination Group.

Year 2:  2008-2009

Full operationalization of the International Sport Event Coordination Group Secretariat.

Response to the Road to Excellence Plan

The Department, through Sport Canada, has built on strong partnerships in the sport community and across governments to deliver on the objectives of the Canadian Sport Policy.  Following the awarding of the 2010 Olympic and Paralympic Winter Games to Vancouver, Canada’s winter sport community united to develop a plan with the goal of making Canada the number one nation at the 2010 Olympic Games and a top three nation at the 2010 Paralympic Games.  The Own the Podium initiative was created in response to this vision. Building on the successful Own the Podium initiative, the summer sport community collaboratively developed the Road to Excellence (RtE) plan providing a common vision for Canada’s future Summer Olympic and Paralympic success.  Through its response to the RtE, the Department will address the segment of the sport system focused on podium results at Summer Olympic and Paralympic Games; results that are essential in defining Canada as a leading sport nation. The main element of this initiative includes enhanced investment targeted to athletes and sports having the greatest potential to achieve podium results.

More information is available at:  (http://www.pch.gc.ca/progs/sc/prog/index_e.cfm).

Planned result and performance indicators

The key goal of these efforts is to have systematic achievements of podium performances by Canadian athletes at future Olympic and Paralympic Games and World Championships.  Performance will be assessed through such measures as the number of medals, top 8 and top 16 results (by Canadian athletes or teams) at Olympics, Paralympics and World Championships.

Milestones and timeframe

Following the approval by Ministers of the Department’s response to the RtE plan, Sport Canada would undertake the following activities to advance this initiative.

Years 1, 2 and 3:  2007-2010

Work with the newly established Podium Canada and sport partners in targeting high performance funding to summer sports.

Consistent with the RtE plan, develop a suite of athlete performance and sport system targets for summer sports.

Consistent with the RtE plan, work with Canadian Sport Centres to outline a clear direction to enhance the level and efficiency of services for high performance athletes and coaches.

Working with key stakeholders, develop a plan to establish a full complement of qualified coaches for targeted summer sports.

Priority - 2010 Olympic and Paralympic Winter Games

In 2010, Canada will welcome the world to Vancouver and Whistler, British Columbia, for the Olympic and Paralympic Winter Games.  Working with a broad spectrum of partners and other government departments, the Department will contribute to the success of the 2010 Winter Games, by enhancing Canada’s profile, advancing federal policies and providing the delivery of essential federal services, resulting in these Games being a matter of pride for all Canadians and a credit to Canada abroad.

2010 Games:  Strategic Opportunities Initiative

The Government of Canada is a key partner in planning the 2010 Winter Games.  The 2010 Federal Secretariat, situated within the Department of Canadian Heritage, works closely with the Vancouver Organizing Committee (VANOC), other Games partners and other government departments, to contribute to the success of the 2010 Winter Games.

Planned results and performance indicators

Results will include:

• positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games, increased pan-Canadian engagement;
• increased awareness of public policy objectives and inclusion of targeted audiences; and
• support for capital and legacy projects and essential federal services commitments delivered to VANOC.

The performance indicators for these results include:

• level of recognition by partners, stakeholders and the general public and level of pan-Canadian engagement;
• number of agreements with partners entered into that include commitments to sustainability, economic, sport, cultural and social development;
• level of completion of financial legacy trust funds;
• level of participation of Four Host First Nations Society; and
• legal agreements in place for partner’s hosting commitments.

More information is available at:  (http://www.canada2010.gc.ca) and (http://www.vancouver2010.com).

Milestones and timeframe

Year 1:  2007-2008

Finalize and implement pan-Canadians engagement initiatives.

Prepare a plan for coordinating 2010 Winter Games partner and interdepartmental activities at the Beijing 2008 Games, China.

Year 2:  2008-2009

Federal presence and participation at 2010 events.

 

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