ARCHIVED - RPP 2007-2008
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 (PAA).  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 activities
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 Olympic and Paralympic Winter Games	Sustainability of Cultural Expression and Participation Participation in Community and Civic Life

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 provides the total planned financial and human resources for the Department’s first strategic outcome, which is the sum of resources allocated to four program activities.

Financial and Human Resources of Strategic Outcome 1
	2007-2008		2008-2009		2009-2010
Program activity	$M	FTEs	$M	FTEs	$M	FTEs
Creation of Canadian Content and Performance Excellence	342.6	396	338.3	395	239.2	396
Sustainability of Cultural Expression and Participation	217.2	598	157.8	596	146.0	608
Preservation of Canada’s Heritage	43.0	216	42.8	215	43.8	216
Access and Participation in Canada’s Cultural Life	185.4	381	195.9	380	199.7	380
Total	788.2	1 591	734.8	1 586	628.7	1 600
Note:  Financial resources are represented in millions of dollars ($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

The key Initiatives under this program activity are:	Corresponding PAA sub activities
Responding to the Evolving Canadian Broadcasting Environment	1.1 Arts and Cultural Industries 1.1.1 Canadian Television Fund
Response to the Road to Excellence Plan	1.2.1 Sport Support 1.2.3 Athlete Assistance
Federal Policy for Hosting International Sport Events	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

The key Initiatives under this program activity are:	Corresponding PAA sub activities
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: Strategies for Enhancement and Increased Participation Knowledge Exchange: Strategies for Enhancement and Growth	2.2.2 Canadian Heritage Information Network (CHIN)
2010 Games: Strategic Opportunities Initiative	2.3 2010 Winter Games
Strengthening the Cultural Sector Internationally through Increased Cultural Exports	2.4 International
Copyright Reform Implementation of 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 Framework	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 under this program activity are:	Corresponding PAA sub activities
Canada’s Museums Strengthening Protection of Cultural Heritage through the Cultural Property Export and Import Act	3.1 Heritage
Canadian Conservation Institute: New Approaches to Service Delivery	3.1.3 Canadian Conservation Institute (CCI)
First Nations, 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 this program activity are:	Corresponding PAA sub activities
Canadian Periodical Policy	4.1.3 Publications Distribution Assistance
Canadian Content Online	4.2.1 Canadian Cultural Heritage Online
Exhibits and Collections	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.  The Department also works to connect Canadians across their differences through inter-cultural 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
	2007-2008		2008-2009			2009-2010
Program activity	$M	FTEs	$M		FTEs	$M		FTEs
Promotion of Inter-Cultural Understanding	121.6	106	121.3		105	121.8		105
Community Development and Capacity-Building	250.1	150	251.4		149	252.1		149
Participation in Community and Civic Life	222.1	452	199.7		447	158.8		427
Total	593.8	708	572.4		701	532.7		681
Note:  Financial resources are represented in millions of dollars ($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 inter-cultural 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 inter-cultural 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

The key Initiatives under this program activity are:	Corresponding PAA sub activities
Second-Language Learning Agreements	5.1.2 Second-Language Learning
Enhanced Multiculturalism Initiatives to Address Barriers and Increase Participation	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 key initiative 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

The key Initiatives under this program activity are:	Corresponding PAA sub activities
Canada’s Action Plan Against Racism Historical Recognition	7.1 Multiculturalism
Sustainability of Aboriginal Friendship Centres	7.2.3 Aboriginal Friendship Centres
400th Anniversary of Québec City in 2008	7.6.1 Celebration, Commemoration and Learning
Shanghai 2010 and 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 Department of Canadian Heritage remains committed to the integration of performance information in operational and corporate decision-making.  To strengthen the information presented in its Report on Plans and Priorities and Departmental Performance Report, Canadian Heritage will provide additional corporate support to improve performance management throughout the organization.

In support of the implementation of the Management, Resources and Results Structure, the Department of Canadian Heritage will strengthen its performance measurement approach, working horizontally with programs to support reliable and systematic decision-making.

Planned results and performance indicators

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

• Management, Resources and Results Structure (MRRS) and Program Activity Architecture (PAA) that clearly reflect how the Department uses its resources to achieve measurable results;
• strategic documents, such as business plans, Reports on Plans and Priorities (RPP) and Departmental Performance Reports (DPR) based on measurable results.

Milestones and timeframe

Year 1:  2007-2008

Strengthen the department's approach to performance measurement.

Create better linkages between departmental planning and reporting documents and the performance information contained in Canadian Heritage’s MRRS/PAA.

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 practice 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.

The Department has taken 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 is better positioned to take a more systematic and evidence-based approach to identifying, analyzing/assessing and reporting on its risks (at the corporate level) and developing management improvement strategies with respect to the overall management and administration of grants and contributions.  This is done primarily through the annual Corporate Risk Profile. The development of an enterprise-wide approach to integrated risk management permits greater information sharing and learning across program and corporate areas and better equips senior management with the appropriate tools to improve planning and informed decision-making.

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

Planned results and performance indicators

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:  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. More information is available at: (http://www.tbs-sct.gc.ca/si-as/index-eng.asp).

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

Feedback from the Department’s clients obtained by using the Treasury Board Secretariat’s Common Measurements Tool 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, 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.  The Department will continue to implement a number of projects stemming from the SIR in 2007-2008, including new approaches, tools, and mechanisms, with a particular emphasis on electronic, on-line accessibility systems to transform service delivery in response to client needs. The SIR will continue to provide an overall vision and direction to future service improvement Initiatives long after its initial foundational elements have been implemented. 

Planned results and performance indicators

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

Milestones and timeframe

In 2006-2007, the Department began validation of the SIR as a multi-year plan, and initiated foundation projects, some of which continues in 2007-2008.

Year 1:  2007-2008

Implement SIR foundation projects, including: establish a service improvement planning and monitoring framework; pilot service standards for regionally delivered programs and services; implement a dynamic and comprehensive inventory of the Department of Canadian Heritage’s services and programs to enable coherent and consistent service delivery; continue the development of an online transaction system within a multi-channel delivery environment for the Canadian Audio-Visual Certification Office; initiate an e-form project as a complement to the online transaction system project; and integrate the telephony channel with the e-channel under one organization.

Other planned service improvement projects for 2007-2008: establish and implement a performance measurement framework for the Department; expand on regionally delivered services standards pilot project to include all other program and services that are delivered only at headquarters; implement service charters and service standards across the Department of Canadian Heritage corporate directorates for internally provided services; and expand business process mapping and transformation initiative to identify opportunities for process improvement across the department.

Year 2:  2008-2009 and beyond

Finalize the implementation of the SIR foundation projects.

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

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

Review and revise service channel profiles (Ongoing).

Continue to identify, establish and lead departmental efforts to improve service delivery for clients and citizens (Ongoing).

Human Resources Initiatives

In 2007-2008, the Department of Canadian Heritage will continue to focus on integrating business and human resources planning, aligning with the Department’s business pressures. 

Human resources planning will continue to be driven by organizational planning dashboards that provide managers with key demographic and survey data to assist them to chart the best course for their organizations.  An important element of the dashboards has been three indices drawn from employee survey data: a Learning Culture Index, a Business Health Culture Index and a Fairness Perception Index.  For 2007-2008, serious consideration is being given to introducing two new indices: an Engagement Index and a Values and Ethics Index.  All of these will provide snapshots of areas of strength and weakness to focus on 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. 

Year 1: 2007-2008

Review and update the Canadian Heritage Resourcing Strategy and Action Plan.

Develop a Canadian Heritage Strengthening Strategy and Action Plan with a focus on continuous engagement, learning and renewal.

Review and update the Canadian Heritage Supporting Strategy and Action Plan with a focus on employee well-being and safety, and values and ethics.

Year 2: 2008-2009

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

Within that framework and to maintain its edge and leadership while responding to emerging demographic pressures, Canadian Heritage is strengthening diversity and official languages by establishing a benchmark above and beyond the workforce availability for visible minority representation and by launching an Official Languages Awareness campaign. Further, the Department will be focusing on longer term planning by developing its forecasting capabilities and developing a Succession Planning framework.

Full implementation of the Human Resources and Workplace Management Branch’s structure and functions to ensure better positioning to effectively implement these strategies will continue in 2007-2008.

Official Languages Secretariat

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

In 2007-2008, the Official Languages Secretariat will coordinate the evaluation of the Action Plan for Official Languages, launched in March 2003, in order to report to the Government.  In addition, the Secretariat will continue its work on the strategic coordination of federal official languages Initiatives and responsibilities by focussing on discussions with communities and with all Canadians, as well as on the development of new strategies for the future.

Planned results and performance indicators  

The Official Languages Secretariat is working towards:

• better horizontal communication among federal institutions;
• better communication among federal institutions, official languages minority communities and groups promoting linguistic duality;
• better communication and improved coordination between the federal government and the provinces and territories; and
• better scientific and empirical understanding of linguistic duality in Canada.

Success in achieving these results will be measured by the number and type of partnerships signed.

Milestones and timeframe

Year 1:  2007-2008

Evaluate the results of the Action Plan for Official Languages.

Year 2:  2008-2009

Finalize the evaluation report on the implementation of the Action Plan for Official Languages.

Departmental Steering Committee on Multiculturalism

The Departmental Steering Committee supports the work of the Multiculturalism Champion as an agent of change in building awareness and understanding across the Department of Canadian Heritage of the importance of multiculturalism so that its policies and programs better reflect Canada’s changing diversity.  The Departmental Steering Committee is distinct from the Multiculturalism Program, in that the Committee’s focus is on the internal operations of the Department.

Planned results and performance indicators

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

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

Milestones and timeframe

Year 1:  2007-2008

Develop and implement a three-year rolling Action Plan on Multiculturalism.

Develop performance indicators.

Years 2 and 3:  2008-2010

Continue implementing action plan and monitor progress.

 

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