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Minister’s Message

In planning its activities for the coming year, the Department of Canadian Heritage is guided by its priorities: to take full advantage of digital technology, invest in our communities, celebrate our history and heritage and be fiscally responsible with taxpayers’ money.

We will continue to invest in Canada’s creative sector—a sector that represents $46 billion for the Canadian economy and 630,000 jobs. We know that arts and culture play a vital role in the lives of Canadians while contributing to both our quality of life and our economy. Supporting Canadian culture means stimulating the Canadian economy. Creative industries drive the innovation and give Canada a competitive edge in the international digital economy.

Over the coming year, we will develop, adapt and implement policies and programs to ensure Canada’s competitiveness in a digital world. At the same time, we will undertake other modernization initiatives, such as the renewal of the Canadian Sport Policy and the review of the Roadmap for Canada’s Linguistic Duality 2008-13. We will also work to improve our business processes.

A major focus this year will be to increase Canadians’ awareness of our rich heritage and history. There is much to celebrate in 2012, leading up to the celebrations for Canada’s 150^th Anniversary in 2017. This year, we will commemorate several significant milestones—most notably the 200^th Anniversary of the War of 1812 and the Queen’s Diamond Jubilee. Through these and other activities, we will work to foster a deeper understanding and appreciation of our country’s history, symbols, and institutions.

As the country’s largest funder of sports, we share Canadians’ pride in our status as a leading sport nation. This summer, we will proudly support our athletes competing in the London 2012 Olympic and Paralympic Games. We will also continue to support the preparations for the 2015 Pan American and Parapan American Games—initiatives that will provide us with valuable opportunities to showcase Canada’s athletic, artistic and cultural excellence.

As Minister of Canadian Heritage and Official Languages, I am pleased to present the 2012-13 Report on Plans and Priorities for the Department of Canadian Heritage.

Section I: Organizational Overview

Raison d’être

Responsibilities

The Department of Canadian Heritage is responsible for programs and policies that help all Canadians participate in their shared cultural and civic life. The Department’s legislative mandate is set out in the Department of Canadian Heritage Act and other statutes for which the Minister of Canadian Heritage and Official Languages is responsible and presents a wide-ranging list of responsibilities for the Minister under the heading of “Canadian identity and values, cultural development, and heritage.”

The Department oversees numerous statutes, namely the Broadcasting Act, the Copyright Act and the Investment Canada Act (the latter two acts shared with Industry Canada), the Official Languages Act (Part VII), the Museums Act, the Cultural Property Export and Import Act, the Status of the Artist Act, and the Physical Activity and Sport Act (shared with Health Canada).

The Minister of Canadian Heritage and Official Languages is accountable to Parliament for the Department and the 20 organizations that make up the Canadian Heritage Portfolio.

Strategic Outcomes and Program Activity Architecture

Strategic Outcomes

The Department’s activities are structured around three strategic outcomes. Section II provides further details on the strategic outcomes.

1. Canadian artistic expressions and cultural content are created and accessible at home and abroad – this speaks to the creative and economic importance of the continued existence and public availability of Canadian cultural products, artistic work by Canadian creators and performers and Canada’s cultural heritage.
2. Canadians share, express and appreciate their Canadian identity – this supports the mandate of fostering a stronger Canadian identity through active, engaged, inclusive citizenship and recognition of the importance of both linguistic duality and a shared civic identity.
3. Canadians participate and excel in sport – this speaks to the beneficial effects of sport participation on the health and well-being of individuals and to the impact of international achievement in sport on Canadian pride.

Program Activity Architecture

The Program Activity Architecture (PAA) illustrates how the Department's programs and activities are linked and how their expected results are organized in order to achieve the Department's strategic outcomes and mandate. A Performance Measurement Framework (PMF) has been developed to serve as an objective basis for collecting information related to the intended results of the Department's programs.The 2012-13 Report on Plans and Priorities is based on the PAA and the expected results and performance indicators identified in the PMF.

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Organizational Priorities

In support of its mission and vision, the Department has established four priorities:

• Taking full advantage of digital technology;
• Celebrating our history and heritage;
• Investing in our communities; and
• Ensuring financial sustainability and service excellence.

Priority	Type 1	Strategic Outcome(s) and/or Program Activity(ies)
Taking full advantage of digital technology.	Ongoing	Strategic outcome 1 Program activity 1 Program activity 2 Program activity 3
Description
Why is this a priority? The Department is modernizing its programs to ensure Canada’s competitiveness in a digital world. The Canadian artistic and cultural environment has been transformed due to rapid economic changes, unprecedented technological advances and increased global connectivity that has created new opportunities in a global marketplace. Canada is ready to become a world leader on the digital stage by recognizing the advantages that the digital revolution offers to the cultural and community life of Canadians. The Department will develop, adapt and implement policies and programs—including measures related to copyright—to keep pace with the way that Canadians use digital technology to create, share and experience creative, artistic and heritage content. Plans for meeting the priority: Modernize the Copyright Act; Review feature film policies to adapt to the realities of the digital environment; Modernize the foreign investment policy for the book industry that reflects and responds to an evolving market; Support the creation of cultural content for dissemination on various digital platforms; Develop and make available resources that enable the preservation of Canadian digital heritage content so that it is available to future generations; and Support arts and heritage organizations in the implementation of digital technologies to improve the audience experience and to reach Canadians everywhere.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Celebrating our history and heritage.	Ongoing	Strategic outcome 1 Program activity 1 Program activity 3 Strategic outcome 2 Program activity 4 Program activity 5
Description
Why is this a priority? As Canada prepares to celebrate Canada’s 150th Anniversary in 2017, the Department will highlight significant historical milestones in order to strengthen national identity and to help build a deeper understanding of our shared history and heritage. The Department will provide opportunities to promote Canada’s history, institutions and achievements to build a sense of pride in being Canadian and offer occasions to honour and celebrate our past and to inspire our future. By commemorating key national events the Government will engage Canadians in strengthening the nation through a common purpose. Plans for meeting the priority: Commemorate the 200th Anniversary of the War of 1812; Celebrate the Queen's Diamond Jubilee, including the Royal Tour of Their Royal Highnesses The Prince of Wales and The Duchess of Cornwall; Celebrate the 100th Anniversary of the Grey Cup; Contribute to infrastructure projects that improve the facilities of heritage organizations; and Undertake measures to enhance the ability of museums to present Canada’s history and heritage in the context of the celebration of significant historic anniversaries.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Investing in our communities.	New	Strategic outcome 1 Program activity 1 Strategic outcome 2 Program activity 4 Program activity 5 Program activity 6 Strategic outcome 3 Program activity 7
Description
Why is this a priority? The Department supports activities that foster a strong sense of Canadian identity and pride, as well as healthy and vibrant communities. The Department will also support efforts to increase Canadians’ knowledge of Canada relating to our history, symbols, institutions, cultures, languages and fundamental principles, in recognition of the role that the knowledge of Canada, and the experiences of Canada play in fostering a strong sense of Canadian identity. Canadian Heritage will help to build dynamic communities within a prosperous Canada by supporting efforts to provide Canadians with opportunities to experience their country through community engagement and civic participation, as well as through national and community-based celebrations and commemorations. Sport will continue to make a unique contribution to Canadian identity, culture and society by improving the health of Canadians, building strong communities and fostering social inclusion. Because sport showcases Canada’s accomplishments at home and abroad, the Department will support, through strategic investments, the continued development of the Canadian sport system, thus achieving positive direct and indirect community impacts. The Department recognizes sport as an important social, cultural and economic driver that benefits all Canadians and is committed to enhancing sport development from playground to podium. Plans for meeting the priority: Continue to support arts and heritage organizations in leveraging private-sector funding and other expressions of community support; Maximize opportunities for Canadian youth to strengthen their sense of attachment to Canada, through youth programming; Continue to implement the Roadmap for Linguistic Duality, and pursue negotiations for the renewal of the federal-provincial/territorial agreements; Collaborate with provinces and territories to renew the Canadian Sport Policy, creating a common vision for sport for all Canadians; Support competition opportunities for Canadian athletes through the support of sport stakeholders in the hosting of select international sport events and the Canada Games; and Support the preparation for the 2015 Pan American and Parapan American Games through the coordination of essential federal services and support to the host organization and other stakeholders, as well as the development of a Cultural Strategy.

Priority	Type	Strategic Outcome(s) and/or Program Activity(ies)
Ensuring financial stability and service excellence.	New	All strategic outcomes and all program activities
Description
Why is this a priority? The Department will address several key management objectives with a focus on managing the stability of the Department’s finances by building on the improvements initiated in 2010-11 through the department-wide Transformation Initiative. Canadian Heritage remains committed to service excellence in delivering on its vision and mandate within its budget. Plans for meeting the priority: In the current fiscal environment it is essential for the Department to have a sustainable long-term financial strategy, in order to ensure the Department’s financial stability. This three-year strategy takes into account anticipated funding levels, potential funding pressures and potential risks during this period.To achieve results and focus on program, policy and operational priorities, it will continue to be diligent in effectively managing its resources, including financial, human and information resources. The Department will work to improve the sustainability of its operations by developing strategies to achieve the alignment of planning and resource allocations. Through the Grants and Contributions Modernization Initiative (GCMI), a key component of the Department's Transformation Initiative, the Department will also be implementing innovative measures to simplify, standardize and streamline its grants and contributions business processes. The growing use of technology and Canadians’ expectations for fast, reliable and transparent service are drivers for this change. In the next phase of the GCMI, the introduction of on-line capabilities should result in better service to program recipients. By 2015, Canadian Heritage clients will be able to apply on-line, receive clear instructions to help them submit applications and report on progress. Program staff will also be better equipped with newer tools and technology to process requests more quickly. Finally, the organization will need to adapt to substantial change at a time when the entire public service is expected to evolve to better meet the needs of Canadians. This change will require that all levels of management fully engage employees in the organization's new priorities and processes.

Risk Analysis

There are external and internal factors that the Department acknowledges could influence its ability to realize its four priorities and deliver on its mandate.

Externally, significant demographic shifts, increased global connectivity, economic uncertainty, rapid technological advances and globalization in the trading environment are contributing to the transformation of Canada. In this environment, the Department’s policy challenges cross geographic, political and disciplinary boundaries and affect an increasingly diverse set of stakeholders in policy development and implementation.

Internally, current economic instability has necessitated Government of Canada measures for ensuring effective and efficient program delivery while remaining responsive and of value to Canadians.

The Department also understands the importance of managing these influences within the context of integrated risk management and that by doing so, the organization approaches its work with a confident, creative and innovative mindset as the basis for sound decision-making.

In recognition of these factors and the importance of advancing organization-wide integrated risk management, the Department has developed a corporate risk profile through its risk identification exercise. Four areas identified as requiring the ongoing monitoring and mitigation of any risks posing a threat or opportunity are policy-making, people management, financial management, and performance measurement.

Given this the Department will:

• advance selected pieces of legislation, policy and programming that respond to a shifting social, technological, cultural, environmental and economic landscape;
• continue with ongoing stakeholder consultation to inform policy development and engage other portfolio organizations, departments and central agencies in environmental scanning and mid-to-long term policy thinking;
• build a strong performance story;
• place an emphasis on monitoring performance and engagement in the workplace, in addition to the ongoing consultations and communications with employees through a three-year Public Service Renewal Plan;
• continue to modernize the management and delivery of grants and contributions programs through the Grants and Contributions Modernization Initiative; and
• implement a long-term financial strategy that will add value as a key component of decision-making, business planning, resource allocation and operational management as a means of ensuring financial stability and service excellence.

The Department will also implement a broader integrated risk management framework to improve the culture, capacity and capability of risk management within the organization.

Planning Summary

Financial Resources ² ($ millions)

2012-13	2013-14	2014-15
1,300.0	1,391.9	1,446.1

Human Resources (Full-time Equivalents - FTEs)

2012-13	2013-14	2014-15
1,635.4	1,616.9	1,610.3

Increase in planned spending in 2013-14 and 2014-15 is primarily due to the 2015 Pan American and Parapan American Games, which is all in Vote 5 Contribution funding. Therefore, this has no major impact on the number of FTEs in the Department.

Planning Summary Table

Strategic Outcome 1: Canadian artistic expressions and cultural content are created and accessible at home and abroad.
Performance Indicators
Range and volume of Canadian cultural content and artistic works created and produced, by category. Range of Canadian cultural and heritage content and artistic works accessible domestically and internationally, by category.

The Department recognizes that the basis for a strong creative economy is in encouraging excellence and stimulating innovation in Canada’s cultural and heritage sectors to better meet the needs of Canadians.

In 2012-13, the Department is modernizing the Copyright Act and plans to advance audiovisual coproduction treaty negotiations with approved partners to position Canada as a partner of choice in the global market, to develop a digital strategy for heritage preservation and to support arts and heritage organizations in the implementation of digital technologies to improve the audience experience.

The Department will continue to create opportunities for promoting interaction and connection, generating pride in our diverse country and learning about and celebrating Canada’s rich history and heritage. Canadian Heritage will focus on commemoration initiatives by contributing to infrastructure and other projects, and leveraging private investment in the arts.

To foster the long-term resilience of arts and heritage organizations, the Department’s investments will aim at enabling partnerships within communities to ensure public accessibility to cultural and heritage content, and to leverage private investment in the arts.

Planning Summary Table
($ millions)

Program Activity	Forecast Spending 2011-12	Planned Spending			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
Program Activity 1: Arts	120.0	123.7	123.7	121.7	Vibrant Canadian culture and heritage
Program Activity 2: Cultural Industries	322.5	315.2	314.2	312.3	Vibrant Canadian culture and heritage
Program Activity 3: Heritage	39.4	36.3	36.3	36.3	Vibrant Canadian culture and heritage
Total Planned Spending		475.3	474.3	470.3

Strategic Outcome 2: Canadians share, express and appreciate their Canadian identity.

Performance Indicators
Level of appreciation by Canadians of their shared values. Level of active participation by Canadians in their society. Level of attachment to Canada.

In 2012-13, the Department will continue to promote elements of Canadian identity through which Canadians deepen their knowledge and experience of their country. Through these efforts, the Department will work at sustaining Canadians’ capacity and pride in engaging in civic life.

The Department will provide Canadians with opportunities to celebrate and commemorate key historical milestones in the lead-up to Canada’s 150^th Anniversary in 2017, including the Diamond Jubilee of Her Majesty Queen Elizabeth II and the 200^th Anniversary of the War of 1812, thus helping to ensure that Canadians appreciate our shared history. The Department will continue to lead efforts to ensure that official language minority communities can thrive in their language, and that Canadians recognize and support linguistic duality as a core value in Canadian society. It will support the preservation and revitalization of Aboriginal languages and cultures. The Department will also support the involvement of Canadians in their local communities and offer youth opportunities to learn about and experience the richness of Canada.

Planning Summary Table
($ millions)

Program Activity	Forecast Spending 2011-12	Planned Spending			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
Program Activity 4: Promotion of and Attachment to Canada	79.1	82.4	74.3	69.5	Diverse society that promotes linguistic duality and social inclusion
Program Activity 5: Engagement and Community Participation	90.0	88.2	88.2	83.5	Diverse society that promotes linguistic duality and social inclusion
Program Activity 6: Official Languages	355.0	353.3	348.2	348.2	Diverse society that promotes linguistic duality and social inclusion
Total Planned Spending		523.9	510.7	501.2

Strategic Outcome 3: Canadians participate and excel in sport.

Performance Indicators
Percentage of Canadians who participate in sport. Canada’s rank on Sport Canada’s international ranking indices.

In 2012-13 the Department will continue to aim to make the Canadian sport system more effective. In the longer term, it anticipates that more Canadians will participate and excel in sports.

Programs and policies supporting sport participation are intended to reverse the declining participation rates of Canadians. To measure participation, the Department monitors national sport participation data rates through the Physical Activity and Sport Monitor, as well as through the General Social Survey’s Sport Supplement.

Canada’s ranking on the Sport Canada Nations Ranking Index is used as a measure of excellence. The Olympic Ranking Index is based on results per nation across all Olympic events at Olympic Games and Senior World Championships, over a four-year period. The Paralympic Ranking is based on medal results per nation at each Paralympic Games.

Planning Summary Table
($ millions)

Program Activity	Forecast Spending 2011-12	Planned Spending			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
Program Activity 7: Sport	215.6	212.7	322.0	389.7	Vibrant Canadian culture and heritage
Total Planned Spending		212.7	322.0	389.7

Internal Services

Program Activity	Forecast Spending 2011-12	Planned Spending
		2012-13	2013-14	2014-15
Internal Services	118.3	88.1	84.9	84.9
Total Planned Spending		88.1	84.9	84.9

The variance between 2011-12 forecast spending and future planned spending is mainly explained by the transfer of resources associated with the delivery of email, data centre and network services which will be managed by Shared Services Canada.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by setting out its key strategic environmental goals and targets. Consideration of these outcomes is an integral part of the Department of Canadian Heritage’s decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan, or program initiative includes an analysis of its impact on attaining FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the Department’s commitment to achieving FSDS goals and targets.

The Department of Canadian Heritage contributes to Theme IV – Shrinking the Environmental Footprint – Beginning with Government as denoted by the visual identifier below:

These contributions are components of the following Program Activity and are further explained in Section II:

• Program Activity 8 – Internal Services.

For more information on Canadian Heritage’s activities to support sustainable development please see Section II of this RPP and Canadian Heritage’s website. For complete details on the FSDS please see www.ec.gc.ca/dd-sd/.

Expenditure Profile

Departmental Spending Trend

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In 2008-09, actual spending included funding of some programs/initiatives such as Québec 2008, the Building Communities through Arts and Heritage Program, the Roadmap for Canada's Linguistic Duality and the federal policy for hosting international sport events. In 2009-10, the increase in actual spending was mainly due to the 2010 Olympic and Paralympic Winter Games in Vancouver (for example, Torch Relay initiatives and funding to enhance Canada’s strategic investment in the 2010 Olympic and Paralympic Winter Games) and Canada’s Economic Action Plan.

The reduction in actual spending for 2010-11 was primarily due to the end of the 2010 Olympic and Paralympic Winter Games in Vancouver and the wind down of Canada’s Economic Action Plan and Expo 2010 in Shanghai.

The 2011-12 forecast spending includes $24.6 million in pay list requirements, which is mainly composed of severance pay benefits. The 2011-12 severance pay benefits level is exceptionally high due to the cash out of accumulated severance pay benefits. This option was offered to various classifications of employees following the signing of new collective agreements. The forecast spending also includes the spending of proceeds from the disposal of Crown Assets generated by the sale of Canada’s pavilion at Expo 2010 in Shanghai ($2.7 million).

The increase in planned spending in 2013-14 and 2014-15 is due to the 2015 Pan American and Parapan American Games.

Estimates by Vote

For information on our organizational appropriations, please see the 2012-13 Main Estimates publication.

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