APPENDIX A to the 2008-2009 Departmental Performance Report of the Department of Canadian Heritage / Detailed Information on Results of Key Initiatives in 2008-2009
Table of Contents
Key Initiative 2: Responding to the Evolving Canadian Broadcasting Environment (Program Activity 1)
Key Initiative 6: Supporting the Québec 2008 Anniversary Celebrations (Program Activity 7)
Key Initiative 8: Supporting Canadian Participation at Expo 2010 in Shanghai (Program Activity 7)
Key Initiative 12: Moving Forward on the Global Centre for Pluralism (Program Activity 7)
Key Initiative 17: Public Service Renewal (Program Activity 8)
The following crosswalk identifies the links between Priorities, Strategic Outcomes, Program Activities and Key Initiatives included in the 2008-2009 Report on Plans and Priorities for the Department of Canadian Heritage, and demonstrates that some Key Initiatives were related to more than one Program Activity.
The 2008-2009 Departmental Performance Report of Canadian Heritage does not present all of the details of these Key Initiatives, but rather provides a description of results at a higher level. This Appendix serves as an accompanying document to explain the commitments made in the 2008-2009 Report on Plans and Priorities and the results achieved by Canadian Heritage in 2008-2009 for these specific Key Initiatives.
Crosswalk between Priorities, Key Initiatives and Program Activity Architecture (PAA) as in the Department of Canadian Heritage 2008-2009 Report on Plans and Priorities
(Source: 2008-2009 RPP, available online at: http://www.tbs-sct.gc.ca/rpp/2008-2009/inst/pch/pch01-eng.asp)
| Priorities and Key Initiatives | Links to Program Activity Architecture (PAA) 2008 |
|---|---|
| Priority 1: ADAPTING CULTURAL POLICY TO CHANGING TECHNOLOGY AND A GLOBAL MARKETPLACE The October 2007 Speech from the Throne noted the Government of Canada’s commitment to improve the protection of cultural and intellectual property rights, including copyright reform, thus ensuring that cultural policy is adapting to changing technology and a global marketplace. Responsive cultural policy helps secure a space for Canadian voices nationally and internationally, and furthers the Government’s desire to create a national environment that encourages “the capacity of Canadians to (…) build an even stronger Canada, striving for excellence (…) with growing confidence that they can make a difference at home and in the world” (Speech from the Throne 2006). | (Strategic Outcome 1) |
| KEY INITIATIVE 1: Implementing supplementary funding to the Arts Presentation Canada program for professional arts festivals that make a significant and demonstrable commitment to community engagement activities. | PA 2: Sustainability of Cultural Expressions and Participation (Strategic Outcome 1) PA 4: Access to Canada’s Culture (Strategic Outcome 1) |
| KEY INITIATIVE 2: Responding to the evolving Canadian broadcasting environment. | PA 1: Creation of Canadian Content and Performance Excellence (Strategic Outcome 1) |
| KEY INITIATIVE 3: Adapting the Canadian copyright regime to address changing domestic and international challenges. | PA 1: Creation of Canadian Content and Performance Excellence (Strategic Outcome 1) PA 2: Sustainability of Cultural Expressions and Participation (Strategic Outcome 1) |
| KEY INITIATIVE 4: Reviewing the Canadian Periodical Policy. | PA 1: Creation of Canadian Content and Performance Excellence (Strategic Outcome 1) PA 2: Sustainability of Cultural Expressions and Participation (Strategic Outcome 1) PA 4: Access to Canada’s Culture (Strategic Outcome 1) |
| KEY INITIATIVE 5: Moving forward on the Canadian Museum for Human Rights. | PA 2: Sustainability of Cultural Expressions and Participation (Strategic Outcome 1) PA 3: Preservation of Canada’s Heritage (Strategic Outcome 1) PA 4: Access to Canada’s Culture (Strategic Outcome 1) |
| Priority 2: PROMOTING CANADA THROUGH COMMUNITY ENGAGEMENT AND MAJOR EVENTS 2008 is an important year for the promotion of Canada, as the country will celebrate several major events, such as the 400th anniversary of the founding of Québec City, the 250th anniversary of the establishment of Nova Scotia’s representative assembly, and the 150th anniversary of the founding of the Crown colony of British Columbia. The promotion of Canada also plays out in communities across the country, notably through recently funded local festivals and the expression and celebration of local arts and heritage. | (Strategic Outcome 2) |
| KEY INITIATIVE 6: Supporting the Québec 2008 anniversary celebrations. | PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| KEY INITIATIVE 7: Implementing the Building Communities through Arts and Heritage Program for local community festivals and commemorations. | PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| KEY INITIATIVE 8: Supporting Canadian participation at Expo 2010 at Shanghai. | PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| KEY INITIATIVE 9: Supporting celebrations to mark the 150th anniversary of the Crown colony of British Columbia. | PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| KEY INITIATIVE 10: Supporting activities related to the 250th anniversary of representative government in Nova Scotia (Democracy 250). | PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| KEY INITIATIVE 11: Developing next steps for the Community Historical Recognition Program and the National Historical Recognition Program. | PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| KEY INITIATIVE 12: Moving forward on the Global Centre for Pluralism. | PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| Priority 3: DELIVERING NEW SUPPORT FOR OFFICIAL LANGUAGES The 2006 Speech from the Throne recognized that “linguistic duality is a tremendous asset for the country,” while Budget 2007 announced significant funding dedicated to supporting official language minority communities and promoting linguistic duality, as well as for events surrounding the 400th anniversary of Québec City. | (Strategic Outcome 2) |
| KEY INITIATIVE 13: Implementing new support for Official Languages. | PA 5: Promotion of Inter-cultural Understanding (Strategic Outcome 2) PA 6: Community Development and Capacity Building (Strategic Outcome 2) |
| Priority 4: INVESTING IN CANADIAN SPORT Canada’s achievements as a sporting nation, with the excellence of its athletes recognized in national and international competitions, contributes to the strength of the Canadian identity as well as to the economic, social, and cultural fabric of the nation. Recognizing this, the Government has provided significant funding for the 2010 Olympic and Paralympic Winter Games while also supporting community sport participation, athletic development and excellence in winter sports. | (Strategic Outcome 1) (Strategic Outcome 2) |
| KEY INITIATIVE 14: Investing in athlete support, strategic opportunities, and promotional activities in preparation for the 2010 Olympic and Paralympic Winter Games in Vancouver-Whistler. | PA 1: Creation of Canadian Content and Performance Excellence (Strategic Outcome 1) PA 2: Sustainability of Cultural Expressions and Participation (Strategic Outcome 1) PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| KEY INITIATIVE 15: Implementing the Canadian Heritage Sport Fund. | PA 1: Creation of Canadian Content and Performance Excellence (Strategic Outcome 1) PA 7: Participation in Community and Civic Life (Strategic Outcome 2) |
| Priority 5: STRENGTHENING MANAGEMENT PRACTICES The Department is reviewing and continually adjusting its corporate management infrastructure and its governance structure to respond to new requirements regarding results-based management, comptrollership, risk management, internal audit and evaluation, service delivery, and public service modernization. Extensive redesign of the Department’s Program Activity Architecture (PAA) and Performance Measurement Framework (PMF) is also currently under way, to further enhance governance and accountability through informed and transparent policy development, decision-making and risk management. | |
| KEY INITIATIVE 16: Implementation of Canadian Heritage Action Plan supporting Blue Ribbon Panel conclusions. | PA 8: Internal Services |
| KEY INITIATIVE 17: Public Service Renewal. | PA 8: Internal Services |
| KEY INITIATIVE 18: Canadian Heritage Management Accountability Framework (MAF) Action Plan. | |
| PA 8: Internal Services |
| PA 8: Internal Services |
| PA 8: Internal Services |
| PA 8: Internal Services |
Key Initiative 1: Implementing Supplementary Funding to the Arts Presentation Canada Program for Professional Arts Festivals that Make a Significant and Demonstrable Commitment for Community Engagement Activities (Program Activity 2, Program Activity 4)
Arts Presentation Canada (APC) gives Canadians direct access to a variety of quality artistic experiences through financial assistance to arts festivals and presenters or the organizations that support them. Canadians will therefore have more access to artists’ work from all regions of Canada that reflect its rich cultural diversity. Canadian communities in all regions will have the opportunity to participate in, and benefit from, the broadest possible range of professional artistic experiences.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The supplementary resources for the APC program are a targeted investment that will enable professional arts festivals to better fulfill their stated community engagement objectives. Professional arts festivals will receive enhanced support to deliver significant and demonstrable community engagement through: (1) programming that combines and complements paid-admission events with free or low-cost events; (2) programming that engages local professional artists; (3) extending programming outreach to other communities; (4) initiatives that reach out to specific segments of the population (i.e., youth or other under-served populations); (5) active outreach to schools, community centres or other venues where professional artists engage with the community; and (6) partnerships with other community-based organizations.
Results Achieved
Planned results were met. Delivery mechanisms, including the funding allocation model, are in place. Community engagement is a concept already well entrenched in the objectives of the APC program. Therefore, changes to the existing delivery mechanism or the program’s eligibility and assessment criteria were not required. Professional arts festivals that had already submitted applications to APC for activities in 2008-2009 (by the April 30, 2007 deadline) and potential applicants to the September 30, 2007 deadline were invited to submit supplemental requests outlining their community engagement activities.
The APC website was updated with the specifics of the initiative and letters were sent to all festival applicants and presenter support organizations. In addition, information packages were sent to all Members of Parliament and Senators informing them of the community engagement directives and criteria. Supplemental funding requests were received, analyzed, and processed by staff in the regional offices using a national assessment grid.
A funding allocation model was developed using the guiding principles that 1) the distribution of resources across provinces and territories should reflect the existing distribution of APC-funded festivals; and 2) that each province/territory receive a base funding envelope to ensure access in all regions of the country.
Funding was disbursed as projected. In 2008-2009, 231 of 344 festivals, in 98 of 136 communities, were awarded a total of $7M in supplemental funding for their community engagement activities. This supplemental funding provided enhanced opportunities for Canadians in communities across the country to participate in, and benefit from, a wide range of artistic experiences offered by professional arts festivals.
Performance data will be analyzed following receipt of final reports (usually within six months of the end of the organization’s fiscal year). (More information on the APC program is available online at: http://www.pch.gc.ca/pgm/pac-apc/index-eng.cfm.)
Key Initiative 2: Responding to the Evolving Canadian Broadcasting Environment (Program Activity 1)
Digital technologies have played an important role for many years in the cultural sector, including the areas of music, news gathering, film and television, publishing and the arts. Recent technological advancements in capturing and compression technologies, computing power and storage have made the recording, duplication and storage of cultural products extremely easy and often much less expensive. It is the combination of these advances, the omnipresence of global digital networks, increasing broadband Internet access and adoption, and the development of inexpensive and easy-to-use software that have transformed the way in which cultural content is being created, distributed, consumed and experienced.
In recognition of these changes facing the Canadian broadcasting system, the Department has commissioned and completed a number of important studies and reports. These, as well as the Canadian Radio-television and Telecommunications Commission’s (CRTC) report on the impacts of technological change on the Canadian broadcasting system as a whole, are serving to inform ongoing policy work to ensure up-to-date broadcasting policies and programs.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The Department will collaborate and leverage partnerships to identify, develop and implement action to ensure that the Canadian broadcasting system remains relevant in a global digital environment.
Results Achieved
Planned results were met. In June 2008, the Government of Canada tabled its response to the report of the Standing Committee on Canadian Heritage, entitled CBC/Radio-Canada: Defining Distinctiveness in the Changing Media Landscape, reaffirming the policy that the CBC/Radio-Canada is and will remain the national public broadcaster operating in English and French (this report is available online at: http://www.pch.gc.ca/pc-ch/org/sectr/ac-ca/ppr-bpp/ri-bpi/pubs/rep-cbc-eng.cfm). In addition, the Government of Canada indicated that it expects CBC/Radio-Canada to make the best use of its existing resources, which currently exceed $1B annually.
During that same time (June 2008), the CRTC, in response to the Government’s request for a report pursuant to section 15 of the Broadcasting Act, issued its recommendations on the future of the Canadian Television Fund (CTF). Subsequently, on March 9, 2009, the Government announced the creation of the Canada Media Fund (CMF), a public-private partnership that reallocated $14.3M from the Canada New Media Fund and $120.4M from the CTF which, in combination, represents an investment of $134.7M. The role of the CMF will be to support both traditional television content as well as interactive digital content, ensuring the long-term viability and relevance of the broadcasting industry by linking audiences across platform choices. Canadian viewers will have better access to Canadian programming on all media platforms following the creation of the CMF (more information on the CMF is available online at: http://pch.gc.ca/pc-ch/infoCntr/cdm-mc/index-eng.cfm?action=doc&DocIDCd=CJM082271).
In September 2008, the Governor-in-Council received petitions pursuant to section 28 of the Broadcasting Act asking to set aside or refer back to the CRTC Broadcasting Decision 2008-222 in which the CRTC approved broadcasting license applications to operate new FM radio stations to serve Ottawa and Gatineau. On December 10, 2008, the Governor-in-Council referred the decision back to the CRTC, and, in doing so, the Government publicly recognized radio’s contribution to the vitality of Anglophone and Francophone minority communities and highlighted the CRTC’s obligations towards official language minority communities. The CRTC is expected to issue its decision in summer 2009 (more information is available online at: http://www.gazette.gc.ca/rp-pr/p2/2008/2008-12-10/html/si-tr141-eng.html).
As an element of the Roadmap for Canada’s Linguistic Duality, the Government of Canada issued a request, pursuant to section 15 of the Broadcasting Act, that the CRTC examine and report on the availability of official-language broadcasting services available to official language minority communities and making cultural connections within society. On March 30, 2009 the CRTC published its Report to the Governor-in-Council on English- and French-Language Broadcasting Services in English and French Linguistic Minority Communities in Canada. The Government will take into account the report’s findings and recommendations as part of its commitment to the promotion of both official languages and access for Canadians to quality French and English broadcasting services across Canada. (This report is available online at: http://www.crtc.gc.ca/eng/BACKGRND/language/ol0903-lo0903.htm.)
Canadian Heritage continued to work with Industry Canada and the CRTC to ensure public awareness of the transition from over-the-air analog broadcasting to digital broadcasting scheduled in Canada for August 31, 2011 and in the United States for June 12, 2009. In addition, the Department is collaborating with its partners to ensure appropriate roles for industry and government to ensure Canadians continue to have access to their broadcasting system in a modern digital environment.
Key Initiative 3: Adapting the Canadian Copyright Regime to Address Changing Domestic and International Challenges (Program Activity 1, Program Activity 2)
Copyright protection is the fundamental legal pillar upon which the creation and distribution of cultural products is based. Cultural industries that depend on copyright protection—for example, music, film, and software—contribute significantly to the growth of our Canadian economy. The Copyright Act aims to maintain a balance between recognizing the rights of creators and owners of works, and the distribution of and access to these works in the public interest. Technological advances, the development of new business models, and nearly unlimited access to creative works give rise to new issues concerning the Act.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
In 2008-2009, the Department of Canadian Heritage will draft amendments to the Copyright Act so that Canada can apply the copyright provisions set out in the two most recent World Intellectual Property Organization treaties and resolve issues related to technological advances and the Internet. (For more information, visit Canadian Heritage website at: www.pch.gc.ca/progs/ac-ca/progs/pda-cpb/reform/index_e.cfm.)
The new Act will provide sufficient copyright protection and fair compensation for copyright holders, promoting lawful access to works in accordance with international standards.
Results Achieved
Planned results were partially met. Bill C-61, An Act to Amend the Copyright Act, was introduced in Parliament in June 2008, but died on the order paper when Parliament was prorogued on September 7, 2008. The aim of this Bill was to provide sufficient copyright protection and fair compensation for copyright holders while facilitating legitimate access to works, in keeping with current international standards.
The Department continues to support efforts to modernize Canada’s copyright laws and identified amendment of the Copyright Act as a priority in the 2009-2010 Report on Plans and Priorities. The Department is developing policy approaches that reflect developments in cultural industries and the market, as well as changes in technology, by seeking input from the public and key stakeholders and by conducting targeted research. The Minister of Canadian Heritage and the Minister of Industry share responsibility for copyright.
Canadian Heritage also promotes Canada’s copyright interests during international negotiations and discussions in forums such as the World Intellectual Property Organization and during the negotiation of trade agreements, such as the Anti-Counterfeiting Trade Agreement.
Key Initiative 4: Reviewing the Canadian Periodical Policy (Program Activity 1, Program Activity 2, Program Activity 4)
The Department of Canadian Heritage will examine program changes to help ensure that the Department’s strategic outcomes are achieved.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Stability will improve in the periodical policy framework for industry and policy makers.
Results Achieved
Planned results were met. Public consultations for program redesign were finalized in 2008-2009 (a summary document with highlights from the consultation process can be found on the Department’s public consultation web page at: http://www.pch.gc.ca/pc-ch/conslttn/rfppi/index-eng.cfm).
Issues raised during consultations held between January and April 2008 helped to inform program design. The main message received from stakeholders – to simplify the program and to continue to provide specialized support for small and medium-sized publishers – was incorporated into the new program.
Review of the existing periodicals programs was completed, and the new program called the Canada Periodical Fund (CPF) was announced, and will be implemented in 2010-2011. The CPF will replace the two existing periodical programs: the Publications Assistance Program and the Canada Magazine Fund (more information on the Canada Periodical Fund is available online at: http://www.pch.gc.ca/pc-ch/infoCntr/cdm-mc/index-eng.cfm?action=doc&DocIDCd=CJM082334).
The CPF will tie support to the reading choices of Canadians, build on previous programs to maintain support for the industry and help maintain jobs in an industry affected by the current economic slowdown, reallocate funding to small and mid-sized titles to support a diversity of Canadian magazines and newspapers throughout the country, provide greater flexibility to publishers to use funds strategically for a wide range of publishing activities, including online publishing, and contribute to the Government’s commitment to reduce paper burden for business.
Beginning in April 2009, Canada Post ceased making financial contributions to the Publications Assistance Program. Canada’s 2009 Economic Action Plan included $15M to replace this money to stabilize the program’s budget at existing levels in 2009-2010. The Economic Action Plan also provided another $15M in funding for the year 2010-2011, to be spent towards the Canada Periodical Fund in its first year of implementation. This will maintain overall spending on magazines and newspapers in 2010-2011 at the same aggregate levels as the previous programs.
Key Initiative 5: Moving Forward on the Canadian Museum for Human Rights (Program Activity 2, Program Activity 3, Program Activity 4)
The Canadian Museum for Human Rights will be the first new national museum to be established in 40 years. The significant contribution that will be made to the construction of the museum by the Friends Foundation, the Province of Manitoba, the City of Winnipeg and the Forks Renewal Corporation marks a new era in collaboration between governments and the private sector to achieve the realization of a cultural vision. By locating the museum in Winnipeg, the Government of Canada has affirmed its commitment to the principle that national cultural institutions belong to all Canadians.
In the museum’s first year of existence, the new Board of Trustees will need to make major decisions about its future directions, including the architecture vision and the vision for the institution’s public programming. In carrying out this responsibility, it will be able to draw on the work previously commissioned by the Friends of the Canadian Museum for Human Rights Foundation and the advice of the Advisory Committee established by the Minister of Canadian Heritage in 2007-2008.
At the same time, staff will be recruited to lead the Museum, to begin to prepare for its complex operations once it opens, and to support the Board. During this recruitment phase, the Department of Canadian Heritage will continue to provide support to ensure that the new Board has the resources it needs in carrying out its responsibilities.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The planned results are a new national museum that will present the evolution of human rights, with special but not exclusive reference to Canada, to promote critical understanding, respect for others and dialogue. The planned results and milestones are dependent on the passage of legislation to establish the museum.
The planned results also include that the Museum’s Board of Trustees receives the support it requires to make major decisions that will advance the planning for the museum and that key senior staff for the Museum are recruited.
Results Achieved
Planned results were met. Located in Winnipeg, the Canadian Museum for Human Rights will be the first new Canadian national museum in 40 years and is also the first national museum in Canada to be located outside of the National Capital Region. The Museum will explore the subject of human rights to enhance the public’s understanding, to promote respect for others, and to encourage reflection and dialogue (more information is available online at: http://www.canadianmuseumforhumanrights.com).
The legislation to establish the Canadian Museum for Human Rights came into force on August 10, 2008. Eight members to the Board of Trustees were appointed on August 27, 2008. A selection process to recruit a Director (Chief Executive Officer) is currently being led by an executive search firm (see information online at: http://www.pch.gc.ca/pc-ch/infoCntr/cdm-mc/index-eng.cfm?action=doc&DocIDCd=CJV081412).
The Corporate Plan for the Canadian Museum for Human Rights, for the period of 2008-2009 through 2012-2013, was approved during the inaugural Board meeting in early September 2008. Following the Minister’s approval, it was approved by Treasury Board in September 2008. The Department of Canadian Heritage offered the Museum the services of a transition team to assist with the early stages of planning and operations.
Key Initiative 6: Supporting the Québec 2008 Anniversary Celebrations (Program Activity 7)
The Department of Canadian Heritage supports theme-based, integrated and dynamic approaches to celebrating and commemorating Canada and Canadians. It provides continuity and consistency across the diverse celebratory and commemorative activities initiated by federal partners and other levels of government every year. This initiative celebrates the 400th anniversary of the establishment of Québec City in 1608.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Canadians will have increased opportunities to discover and celebrate the 400th anniversary of Québec City, the first permanent Francophone settlement in North America.
Results Achieved
Planned results were met. Activities broadened Canadians’ knowledge of Canada’s history. The March 2009 survey results show that 60 percent of Canadians were aware that 2008 was the year commemorating the 400th anniversary of the founding of Québec City, compared to 37 percent in June 2007. Moreover, 84 percent of the 2009 survey respondents agreed that celebrating the 400th anniversary of the founding of Québec City, the first permanent Francophone settlement in North America, gave them a chance to learn more about Canada’s history. The final activity/results report and final financial statements of the Société de 400e anniversaire du Québec will be submitted and the evaluation will be completed in 2009-2010.
The 400th anniversary of the founding of Québec City was celebrated across Canada by various communities, including official language minority communities. The Celebration and Commemoration Program supported 135 projects with total funding of $4,178,968. The Official Languages Support Programs supported 47 projects in Canada’s official language communities, with total funding of $2,438,868. The Exchanges Canada Program enabled 540 youth participants to go on an exchange.
The contribution agreement signed with the Société du 400e anniversaire de Québec was appropriately managed and measures were implemented that contributed to increased monitoring and effective risk management. An external audit of the Société was conducted, confirming that the Société had put in place an effective and appropriate governance structure and that the funds provided to the recipient were used as intended.
Federal coordination promoted a collective approach to issues and exchanges between departments and a successful federal presence at the 400th anniversary celebrations.
Key Initiative 7: Implementing the Building Communities through Arts and Heritage Program for Local Community Festivals and Commemorations (Program Activity 7)
Each of Canada’s communities is unique, and each is uniquely Canadian. Communities are shaped by geography, history, their founders and those who came to live there. They continue to grow and change as the people who live there now build on those foundations. The Building Communities through Arts and Heritage Program was created to help communities celebrate their community – its past and present. The Program will increase opportunities, through festivals or other events and activities, for local artists and artisans to be involved in their community and for local groups to commemorate their local history and heritage.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The Building Communities through Arts and Heritage Program will be fully implemented. Effective program delivery, effective program promotion and solid policy, performance measurement, and accountability frameworks will be in place.
Results Achieved
Planned results were met. In 2008-2009, a total of $6,826,195 was awarded to festivals and anniversaries held across the country. Solid policy frameworks are in place for all components and applied on an ongoing basis. Performance data has been collected, analyzed and used for ongoing reporting.
A Pre-Implementation Assessment process was conducted and found that program management took a reasoned and prudent approach to implementation. The report also outlined a number of opportunities to strengthen the program’s control measures and significant progress has been made in implementing the recommendations. In terms of program delivery mechanisms, the following results were achieved: (1) guidelines, tools and processes were improved based on what was learned in the first year and training sessions were conducted in the regions and at Headquarters; (2) financial resources were allocated by province and territory and allocated to 688 projects across the country; and (3) a formula-based approach was developed and implemented to translate project assessment scores into funding recommendations.
An outreach strategy was developed prior to deadlines for applications, and included a factsheet, new Guide and Application Forms and general guidelines in both official languages. Festival organizers were asked to indicate how they intended to reach both the French and English populations of the locality, if both groups were present.
This program has strong social benefits, as it contributes to the preservation of the history and identity of Canada’s diverse communities while offering a way for traditions and identities to evolve over time. The program thus supports the Departmental objectives vis-à-vis engagement and inclusion (more information is available online at: http://www.pch.gc.ca/communities).
Key Initiative 8: Supporting Canadian Participation at Expo 2010 in Shanghai (Program Activity 7)
Component 1: Promoting Canada’s Domestic and Foreign Policy Priorities through the Bureau of International Expositions Related Initiatives
The Department of Canadian Heritage will ensure strategic Canadian influence at the Bureau of International Expositions (BIE) by participating in a review and application of the Bureau’s regulations. The Department will also ensure that Canada’s Expositions hosting policy framework both responds to Canadian cities’ needs for information and reflects current Government of Canada priorities.
Component 2: Enhancing Canada’s Pavilion and Presence at Expo 2010 (Shanghai) through an Innovative Collaborative Arrangement and Contract
The Government of Canada and the Cirque du Soleil have formed a collaborative arrangement to develop the Canada Pavilion at Expo 2010 in Shanghai.
Component 3: Connecting Canadians at Home and Abroad to Expo 2010 (Shanghai) via Canada’s Expo 2010 Web site and Programming
The Department will plan and develop Canada’s Expo 2010 Web site and programming in Canada and at Expo 2010.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Component 1: Promoting Canada’s Domestic and Foreign Policy Priorities through the Bureau of International Expositions Related Initiatives
Democratic values will be promoted and considered during meetings of the Bureau. Canada’s Expo hosting policy will provide Canadian cities seeking to host future Expos with the strategic and technical advice they need.
Component 2: Enhancing Canada’s Pavilion and Presence at Expo 2010 (Shanghai) through an Innovative Collaborative Arrangement and Contract
The Canada Pavilion for Expo 2010 construction contract will be awarded and managed, and a world-class creative design, public presentation and cultural program for the Canada Pavilion for Expo 2010 will be developed.
Component 3: Connecting Canadians at Home and Abroad to Expo 2010 (Shanghai) via Canada’s Expo 2010 Web site and Programming
Canada’s Expo 2010 Web site will be updated and the number of visits has increased. Frameworks for Expo 2010 programming (public affairs, communications, protocol, business promotion, engaging Canadians) will be developed and shared.
Results Achieved
Planned results were met. Canada participated in the BIE General Assembly in March 2008, the process of selection of Italy as host of Expo 2015, and three committee meetings.
Canada fulfilled its obligations as a member of the Rules Committee, including participation in discussions pertaining to regulations for Expo 2010. Canada’s interests were represented in relation to new policies pertaining to the brand image of the BIE and the framework for Bid Campaigns, as well as the strengthening of the Code of Ethics document for future Expos.
The construction contract for the Canada Pavilion at Expo 2010 was awarded to SNC Lavalin. The contract recipient was selected through a public tendering process. Recommendations of the 2005 audit on awarding contracts are being taken into consideration for the Request For Proposal for the communications and public affairs contract for Expo 2010. The contracts for communications and public affairs for Expo 2010 will be awarded in fiscal year 2009-2010.
Key Initiative 9: Supporting Celebrations to Mark the 150th Anniversary of the Crown Colony of British Columbia (Program Activity 7)
In 2008, the Province of British Columbia (BC) kicked off its year-long celebrations to mark the 150th anniversary of the founding of the Crown Colony of BC. Communities and organizations across the province staged various events to showcase BC’s heritage, communities, arts and culture, and the contributions of the Aboriginal and multicultural communities to the province’s history and culture. These activities created opportunities for citizens to participate in and showcase the province’s stories and successes, and raised awareness and generated interest throughout Canada. BC had requested to strike a collaborative partnership with the Government of Canada to support this anniversary celebration. This initiative was identified in the October 2007 Speech from the Throne.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Canadians are to be given the opportunity to commemorate this important anniversary in the development of our country.
Results Achieved
Planned results were met. A $6.6M contribution agreement was signed with the BC 150 Secretariat, a special unit of the British Columbia’s Ministry of Tourism, Culture and the Arts.
About 20 activities by the BC 150 Secretariat commemorated the founding of the Colony of BC. Some activities were targeted particularly at young people or specific communities, while others were for Aboriginal peoples and multicultural groups. Funding requests to support activities marking the 150th anniversary of the settlement of BC were received and reviewed. Awareness was raised among British Columbians along with all other Canadians about the history and culture of BC. Activities reached out to the general public – particularly young people, seniors, First Nations and veterans – and included initiatives to foster knowledge and understanding about the history and heritage of targeted communities. Arts and culture were cited as important elements in the development of the province.
Communication tools and Web site content were developed, and promotional products were produced and distributed to raise public awareness about activities surrounding the 150th anniversary. These activities were run by third-party organizations funded through the Grant and Contribution Program.
Key Initiative 10: Supporting Activities Related to the 250th Anniversary of Representative Government in Nova Scotia (Democracy 250) (Program Activity 7)
In 2008, the Province of Nova Scotia marked the 250th anniversary of the establishment of its representative assembly. This was the first representative government introduced in the colonies that would become Canada, and a key milestone in the birth of Canadian parliamentary democracy. This significant achievement was highlighted by Democracy 250, which plans to implement a comprehensive year-long program of events, legacy projects and citizen engagement activities. One of the key objectives of Democracy 250 was to educate young Canadians on representative government, the parliamentary system, the importance of democracy and the need for participation in the electoral process. In carrying out this primary objective, Democracy 250 hoped to reach out to youth as the next generation of voters and leaders and to positively impact democratic renewal and voter turnout. Nova Scotia has requested to strike a collaborative partnership with the Government of Canada to support this anniversary celebration. This initiative was identified in the October 2007 Speech from the Throne.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Canadians are given the opportunity to commemorate this important anniversary in the development of the country.
Results Achieved
Planned results were met. The $5.6M contribution agreement ($1M in 2007-2008 and $4.6M in 2008-2009) with the Democracy 250 initiative was appropriately managed. An evaluation is scheduled for 2009-2010.
The 17 initiatives undertaken by Democracy 250 including educational activities, travelling exhibits and promotional activities aimed at encouraging participation of Canadians across the country, especially youth. These projects reflected the viewpoints of founding peoples such as the Mi’Kmaq, Acadians and Nova Scotians of African descent and their contributions to the development of Canada’s democracy, and also highlighted the sacrifices veterans have made to preserve democracy. Awareness was raised in the target clientele about the importance of democracy, of broadening their knowledge about the history of Canada’s democracy, of retrieving archived files and of creating opportunities to celebrate democracy. Communication tools and Web site content were developed, and promotional products were produced and distributed to raise awareness about activities surrounding the anniversary of representative government in Nova Scotia.
Key Initiative 11: Developing Next Steps for the Community Historical Recognition Program and the National Historical Recognition Program (Program Activity 7)
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 of Canada’s commitment to the Chinese-Canadian community and all Canadians to provide appropriate acknowledgment related to the Chinese Head Tax.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The key result for the initiative is increased 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 through the provision of 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, as well as through the establishment of a fund for community-based projects aimed at acknowledging these impacted communities; and the development of a National Historical Recognition Program (NHRP) to fund federal initiatives that will help to educate all Canadians – particularly youth – about the history related to wartime measures and immigration restrictions.
Results Achieved
Planned results were met. The Community Historical Recognition Program (CHRP) and the NHRP were successfully implemented in May 2008 in a context characterized by high community expectations. The CHRP and NHRP responded to these expectations by making available funding for, respectively, community-based projects and federal initiatives related to the recognition and awareness of wartime measures and immigration restrictions that were applied in Canada’s past.
In May 2008, CHRP established the Canadian First World War Internment Recognition Fund, a $10M endowment to support projects related to the First World War internment. The grant was given to the Shevchenko Foundation. The Ukrainian Canadian Foundation of Taras Shevchenko, founded in 1963, is a national chartered philanthropic institution providing leadership by building and nurturing a permanent endowment fund dedicated to the preservation and promotion of the Ukrainian-Canadian cultural heritage and the advancement of a flourishing Ukrainian community for the enrichment of Canada (more information is available online at: http://www.cic.gc.ca/multi/rdrss/hrp-eng.asp; http://www.cic.gc.ca/multi/rdrss/chrp-eng.asp; http://www.pch.gc.ca/pc-ch/infoCntr/cdm-mc/index-eng.cfm?action=doc&DocIDCd=CJK073471; http://www.shevchenkofoundation.com/history.html).
The CHRP then launched its first call for project proposals in the summer of 2008, drawing significant interest from targeted communities. Thirty-four funding applications were received. Ten of those totalling $2.57M were recommended for funding and approved by the Minister, and will receive payments in 2009-2010. Ten more applications remained in assessment process at year-end. Advisory Committees established under the CHRP for the Chinese-, Jewish- and Italian-Canadian communities are to provide advice on applications received. The CHRP’s second call for proposals was launched on March 25, 2009.
In September 2008, a $3.3M, four-year Memorandum of Understanding was signed with Parks Canada to fund initiatives related to the First World War internment on Parks Canada land. Activities began shortly thereafter.
Under the Chinese Head Tax initiative, 731 ex gratia payments have been made; another 48 have been approved and will be paid shortly. It is expected that an additional six applications will be put forward for approval, for a total of 785 payments representing $15,700,000.
Key Initiative 12: Moving Forward on the Global Centre for Pluralism (Program Activity 7)
On October 25, 2006, the Government of Canada signed a funding agreement with the Global Centre for Pluralism and, in March 2007, a $30M endowment was provided for this organization. Subsequently, on December 19, 2007, the Government concluded a lease agreement.
The Global Centre for Pluralism is a new not-for-profit, non-governmental organization that will address a global gap in institutions that research and teach about pluralism as a foundation for good governance, peace and human development. As a majority of the world’s nations are comprised of diverse ethnic, cultural, linguistic and religious communities, Canada’s cultural and linguistic diversity offers practical lessons in managing diversity, reducing potential conflict and fostering inclusion.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Deliverables outlined in the funding agreement for the Global Centre for Pluralism will be delivered in a timely manner.
Results Achieved
Planned results were partially met. The Global Centre for Pluralism is in the process of becoming fully operational, as a Board of Directors has not yet been appointed. In 2008-2009 the Global Centre for Pluralism submitted copies of annual plans and reports outlining activities and results. The timing of the reporting of deliverables outlined in the funding agreement for the Global Centre for Pluralism has been affected.
As stated in Order-in-Council 2008-1732 of October 30, 2008, responsibility for the administration of the Global Centre for Pluralism file was transferred from the Department of Canadian Heritage to the Department of Citizenship and Immigration.
The activities of the Global Centre for Pluralism primarily target the developing world, offering a platform from which existing organizations and experts on pluralism in Canada can reach an international audience (more information is available online at: http://www.pluralism.ca).
Key Initiative 13: Implementing New Support for Official Languages (Program Activity 5, Program Activity 6)
According to the 2006 Census, the number of Francophones (persons with French as their first official language spoken) in Canada living outside of Quebec is relatively stable at 997,000 people compared to 988,000 in 2001. For the first time since 1976, the number of people in Quebec whose first official language is English has increased, with 995,000 people compared to 919,000 in 2001, from 12.9% to 13.4% of the population of Quebec.[1] The findings also show that linguistic retention of French among Francophones who speak French at home most often in minority communities decreased slightly from 63% in 2001 to 62% in 2006. Furthermore, the knowledge of French increased between 2001 and 2006, from 9.0% to 9.4% among Anglophones in Canada and from 11.8% to 12.1% among allophones.[2] The number of Canadians outside Quebec able to carry a conversation in French has increased from 2.4 million to 2.6 million overall.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The Department will increase the number of tangible opportunities for young members of official language minority communities to live in their language on a daily basis. It will also create opportunities for young Canadians to gain linguistic and cultural experiences in their second official language, outside of the classroom.
Results Achieved
Planned results were met. In 2008-2009, the Department continued implementing initiatives (particularly youth initiatives). Within this framework, the Department supported projects from provinces, territories and community organizations for youth development activities.
In 2008-2009, the results of these projects focused mainly on organizing and developing leadership training courses for young Francophones living in minority situations in Canada, producing teaching aids, supporting a community radio station, organizing youth parliaments, encouraging youth participation in the August 2008 Jeux de la francophonie canadienne, and organizing exchange programs to improve young Canadians’ proficiency in their second official language. The Official Languages Support Programs supported youth projects totalling approximately $2.8M throughout the fiscal year.
The Department also undertook capital projects across the country in order to create physical spaces in which official language minority youth can learn and develop their language skills. Other initiatives were undertaken, via six regional providers, to give young people opportunities to live and work in both official languages through the Young Canada Works program. In 2008-2009, the program granted a total of approximately $3.6M to six regional providers promoting their respective regional community organizations to help implement youth activities as part of Youth Employment Strategies. With the goal of creating living environments where youth in minority can learn and develop in their language, capital projects across the country – including six community-school centres – were granted a total of $9.8M for 2008-2009.
In addition, the Department supported the participation of young Francophones throughout the country in the celebrations surrounding Quebec City’s 400th anniversary with programs such as “Francoforce”, which involved a tour of emerging French-Canadian artists.
In June 2008, the Government of Canada announced the Roadmap for Canada’s Linguistic Duality, 2008-2013: Acting for the Future. The Roadmap is an unprecedented Government-wide investment in official languages with a budget of $1.1B, divided among 14 federal departments and agencies. The Roadmap is directed at strengthening the vitality of official language minority communities and offering all Canadians the benefits that Canada’s two official languages bring. It provides for a new arts and culture component, new programs for economic development and justice, and additional investments in health and immigration.
Key Initiative 14: Investing in Athlete Support, Strategic Opportunities, and Promotional Activities in Preparation for the 2010 Olympic and Paralympic Winter Games in Vancouver-Whistler (Program Activity 1, Program Activity 2, Program Activity 7)
Component 1: Enhance Canada’s Domestic and International Profile
The Department of Canadian Heritage will support domestic and international activities that provide Government of Canada recognition and optimize opportunities for Canadians to share in the Games experience. The Department will identify, create and support opportunities that promote Canadians’ involvement in the 2010 Olympic and Paralympic Winter Games in Vancouver-Whistler (2010 Winter Games) and raise visibility domestically and internationally.
Component 2: Provision of Benefits for Canadians
The Department will initiate, develop and support activities that advance federal social, economic, cultural and sport priorities. This includes administering federal funding including contribution agreements to the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC), providing environmental assessment oversight, participation and outreach with targeted audiences (e.g., Four Host First Nations Society), promoting linguistic duality of Canada, ensuring knowledge transfer, and measuring the impact of the 2010 Winter Games.
Component 3: Implementation of the Own the Podium Initiative
The Own the Podium initiative provides expert advice to sport funding bodies, to assist in determining where to most strategically target support for winter high-performance sports and athletes with the greatest podium potential.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Component 1: Enhance Canada’s Domestic and International Profile
Positive domestic and international exposure will be achieved.
Component 2: Provision of Benefits for Canadians
Canada will establish sport, social and cultural legacies.
Component 3: Implementation of the Own the Podium Initiative
Canadian athletes will achieve and remain at international level performance standards in winter Olympic/Paralympic sports.
Results Achieved
The objectives of Key Initiative 14 have been met through support to Canadian athletes and investment in strategic opportunities and promotional activities in preparation for the 2010 Olympic and Paralympic Winter Games in Vancouver-Whistler. This has been achieved by increasing positive domestic and international exposure and establishing sport, social and cultural legacies, as reported in Components 1 and 2 below. Furthermore, as reported under Component 3, through the Own the Podium initiative, support has been targeted to athletes with the greatest potential for achieving podium results at the 2010 Winter Games.
Component 1: Enhance Canada’s Domestic and International Profile
Planned results were met. The 2010 Federal Secretariat (2010 FS) played a pivotal role in enhancing the Government of Canada’s profile in Beijing, China, during the Beijing 2008 Olympic and Paralympic Summer Games. The 2010 FS collaborated with both the Beijing Organizing Committee and VANOC to develop programming for federal departments participating in the Official Observer Programs, which are key components of the Olympic Games Knowledge Management Program led by the International Olympic Committee.
The 2010 FS consulted with departments that will be providing essential federal services during the 2010 Winter Games and identified participants in the Beijing Observer Programs that operated during both the Olympic and Paralympic Games-times. The 2010 FS coordinated participation and logistics to this end. After both the Olympic and Paralympic Observer Programs, the 2010 FS developed the Beijing 2008 Olympic and Paralympic Summer Games Observer Program Report to document lessons learned and best practices for use in planning the delivery of federal services during the 2010 Winter Games.
The goal and planned result for increased domestic and international exposure was reached through the Observer programs. Specifically, departments had an opportunity to: (1) experience operations in Games venues to obtain enhanced knowledge in key areas such as accreditation, logistics, transportation, public health, media and communications, games security and other areas; (2) observe and record best practices with respect to Games-time functions, processes and workforce in full action during Games-time; (3) achieve a better understanding of the physical Games environment and learn how to interact and collaborate with the International Olympic Committee, the Games Organizing Committee and other stakeholders involved in operating the Games; and (4) meet and develop relationships with counterparts from other Games host countries, such as British and Russian delegates, that will be participating in the 2010 Observer Programs.
The lessons learned during the Observer programs will be instrumental in planning and improving on the delivery of federal services during the 2010 Winter Games.
Through the coordination and support of the 2010 FS, the Government of Canada raised international visibility of its key role in the delivery of essential federal services during the 2010 Winter Games.
The British Columbia-Canada Pavilion (BCCP) located in Beijing, China showcased British Columbian and Canadian culture, tourism and business to China and the world. The BCCP was open from May 5 until September 18, 2008 and helped build new relationships and strengthen partnerships between Canada and China before and during the Beijing 2008 Olympic and Paralympic Summer Games. The Pavilion hosted 32,000 visitors, 871 Canadian and British Columbian business delegates, 150 journalists and generated over $56M in editorial coverage. The 2010 FS placed one employee at the Canadian Embassy in Beijing more than a year prior to the Games to support the BCCP and other Canada-China initiatives. This employee played a key role in facilitating partnerships to put together the BCCP and liaising with Chinese and Beijing authorities.
The 2010 FS was instrumental in sourcing the funding to showcase Canada through the Opening Ceremonies and Live Site projects. It has also provided support in the area of visibility in the advancement of these projects.
A contribution agreement was signed between the Major Events and Celebrations Branch and the City of Vancouver to support its Celebration Site Initiative. Discussions were undertaken to finalize the contribution agreement for the Celebration Site in Whistler.
A contribution agreement was signed between the Major Events and Celebrations Branch and VANOC for the organization and staging of the Opening Ceremony. The agreement focuses on the integration of elements of Canada’s identity – such as its linguistic duality and its Aboriginal and multicultural heritage – into the Opening Ceremony’s creative section.
The 2010 FS coordinated Mascot, 2010 kiosk and athlete appearances at many events and celebrations throughout Canada such as the Canada Day event in Ottawa and the North American Indigenous Games in BC.
The Department organized and delivered one-year countdown events in Ottawa and Whistler for the 2010 Olympic Winter Games and in Ottawa and Valcartier for the 2010 Paralympic Winter Games. These events were promoted to parliamentarians, federal public servants, Canadian Forces members and families and the public.
Component 2: Provision of Benefits for Canadians
The planned results for the above-mentioned milestones and timelines for 2008-2009 were met. The 2010 FS finalized and approved a two-year funding contribution agreement with VANOC for construction of 2010 Winter Games venues, collected all required financial and activity reports from VANOC for 2008-2009, and ensured monitoring of environmental commitments as per the contribution agreement and environmental assessment reports.
The 2010 FS provided support for the Four Host First Nations Society (FHFNS) by establishing a working group with other federal government departments and agencies, VANOC and other Games partners to facilitate a FHFNS request for funding for an Aboriginal Pavilion at the Games. The Pavilion will support the FHFNS objective to showcase Aboriginal cultures in Canada and business development opportunities at the Games.
In addition, VANOC, in partnership with the Government of Canada and the FHFNS launched the second set in the Aboriginal Poster Series “Find Your Passion in Sport” on March 26, 2009. The Poster Series showcases First Nations, Inuit and Métis winter sport athletes and reaches out to all youth in Canada by way of lesson starters for teachers on Aboriginal youth and the power of sport. The poster series was distributed to all schools in Canada.
The 2010 FS finalized and approved a two-year funding contribution agreement with VANOC to contribute to the planning and staging of the 2010 Paralympic Winter Games, and collected all required financial and activity reports from VANOC for 2008-2009.
The planned results for the Joint Canada-British Columbia Socio-Economic Impact Study for 2008-2009 were met. In 2008-2009, the indicators, methodologies and techniques for the joint Canada-British Columbia Socio-Economic Impact Study were finalized. Preliminary results in each of the eight theme areas (arts and culture, sport development, tourism, environmental sustainability, social development, economic development, employment and business development) were also gathered. A series of reports outlining the study’s results will be produced through 2013.
Component 3: Implementation of the Own the Podium Initiative
The milestones identified for the realization of this planned result for 2008-2009 were for Sport Canada to continue to participate in the Own the Podium initiative and establish a refined list of targeted sports for the 2010 Winter Olympic and Paralympic Games. These milestones for 2008-2009 were met. Fourteen Olympic and four Paralympic sports were targeted for Own the Podium initiative funding for the 2010 Winter Games.
Sport Canada continued to provide support to Canadian athletes, enabling them to better combine their sport and academic or working careers while intensively pursuing world-class performances. In winter sports, Canada ranked second in the world based on 101 medals won during the rolling four-year period of 2005-2008. This compares with 94 medals won during the 2004-2007 period, also a second-place ranking.
Key Initiative 15: Implementing the Canadian Heritage Sport Fund (Program Activity 1, Program Activity 7)
The Canadian Heritage Sport Fund will provide support to identified sport organizations to develop greater participation so that these sports may flourish and continue to contribute to Canada’s national identity and culture.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
There will be increased participation in identified sports.
Results Achieved
Milestones for the realization of the planned results were met in 2008-2009. The milestone from the 2008-2009 RPP for this key initiative was the assessment of organizations’ needs. Sport Canada successfully assessed the needs of Heritage Sport organizations, including three-down football, wheelchair rugby, lacrosse, five-pin bowling, broomball and ringette, reviewing all applications for funding to ensure that requests were aligned with program priorities, including the encouragement of participation in these sports by young people and the further development of these sports.
Key Initiative 16: Implementing the Department of Canadian Heritage’s Action Plan Supporting Blue Ribbon Panel Conclusions (Program Activity 8)
In June 2006, the President of the Treasury Board commissioned an independent Blue Ribbon Panel, “to recommend measures to make the delivery of grant and contribution programs more efficient while ensuring greater accountability.” In December 2006, the Panel submitted its final report entitled From Red Tape to Clear Results, and delivered 32 recommendations to help reform grant and contribution practices throughout the federal public service. (For more information, see: http://www.tbs-sct.gc.ca/media/nr-cp/2007/0214_e.asp.)
The Department of Canadian Heritage has a lead role to play in the federal response to Panel recommendations. As one of seven “vanguard” departments (those with significant grants and contributions expertise and experience), the Department is undertaking a number of initiatives to bring about change within the Department and at the federal level.
As a first step in the development of the Government of Canada’s action plan to reform the administration of grants and contributions, the Treasury Board Secretariat (TBS) worked with selected departments to examine business processes to identify opportunities for improved service and efficiencies.
The Canadian Heritage Blue Ribbon Panel Action Plan is in some ways “a snapshot in time” of efforts begun by the Department in 2003 to improve grant and contribution management. From the beginning, the theme was one of reasonable diligence: attaining a better equilibrium between stewardship and service on the basis of risk. The recommendations of the Blue Ribbon Panel served to focus these efforts towards reducing controls, where risk allows, so as to reduce burden on clients and improve accountability in the use of public funds.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The Canadian Heritage Blue Ribbon Panel Action Plan is to be costed, monitored and reported to the Executive Committee through 2010-2011. The Policy on Transfer Payments is to be effectively rolled out within a year of issuance. Blue Ribbon Panel initiatives are to be successfully completed, as resources allow, and the Department will participate in Pathfinder projects, as resources allow, sponsored by the Treasury Board Secretariat of Canada (TBS) Centre of Expertise on Grants and Contributions.
Results Achieved
Planned results were met. The 2007-2009 Canadian Heritage Blue Ribbon Panel Action Plan was incorporated in the June 2008 Government of Canada Action Plan to reform the administration of grant and contribution programs (more information is available online at: http://www.tbs-sct.gc.ca/gcr-esc/docs/2008/ragcp-rapsc-eng.asp). The Blue Ribbon Panel Action Plan was costed, with progress monitored and reported. An update was provided to the Department’s Executive Committee in August 2008. Work proceeded on the Departmental Performance Measurement Framework (PMF); service standards reflecting processing time were developed and piloted, beginning with regionally delivered programs, and ongoing measurement of client satisfaction with programs will be conducted on a cyclical basis after 2009-2010.
One key aspect of the Government of Canada Action Plan is policy reform, including the revised Policy on Transfer Payments and the companion Directive on Transfer Payments. Their impact has been analyzed and a comprehensive plan is in place. The Department’s implementation plan includes adjustments to policy and directives, processes, tools for programs and learning initiatives to reflect the new, more risk-based approach to core business. The implementation of the Policy and Directive by Canadian Heritage is underway and on schedule for the target date of April 1, 2010.
The Department’s Grants and Contributions Reform Action Plan 2009-2011, to be finalized early in 2009-2010, contains some 20 initiatives, including a Project Risk Assessment and Management (PRAM) tool for a risk-based approach to monitoring and client reporting.
The Sixteenth Annual Report to the Prime Minister on the Public Service of Canada by the Clerk of the Privy Council reported that the six vanguard departments including Canadian Heritage have acted to reduce administrative and reporting burden by 10 percent. The Department increased the use of grants where risk allowed and moved to multi-year contributions, again where risk allowed, in nine selected programs.
Canadian Heritage has actively participated in all key horizontal initiatives flowing from the reform of grants and contributions led by Treasury Board Canada, including: the Deputy Ministers’, Assistant Deputy Ministers’, and Directors-General/Directors’ Committees; and the development of a generic project risk assessment and management tool. In addition, the Department provided advice and assistance and shared best practices with 13 other governments departments and agencies.
Canadian Heritage has pursued stakeholder engagement as part of the reform of grants and contributions. It has posted information for front-line program staff on its intranet site and for clients on the Canadian Heritage website. As well, the Department participated actively in a series of TBS-led regional workshops.
Key Initiative 17: Public Service Renewal (Program Activity 8)
The recommendations of the Advisory Committee on Public Service Renewal concluded that the Public Service needs to renew itself. In light of these recommendations, the Clerk of the Privy Council stated in the Fourteenth Annual Report to the Prime Minister on the Public Service of Canada dated March 31, 2007:
" We believe the overriding imperative for the Public Service today is to adapt to challenging new circumstances and to respond in innovative ways to the evolving needs of Canadians. Strong, values-based leadership will be essential if Canada’s Public Service is to renew itself. "
Renewal is not only about bringing in and developing new people; it is equally a matter of valuing and developing the talent already in the ranks.
The Clerk thus identified for all government departments an action plan that outlines key results at the corporate level, as well as within individual organizations, to move four priorities forward:
Planning: Improve human resources planning as part of integrated business planning.
Recruitment: Ensure that the Public Service can hire its share of the most qualified graduates in all fields, reflecting Canada’s diversity, and develop an approach to branding the Public Service that combines an overall identity with department-specific features.
Employee development: Continuous learning for all employees is critical to organizational effectiveness and to individual capacity.
Enabling infrastructure: Build organizational capacity, including the capacity of the community of human resources professionals.
As with all Government of Canada departments, the Department of Canadian Heritage is held to continue in 2008-2009 to deliver on the priority action items the Clerk of the Privy Council’s Office issued in 2007. The Department will continue to ensure that departmental targets and commitments in all areas are met.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Planning: The Integrated Business and Human Resources Plan will be developed and distributed to all employees and will be posted on the Department’s intranet Web site.
Recruitment:A recruitment strategy will be implemented, including the use of Assistant Deputy Ministers and recent recruits as ambassadors to targeted universities, capitalizing on existing networks and Canadian Heritage branding. Post-secondary graduates will be recruited through specialized programs or external recruitment. The multi-year Resourcing Strategy will be implemented.
Employee development: The Department will be a continuous learning organization with an engaged workforce.
Enabling infrastructure: The Department will develop a bank of generic work descriptions.
Results Achieved
Planned results were met.
Planning: A message from the Deputy Minister was sent to all employees informing them of the importance of this Integrated Business Plan. A link to the Human Resources and Workplace Management Branch intranet site was provided. Planning guidelines were revised to align them with business planning goals. Human Resources Plans and survey results for each branch were analyzed and feedback was provided.
Recruitment: Partnerships with targeted universities continue to be supported by Assistant Deputy Ministers and other senior managers. The Department exceeded its goal of 65 post-secondary recruits, and achieved its visible minority representation target of 20 percent. The increased promotion to managers of student programs and bridging opportunities has enabled the Department to increase the number of students being hired. In 2008-2009, two participants were hired in the Management Trainee Program, for a total of six participants. A comprehensive resourcing strategy is being developed.
Employee development: Employee development was strengthened with written performance, and learning and career plans with cascading commitments for all executives, managers and supervisors. As well, performance, learning and career discussions are required to be held with all employees. Monitoring is in place to ensure that all employees attend required training prior to exercising delegated financial and human resources authorities. Learning and engagement considerations are included in the guidelines for integrated business and Human Resources Planning.
Talent management has been established for the Executive Group (EX) and will be integrated in 2009-2010 with the EX Performance Management Program. A pilot talent and performance management initiative is being conducted in the Human Resources and Workplace Management Branch with EX-minus 1 and EX-minus 2 employees.
Training is provided to managers in sub-delegated positions prior to receiving staffing delegation, and is also offered to supervisors for professional development. In addition, thematic workshops on staffing have been held throughout the year for managers in the National Capital Region and regions.
A new two-day Managing @ PCH learning program has been introduced for all managers and covers renewal, planning, governance, finance, contracting, grants and contributions and human resources management in the Department, with a focus on their specific Management Accountability Framework responsibilities.
An updated Departmental orientation program called Working @ PCH was introduced and a new Departmental approach to the on-boarding of new employees has been developed to strengthen employee retention. A new Coaching and Feedback Skills learning program has been piloted for executives and managers.
Enabling infrastructure: Generic work descriptions for AS (Administrative Services), CR (Clerical and Regulatory), CS (Computer Systems) and PM (Program Management) groups are now completed and will be implemented incrementally. Generic work descriptions for the Economics, Sociology and Statistics Group (ES) were reviewed in preparation for the Economic and Social Services Group (EC) conversion. The Department has also assessed and planned the implementation of Government of Canada Information Technology (IT) generic job descriptions within the Knowledge and Information Technology (KITS) Branch of the Department.
Through the Client Service Initiative the Department moved towards an agreed-upon client service delivery model. The model includes Human Resources and Workplace Management Service Standards and clear, articulated, well-defined and understood roles and responsibilities. The Department also developed a guide on Human Resources Delegation Authorities. The guide is user-friendly and accessible online, and helps to ensure that managers understand the basic delegated authorities in Human Resources Management.
Key Initiative 18a: Canadian Heritage Management Accountability Framework Action Plan: Results-Based Management – Renewal of Canadian Heritage Program Activity Architecture and Performance Measurement Framework; Integrated Business Planning (Program Activity 8)
This key initiative comprises two inter-related components: (1) implementation of the renewed Program Activity Architecture (PAA) and Performance Management Framework (PMF) within a results-based culture change process; and (2) integrated business planning. These elements respectively provide the logical framework for financial and non-financial performance measurement as well as the tools and mechanisms to incorporate performance information into the decision-making process.
Component 1: Implementation of the renewed Program Activity Architecture (PAA) and Performance Measurement Framework (PMF)
Results-based management is a life-cycle approach to management that integrates strategy, people, resources, processes and measurements to improve decision-making, transparency, and accountability. The approach focuses on achieving outcomes, implementing performance measurement, learning and changing, and reporting performance.
The PAA and PMF are foundation pieces for results-based management. Over the past year, the department undertook renewal of its PAA and PMF to address shortcomings identified by the Treasury Board Secretariat via the Management Accountability Framework (MAF) assessment, and by departmental managers and staff who have been working with the PAA and PMF since its inception. Approval is expected in the spring of 2008, paving the way for implementation in the next planning period.
Component 2: Integrated Business Planning
In the Fourteenth Annual Report to the Prime Minister on the Public Service of Canada, the Clerk of the Privy Council identified integrated business planning as a priority. Canadian Heritage will continue the implementation of a comprehensive planning and reporting process designed to support both operational management and corporate decision-making requirements.
Integrated business planning simultaneously provides: (1) a roadmap for operations and performance management; (2) enhanced alignment of programs to Department and Government priorities; (3) single-window input to major corporate reports; (4) support for the implementation of corporate management priorities; (5) integration of performance and risk information in corporate decision-making; and (6) enhanced horizontality and expanded coverage of accountabilities.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Component 1: Implementation of the renewed Program Activity Architecture (PAA) and Performance Measurement Framework (PMF)
The revised PAA and PMF (short- to medium-term) will be completed, approved and implemented. Decision-making will be improved, information about clearly identified expected results for the Department will be accessible, and there will be clear accountability (long-term).
Component 2: Integrated Business Planning
Effective planning and reporting tools that allow for efficient management of results and resources throughout the organization will be developed. There will be efficient governance of the Department’s mandate, programs and services in accordance with Public Service values. Policy development will be informed and transparent, and decision-making and risk-management will ensure accountability to Parliamentarians and Canadians.
Results Achieved
Planned results were met. As part of its Integrated Planning Strategy, the Department invested significant resources in 2008-2009 to develop the various components and processes required to create and sustain an integrated management environment. Canadian Heritage’s recent experience with the Strategic Review reinforced the necessity to “connect the dots” and link reliable performance information (financial and non-financial) and systematic planning, monitoring and reporting processes to inform corporate decision-making.
The Department’s renewed PAA and PMF – effective April 1, 2009 – are cornerstones of the Department’s planning process. In conjunction with the MAF, these frameworks provide an objective foundation supporting results-based management and the implementation of the Management, Resources and Results Structure policy at Canadian Heritage.
In this context, the purpose of the Integrated Planning Strategy is to create an integrated management environment within Canadian Heritage – to sustain a sense of connection between day-to-day operations and the Department’s overall strategic direction – by ensuring alignment of the Department’s ongoing business activities, resources and support functions with the PAA-PMF, demonstrating the effective and efficient management of the organization as measured through the MAF, and by harmonizing planning and reporting to Parliament in the delivery of results for Canadians.
The Integrated Planning Strategy also becomes a catalyst for change management at Canadian Heritage, adapting the Department and its governance structure to its new PAA-PMF and a results-based management culture. Using the PAA-PMF and MAF common denominators for integration, this approach to results-based management nonetheless recognizes the dual nature of the Integrated Planning Strategy:
- Strategic Planning –as a corporate decision-making process supporting the Department’s relevance through a change agenda driving policy, program and management innovation via selected key initiatives.
- Integrated Business Planning – as a performance management process supporting Branches’/Regions’ effectiveness and efficiency through a sustaining agenda articulating the organization’s ongoing business and support functions.
While the Report on Plans and Priorities has traditionally been considered the Department’s corporate plan, the Clerk’s requirement to integrate business and human resource planning provides an opportunity to further synchronize operational and management issues. The publication of Canadian Heritage’s 2008-2009 Corporate Human Resources Management Plan is a significant step towards further development of a corporate planning tool for the Department.
In response to the Clerk’s requirement for enhanced integration, the Department’s business planning process has evolved into a “one-pass” planning approach, integrating a suite of functional annexes (including Human Resources, Information Management/Information Technology, procurement, communications, etc.) as a means to streamline and rationalize planning and management of the Department’s ongoing activities. This “one-pass” planning approach performed at the Program Sub-Activity level of the PAA has become a vehicle supporting decision-making in many operational governance bodies of the Department. As a result, the Department’s governance and accountability regime, priority-setting process as well as risk, resource and performance management are becoming increasingly reliable, transparent and systematic.
Key Initiative 18b: Canadian Heritage Management Accountability Framework Action Plan: Integrated Risk Management – Initiatives Related to Risk Assessment and Management in Operations and/or Corporate Decision-Making (Program Activity 8)
Component 1: Providing Expert Advice and Guidance on Risk-based Audit Frameworks
The Department provides expert advice and guidance on the development of Risk-based Audit Frameworks (RBAFs) to assist managers to meet the risk-related requirements of the Policy on Transfer Payments. The aim is to strengthen internal processes to improve response time to clients and to implement procedures to proactively monitor the departmental Treasury Board Submission Report to ensure timely involvement in the review process.
Component 2: Strengthen Integrated Risk Management Practices and Capacity Building
This component supports the Department in having a Corporate Risk Profile that is considered one of the best amongst federal organizations. A fully mature grants and contributions risk assessment tool and process will successfully identify higher-risk projects, and program managers will act appropriately to mitigate risks. Risks will be identified and mitigated and will be fully integrated into departmental business planning process.
Component 3: Develop and Maintain Appropriate Service Standards to Meet the Needs of Our Clients
This component’s goal is to offer risk advisory services that meet the needs and expectations of the Department’s staff and managers.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Component 1: Providing Expert Advice and Guidance on Risk-based Audit Frameworks
The response time in providing expert advice and guidance to managers on the development of their RBAFs will be improved. The Department’s submissions to Treasury Board, including RBAFs, will be of higher quality.
Component 2: Strengthen Integrated Risk Management Practices and Capacity Building
Risk management practices are to be in place and meet quality targets as indicated by Treasury Board Secretariat opinion. An audit opinion will state that the Department manages transfer payments with appropriate regard for risk. The Department’s business planning is to include sound risk assessment and feeds into revision of Corporate Risk Profile, as indicated by positive review in Chief Audit and Evaluation Executive (CAEE) annual holistic opinion.
Component 3: Develop and Maintain Appropriate Service Standards to Meet the Need of Our Clients
Quality risk assessment facilitation and other advice on an as-needed basis will be offered, as indicated through a client survey sent to each requester to gauge key aspects such as timeliness, quality, appropriateness, and knowledge.
Results Achieved
Planned results were mostly met. Good risk management practices are a key component to good governance and are one of the most importance areas of management in the TBS’s Management Accountability Framework (MAF). Risk management services, in the form of training, tools development and support to processes are essential to maintain overall risk management effectiveness in the Department.
Canadian Heritage has embarked on several initiatives to respond to the new Transfer Payment Policy, which presented a risk as it relates to timely completion of component elements and having performance indicator data.
RBAFs and Treasury Board Submissions are reviewed in a timely manner and advice and recommendations taken into consideration by programs.
Canadian Heritage risk management practices have met the positive quality target of “Acceptable” in the MAF assessment, and have led to stronger risk awareness and risk analysis in all operations.
Sound risk assessment that feeds into the Corporate Risk Profile and actions to address risks that have contributed to achieving Program Activity objectives are included in Departmental Integrated Business Planning.
The process and structure to support the establishment of a holistic assurance by the CAEE and an audit opinion to determine management of risk in transfer payments are not yet fully in place.
Risk facilitation capacity is in place, and was put to use in comprehensive sector risk-ranking sessions that led to an improved Corporate Risk Profile and contributed to success in achieving Program Activity objectives.
Development and delivery of a client survey has been delayed due to other priorities, including the piloting of a new risk assessment tool and development of a new Risk Management Framework upon which the survey will be designed.
Integrated Risk Management plays an important role for Canadians by identifying risks and taking necessary measures to successfully achieve public policy results.
Key Initiative 18c: Canadian Heritage Management Accountability Framework Action Plan: Implementing the New Treasury Board Policy on Internal Audit and Contributing to Strengthening Accountability in the Department (Program Activity 8)
Component 1: Implementing the new Internal Audit Policy
The new Policy on Internal Audit took effect on April 1, 2006. Departments have until April 1, 2009 to finalize this implementation. The Policy aims to strengthen public sector accountability risk management, resource stewardship and governance by reorganizing and bolstering internal audit on a government-wide basis. The Policy is designed to ensure that the internal audit and the audit committee provide the Deputy Minister with added assurance – independent from line managers – on risk management, control and governance processes. This added assurance will also be used to support the Comptroller General report to Treasury Board on the state of risk management, control and governance processes across the Government. To ensure the real and perceived independence of the internal audit function, departments are required to create independent Departmental Audit Committee (DAC), which include a majority of members drawn from outside the federal public service, and to provide organizational independence to the Chief Audit and Evaluation Executive (CAEE) who leads the internal audit function. Deputy Ministers, on the other hand, remain fully responsible for the adequacy of internal audit coverage in their department. The Department of Canadian Heritage anticipates that it will be able to successfully implement the new Policy by April 1, 2009.
Component 2: Developing and Implementing Internal Audit Plans
The Treasury Board Secretariat Directive on Chief Audit Executives, Internal Audit Plans, and Support to the Comptroller General requires departments to develop and implement an internal audit plan. On July 13, 2007, the Deputy Minister and the Audit and Evaluation Committee approved the Department’s rolling risk-based five-year internal audit plan. This plan will be reviewed annually. The Department also developed a detailed budget for the implementation of this work plan, which identifies resources committed to meeting work plan deliverables.
Component 3: Implementing and Developing Capacity for the New (a) Audit and (b) Evaluation Governance Structures
This component will plan and strategize the recruitment of external committee members and transition to the new separate audit and evaluation committee structure.
Component 4: Implementing the Recipient Compliance Audit Strategy
The Department is redesigning and strengthening the recipient compliance audit function to reflect and support government and departmental accountability and risk management initiatives. Recipient compliance audits provide programs with independent assurance on recipients’ compliance with funding agreements and with independent information on risk management and control regarding specific, higher-risk recipients. The Department is introducing front-end risk assessments, centralizing recipient audit resources into one unit to conduct all recipient audits on behalf of management that will strengthen the overall recipient audit function, and developing strengthened departmental procedures for effective follow-up of audit results by programs.
Component 5: Develop and Maintain Appropriate Internal Audit Service Standards to Meet the Needs of Clients
The Department is putting in place an independent internal audit function that is in accordance with TBS standards and the International Standards for the Professional Practice of Internal Auditing. An independent internal audit function will add value to the organization.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
Component 1: Implementing the new Internal Audit Policy
The internal audit function will be appropriately resourced and will operate in accordance with the policy and professional internal audit standards to provide the Deputy Minister with an independent and objective assurance on the adequacy and effectiveness of the Department’s risk management, control and governance process. The independent Departmental Audit Committee (DAC), through information provided by the CAEE, will provide the Deputy Minister with advice, independent from line managers, on risk management control and governance processes.
Component 2: Developing and Implementing Internal Audit Plans
An internal audit plan will contribute to the provision of assurance on risk management, internal controls and governance processes in the Department.
Component 3: Implementing and Developing Capacity for the New (a) Audit and (b) Evaluation Governance Structures
A coordinated and integrated governance structure will provide the Department with a strategic vision and enable it to achieve its strategic outcomes.
Component 4: Implementing the Recipient Compliance Audit Strategy
A recipient compliance audit function will support the Government’s and the Department’s accountability and risk management initiatives.
Component 5: Develop and Maintain Appropriate Internal Audit Service Standards to Meet the Needs of Clients
High-quality internal audit services will meet the needs of departmental managers and contribute to the provision of added assurance on risk management, internal controls and governance processes in the Department.
Results Achieved
Planned results were met. The new Treasury Board Policy on Internal Audit, which took effect on April 1, 2006, requires each department to ensure the organizational independence of its CAEE and to create an independent DAC, which includes a majority of members from outside of the federal public service.
The Policy contributes to strengthening public sector accountability, risk management, resource stewardship and good governance by reorganizing and bolstering the internal audit function throughout the Government. Implementation of the Policy at Canadian Heritage is complete.
The independent DAC held its first meeting and orientation session on May 1 and 2, 2008. Since then, it has met five times: in June, October and December 2008, as well as in February and March 2009. DAC has completed a self-assessment in preparation for an external assessment led by the Office of the Comptroller General to be held every four years. The Canadian Heritage Internal Audit Charter, Policy on Internal Audit and the DAC Terms of Reference have been finalized and approved by the DAC and the Deputy Minister.
A five-year Risk-Based Multi-Year Audit Plan is updated annually and takes into consideration the requirements identified by management, the Office of the Comptroller General, TBS, and the Office of the Auditor General; it also integrates direction received from the DAC and Canadian Heritage senior management.
A recipient compliance audit function that supports the Government’s and the Department’s accountability and risk management initiatives is in place. Internal audit services contribute to the provision of added assurance on risk management, internal controls and governance processes.
Key Initiative 18d: Canadian Heritage Management Accountability Framework Action Plan: Shared Services and Information Management/Information Technology (IM/IT) (Program Activity 8)
As part of the Department of Canadian Heritage’s focus on integrating Information Management and Information Technology (IM/IT) into the organization’s business strategy, a series of key activities have been planned. These activities will enable the organization to be supported by a solid IM/IT structure linked to Government-wide objectives.
Planned Results (as outlined in Canadian Heritage’s 2008-2009 Report on Plans and Priorities)
The overall focus of the multiyear strategy is to integrate IM/IT into the organization’s governance structure as well as the business planning process to ensure that value from IM/IT investments are realized.
Results Achieved
Planned results were met. The milestones for 2008-2009 were refocused to be better aligned with the Strategic Outcomes of the Department. A new Departmental Information Management/Information Technology Project Decision Process has been created. This process is more transparent, and clearly identifies who has the authority to make decisions and also responds to a growing need to prioritize IM/IT projects. Implementation will continue in 2009-2010 and 2010-2011.
To identify Information Technology (IT) Performance Indicators and to meet Management Accountability Framework (MAF) requirements, a comprehensive IT Plan was developed in 2008-2009. The Department’s IT Plan received an assessment of “Strong” in the Management Accountability Framework (MAF) Assessment, Round VI. An IM/IT Performance Measurement Framework linked to the IT Plan will be developed in 2009-2010 and 2010-2011.
The Department began to implement its multi-year Information Management (IM) Strategy in 2008-2009. A major component of the strategy is the implementation of the Government of Canada standard Records, Document and Information Management System (RDIMS).
Two new level-four governance advisory committees have been created to support the integration of planning and governance. The Project Review Committee (PRC) ensures that IM/IT business cases are properly developed, project risks are mitigated, and reviews are completed at the appropriate gates in the project life-cycle. The Information Management Committee (IMC) assigns authorities, functions and responsibilities for the management of information.
The Department developed a multi-year Information Technology (IT) Generics implementation strategy in 2008-2009. This is one of the first implementations of IT Generics in an IT service organization within the Government of Canada. IT Generics provide consistent job descriptions and organizational structures for standard corporate services and eliminates duplication of effort and inconsistency across departments. Implementation of this strategy within the Knowledge and Information Technology Services (KITS) branch will take place in 2009-2010 and 2010-2011 and will set the stage for the Computer Systems (CS) community across the Department of Canadian Heritage.
Conclusion
All of the aforementioned initiatives facilitate the Department’s ability to deliver its strategic objectives of supporting Canadian culture, official languages and excellence in sport.
Notes:
[1] Statistics Canada (2007), First Official Language Spoken (7), Mother Tongue (10), Age Groups (17A) and Sex (3) for the Population of Canada, Provinces, Territories, Census Divisions and Census Subdivisions, 2006 Census, No. 97-555-XWE200603.
[2] Statistics Canada (2007), The Evolving Linguistic Portrait, 2006 Census, No. 97-555XIE, p. 18.