Departmental Evaluation Plan 2022-23 to 2026-27

Evaluation Services Directorate
June 6, 2022

On this page

List of tables

Alternate format

Departmental Evaluation Plan 2022-23 to 2026-27 [PDF version - 1.36 MB]

List of acronyms and abbreviations

ADM
Assistant Deputy Minister
BCP
Business Continuity Plan
CR
Core Responsibility
DRF
Departmental Results Framework
DRR
Departmental Results Report
DM
Deputy Minister
DP
Departmental Plan
ESD
Evaluation Services Directorate
FAA
Financial Administration Act
GBA Plus
Gender-Based Analysis Plus
Gs&Cs
Grants and Contributions
MC
Memoranda to Cabinet
OCAE
Office of the Chief Audit Executive
PCH
Canadian Heritage
PIP
Performance Information Profile
PPU
Professional Practice Unit
SPPCA
Strategic Policy, Planning and Corporate Affairs
The plan
Departmental Evaluation Plan
TBS
Treasury Board Secretariat
TB
Treasury Board

Deputy Minister’s message

I approve the Departmental Evaluation Plan of the Department of Canadian Heritage (PCH) for the fiscal years 2022-23 to 2026-27 for submission to the Treasury Board of Canada Secretariat (TBS) as required by the Policy on Results (2016).

I confirm that this five-year rolling Departmental Evaluation Plan:

The Department has a broad mandate and plays an important role in the lives of Canadians. PCH supports cultural industries, the arts, heritage and celebration, sports, official languages, Indigenous languages, diversity and inclusion, as well as youth.

Since the spring of 2020, the Department has contributed to the Government of Canada’s response to the COVID-19 pandemic. It will continue to support the recovery and reopening of the arts, culture, heritage and sports sectors in 2022-23. As the pandemic evolves and many activities return to a new normal, PCH will play an important role in stabilizing sectors which are important to Canadians and contribute to the Canadian economy.

This current five-year evaluation plan outlines key priorities for the function and presents a calendar of projects that respects the Policy on Results and the FAA. Building on the important progress made in 2021-22 on the backlog of mandatory evaluations, the Department will fully complete the remaining projects delayed due to its focus on the response to the pandemic. The Department will also continue to improve how evaluations support government priorities on Gender-based Analysis Plus (GBA Plus), diversity and inclusion, reconciliation, accessibility, and sustainable development.

I will ensure that this plan is updated annually and I will provide information about its implementation to the Treasury Board of Canada Secretariat, as required.

Evaluation results are supporting evidence-based decision-making. I am confident that a strong evaluation function contributes to the improvement of the Department’s many programs and initiatives, enabling Canadians to create, share and participate in a diverse and inclusive society.

Original signed by:

Isabelle Mondou
Deputy Minister
Canadian Heritage

1. Introduction

The Canadian Heritage (PCH) five-year Departmental Evaluation Plan, 2022-23 to 2026-27 (the plan), was developed in accordance with the Treasury Board Secretariat (TBS) Policy on Results and the Financial Administration Act (FAA). The Policy on Results and the FAA requires that all large departments evaluate grants and contributions (Gs&Cs) programs with five-year average actual expenditures of $5 million or greater per year every five years. In addition to FAA-required projects, the plan also includes evaluations required to address commitments made through TB Submissions. It considers the evaluation of other programs and initiatives based on risks and senior management needs.

The plan reflects the continued impacts of the COVID-19 pandemic on the PCH evaluation function. Starting in the spring of 2020, the Department responded to the pandemic by providing support measures and financial relief for the culture, heritage and sport sectors. As communicated to TBS, many evaluations that were planned for approval in 2020-21 and 2021-22 were delayed and missed their deadlines to respect the FAA.

Over the coming year, PCH will prioritize the completion of all FAA-required evaluations. It will continue to adapt and improve its evaluation function to provide timely and useful analysis that contributes to senior management decision-making. The Head of Evaluation will maintain strong communication with senior management to ensure that evaluation timing and design meet the Policy requirements and departmental information needs. PCH will continue to re-evaluate its evaluation schedule and communicate any changes to TBS as needed.

2. Canadian Heritage mandate and role

Canadian Heritage is the federal department that, along with its portfolio organizations, plays a vital role in the cultural, civic and economic life of Canadians.

The Department’s mandate, as set out in the Department of Canadian Heritage Act, focuses on strengthening and promoting “Canadian identity and values, cultural development, and heritage.” The Act also provides for jurisdiction over human rights; multiculturalism; arts; cultural industries and heritage; sports; official languages; State ceremonial and Canadian symbols; broadcasting; conservation, export and import of cultural property; and national libraries, archives and museums.

PCH’s Departmental Results Framework (DRF), established in November 2017, sets out five core responsibilities (CRs) that reflect the Department’s mandateFootnote 1: Creativity, Arts and Culture; Heritage and Celebration; Sport; Diversity and Inclusion; and Official Languages. According to the 2022-23 Main Estimates, PCH plans to spend more than $2.18 billion on these CRs and internal services (Table 1).

Table 1: PCH 2022-23 Main Estimates
Core responsibilities Expenditure forecasts
CR1 – Creativity, Arts and Culture $693,223,296
CR2 – Heritage and Celebration $190,685,235
CR3 – Sport $327,068,407
CR4 – Diversity and Inclusion $260,786,472
CR5 – Official Languages $622,859,750
Internal Services $89,741,629
Total budget $2,184,364,789

Source: Canadian Heritage – 2022-23 Departmental Plan. The figures include the following expenditures: salaries, operations and maintenance, capital, statutory expenditures, Gs&Cs and the cost of employee benefit plans.

3. Evaluation Function at Canadian Heritage

3.1. Governance

The Assistant Deputy Minister (ADM) of the Strategic Policy, Planning and Corporate Affairs (SPPCA) sector assumes the role of Head of Evaluation and reports directly to the Deputy Minister (DM). As Head of Evaluation, the ADM SPPCA ensures that the plan, evaluation reports and the results of monitoring the implementation of management action plans in response to evaluation recommendations are submitted in a timely manner to the Executive Committee, chaired by the DM, for review, endorsement and subsequent approval by the DM.

The Head of Evaluation and the Director General of the Planning, Evaluation and Research Branch are supported by the work of the Evaluation Services Directorate (ESD) which is led by the Director of Evaluation.

3.2. Evaluation Services Directorate

The ESD has a mandate to provide quality and timely evaluations to support accountability, decision-making, expenditure management, continuous program improvement and policy development at PCH. The ESD also provides advisory services to the Department’s senior management in a variety of areas, including the preparation of Memoranda to Cabinet (MC), TB Submissions and performance measurement activities.

The ESD’s organizational structure was adapted in 2020-21 to address workload challenges and improve oversight and timeliness of evaluations. In addition to the director and administrative staff, the ESD has three project teams led by managers, as well as a Professional Practices Unit (PPU). The project teams lead individual evaluations. The PPU coordinates planning and reporting activities. It develops tools and guidance documents to ensure the function’s effectiveness and efficiency.

The ESD currently has funding for 24 full-time equivalents (FTE). It has 2 additional temporary positions funded until March 2023 to support additional requirements related to the COVID-19 pandemic. The ESD also hires students annually to support its activities and provide capacity development opportunities.

The ESD conducts careful planning and leverages internal and external resources to fulfill its mandate. For example, it frequently draws upon the expertise of PCH’s Policy Research Group as well as the Financial Management Branch (financial planning and Gs&Cs Centre of Expertise). Based on analysis of needs and risks as well as available internal evaluation capacity, the ESD may call on the services of a pre-qualified evaluation consulting firm for certain projects under a multi-year contract developed through a procurement process. This hybrid approach provides flexibility and supports the ESD in the implementation of the plan.

Other elements of the ESD’s strategic approach include:

3.3. Financial resources dedicated to the evaluation function

Since 2016-17, the ESD has a permanent budget allocated to evaluation projects. For 2022-23, the ESD has a planned budget of approximately $2.5 million total (Table 2) including human resource and other operational expenditures. In addition to these operational budget amounts, the ESD will receive funding from sectors for specific projects that were negotiated as part of program funding request processes.

Table 2: ESD planned budget for 2022-23
Expenditure type Estimated budget (March 2022)
Salary (A-Base) $2,193,408
Non-salary expenditures $339,994
Total $2,533,402
Full-time equivalents 24

4. Key achievements in 2021-22

Addressing the backlog of FAA-required evaluations was the most important achievement for the function in 2021-22. The ESD worked on 14 evaluation projects covering 18 programs and initiatives in 2021-22. Of these, the ESD completed six evaluations (Table 3) with eight projects continuing for approval in 2022-23.

Table 3: evaluation projects conducted and completed in 2021-22
No. Evaluation Title Approval date Publication date
1 Evaluation of the Museums Assistance Program July 19, 2021 November 25, 2021
2 Grouped Evaluation of Sport Canada Programs October 25, 2021 February 21, 2022
3 Evaluation of the Canada Media Fund September 28, 2021 January 25, 2022
4 Evaluation of the Capital Experience Program January 6, 2022 May 5, 2022
5 Evaluation of the Canada Periodical Fund Program January 9, 2022 May 6, 2022
6 Evaluation of the Exchanges Canada Program March 28, 2022 Target: July 25, 2022

Status as of May 11, 2022

Despite these successes, the pandemic continued to impact the ability of PCH to fully complete all of the evaluations planned for 2021-22. It was necessary to adjust timelines for almost all planned projects as the work of the ESD is reliant in part on the participation of program officials, recipients and other stakeholders, whose focus remained on addressing the impact of COVID-19. At the end of 2021-22, there remained two program evaluations that will miss their FAA deadlines due to internal capacity limitations. The Head of Evaluation, the DM and TBS were kept informed of changes to the Evaluation Plan throughout the year.

In 2021-22, the ESD dedicated effort on improving its ability to integrate question related to GBA Plus, equity and diversity, accessibility, and sustainable development. The ESD drafted an internal tool for evaluators to better integrate questions and indicators to assess the progress of programs in meeting commitments to equity-deserving groups and in addressing complex questions related to diversity and inclusion, including notions of accessibility, anti-racism, reconciliation between Indigenous and non-Indigenous Canadians, GBA Plus and LGBTQ2. The tool will be fully piloted in 2022-23. The ESD also began developing approaches to better consider how questions and indicators related to sustainable development could be integrated into evaluation projects.

The ESD conducted follow-up activities with program officials to assess progress in implementing approved management action plans in response to evaluation recommendations, as per the Policy on Results. The ESD reports the results of these assessments to the Executive Committee at least annually. The 2021-22 midyear follow-up on the implementation of evaluation recommendation reported on 18 evaluation reports comprising of 31 outstanding recommendations. Of these, 6 were completed, 8 were on schedule and 17 were delayed, mostly due to the repercussions of COVID-19.

The ESD continued its work with the PCH Policy Research Group to conduct post-evaluation project surveys with program officials. The surveys provided feedback from programs on the utility of evaluations by focusing on the following areas: relationships, processes and reports, value, and project management. Overall, the results of the past year showed a good satisfaction rating (90% of respondents).

In terms of other advisory, planning and collaborative activities, the ESD also:

5. Planning for 2022-23 to 2026-27

In accordance with TB requirements, the ESD conducts an annual planning exercise to identify evaluation projects that will be conducted during the next five-year evaluation cycle. The key steps are to identify the evaluation universe, plan the process, consult, prioritize the evaluation projects and obtain approval for the plan (for more details, see Appendix 1). The directorate collaborated with the OCAE to identify projects that could be conducted jointly, as well as to share the schedules of the two functions with the aim of reducing potential overlaps or excessive burden on programsFootnote 2.

5.1. Priorities

5.1.1. Standards and requirements

Based on feedback gathered through consultations with senior management, the ESD will focus on ensuring the timely delivery of findings, conclusions and recommendations that conform with professional standards and address the requirements set out in the TBS Policy on Results, the FAA, and senior management needs. The ESD will continue refining administrative processes to ensure timely public release of evaluation reports and analysis of the progress on the implementation of Management Action Plans in response to evaluation recommendations.

5.1.2. Horizontal priorities

The ESD will also continue and strengthen its examination of key horizontal priorities. All evaluations will apply a GBA Plus lens. In addition, evaluations will consider questions and indicators related to:

5.1.3. Human Resources

The ESD will continue to strengthen evaluation internal capacity through recruitment, professional development and training in 2022-23. Like other federal departments, the ESD is facing human resource challenges in attracting and retaining evaluation professionals within a competitive environment, further intensified by the pandemic. The ESD is committed to contributing to a diverse workforce through recruitment and succession planning to address employment equity priorities of government.

The ESD will continue investing in people, providing training and fostering an environment of continuous learning and innovative thinking. The ESD will support the professionalization of the evaluation function by enabling employees to obtain the Credentialed Evaluator designation through the Canadian Evaluation Society’s Professional Designation Program.

5.2. Scope of direct program spending

The evaluation plan provides coverage for 91% of the Department’s total expenditures for 2022-23, including 100% of the expenditures of ongoing Gs&Cs programs subject to evaluation in accordance with the requirements of section 42.1 of the FAA.

The Policy does not require periodic evaluations for programs with five-year average actual expenditures of less than $5 million per year. The Department has only four Gs&Cs programs in this category, one of which has a commitment made in a TB Submission, and the other is currently being evaluated as it was identified as a departmental priority. Taking advantage of this flexibility and considering program risks and senior management information needs, some evaluations have been set aside.

5.3. Schedule for 2022-23 to 2026-27

Over the next five years, evaluation coverage will include all ongoing Gs&Cs programs with five-year average actual expenditures of $5 million or greater per year, evaluation commitments outlined in TB Submissions, and certain projects requested by senior management. Appendix 2 presents the schedule for all evaluation projects that PCH will carry out for 2022-23 to 2026-27 by sector and includes: expected program expenditures; level of program risk; project timing; mandatory FAA dates; and any planned audit dates for the first three years.

The ESD will continue to focus on ensuring that PCH respects the mandatory timelines for evaluation as per the Policy on Results and the FAA. In 2022-23, the ESD will complete 8 evaluations initiated in previous years and launch 8 new projects, including 1 in reserve. In 2023-24, the ESD plans to launch another 7 projects, including 3 in reserve. Appendix 3 presents a simplified version of the schedule by fiscal year.

The plan includes a Joint Audit and Evaluation of the Department of Canadian Heritage’s Response to COVID-19 in 2022-23. While consultations with senior management will inform the terms of reference for the project, it is meant to examine how the Department responded to the pandemic, including adapting operations for the roll out of emergency funding and a virtual work environment. The project will identify best practices, challenges and areas for improvement to inform decision-making and preparation for future emergencies.

The plan includes two horizontal evaluations. One is being led by PCH, the Horizontal Evaluation of the Official Languages Action Plan, and the other, the Horizontal Evaluation of the Youth Employment Skills Strategy, is being led by Employment and Social Development Canada (ESDC).

To meet the needs expressed by the programs while also recognizing the ESD internal capacity and the flexibility of the Policy on Results, this present schedule reflects some changes to the plan approved in 2021-22. Table 4 highlights the changes in the schedule from the previous plan.

Table 4: modifications to 2021-22 Evaluation Plan
Evaluation Title Change from the 2021-22 to 2025-26 Evaluation Plan
Joint Audit and Evaluation of the Department of Canadian Heritage’s Response to COVID-19 Now joint work with Audit
Canada Arts Training Fund, Canada Arts Presentation Fund, Canada Cultural Spaces Fund, Canada Cultural Investment Fund New grouping following consultations with program officials in 2022: Canada Arts Training Fund and Canada Arts Presentation Fund as stand-alone evaluations, Canada Cultural Spaces Fund and Canada Cultural Investment Fund as a grouped evaluation
Local Journalism Initiative Start in 2023-24 instead of 2021-22 following consultation with program officials
Human Rights Was part of grouped evaluation with Court Challenges Program; will not be evaluated following consultation with program officials
Canada History Fund Was scheduled to start in 2022-23, will now start in 2023-24
Celebration and Commemoration Was scheduled to start in 2021-22, will now start in 2022-23
Building Communities through Arts and Heritage Was scheduled to end in May 2022, is now expected to end in November 2022 to allow more time for reporting and approvals
Development of Official-Language Communities Program and Enhancement of Official Languages Program Was scheduled to end in May 2022, is now expected to end in October 2022 to allow more time for reporting and approvals
Horizontal evaluation of the Action Plan for Official Languages 2018-2023: Investing in Our Future Was scheduled to end in May 2022, is now expected to end in November 2022 to allow more time for reporting and approvals
Indigenous Languages and Cultures Program (Aboriginal People Program) Was scheduled to end in October 2021, is now expected to end in May 2022 to allow more time for reporting and approvals
Indigenous Screen Office New program that has been added to the calendar
Canada Performing Arts Workers Resilience Fund New program that has been added to the PCH program inventory: as it will be in place only in 2022-23, there is currently no plan to evaluate this short-term funding

The next neutral assessment is scheduled for 2023-24, as per the Policy on Results which states that the neutrality of the evaluation function should be assessed at least once every five years. PCH has implemented the three recommendations of the most recent PCH neutral assessment completed in March 2019. These recommendations concerned streamlining the governance structure for evaluation, exploring the possibility that the evaluation function be located with the OCAE and improving the evaluation planning process.

Appendix 1 – Annual planning exercise

Appendix 1 - Annual planning exercise – text version

Overview of the Planning Exercise: in compliance with the Treasury Board’s requirements, the Evaluation Services Directorate undertakes an annual planning exercise to determine which evaluation projects will be conducted during the next five-year evaluation cycle.

  1. Evaluation Universe: the evaluation universe is the starting point for planning. The 2022-23 program directory, which indicates the Department’s direct program spending, and the Departmental Results Framework, were used as a basis for determining the evaluation universe to give us an overview of all the mandatory and potential “evaluable” units.
  2. Planning Process:
    1. consultation of relevant documents (Policy on Results Interim GuidanceFootnote 4, Departmental Plan, Departmental Risk Profile, Performance Information Profiles) used as a reference to account for the environmental context and determine the potential changes and additions.
    2. risk evaluation for planning purposes to update program information.
    3. preparation of the Annual Reference Level Update for the coming year.
    4. analysis of mandatory evaluations under the Financial Administration Act and commitments stemming from Treasury Board submissions, compared with discretionary evaluations in accordance with the flexibility offered by the Directive on Results.
  3. Consultations: the Evaluation Services Directorate has conducted consultations with the Treasury Board Secretariat, the Office of the Chief Audit Executive, Program’s senior management and other federal departments and agencies. The objective was to set departmental priorities with regard to evaluation and take into consideration the specific needs and concerns expressed by the partners.
  4. Prioritization of evaluation projects: risk evaluation for purposes of planning evaluation projects and consultations, keeping in mind the review of documents to be used to update the five-year evaluation schedule. They are also used to ensure the balanced distribution of resources and efforts, as well as to meet the requirements of the Treasury Board Secretariat.
  5. Approval:
    1. The draft plan is submitted to the Director of the Evaluation Services Directorate, the Director General and the Head of Evaluation.
    2. The plan is submitted to the Executive Committee, which can recommend it for approval by the Deputy Minister.
    3. The plan is forwarded to the Treasury Board Secretariat and posted on the canada.ca site.

Appendix 2 – Schedule of evaluations per sector for 2022-23 to 2026-27

This evaluation schedule was developed based on the following: the plan for 2021-22 to 2025-26; legislation; commitments made in TB Submissions; consultations with program management, representatives from TBS and federal departments and agencies; coordination with the OCAE; and updated reference levels obtained from the Financial Management Branch.

The level of risk for planning evaluation projects is based on the following six factors: (1) the program’s relative importance (in terms of budget); (2) performance management capacity and soundness of the program theory; (3) program complexity; (4) responsiveness – public interest and visibility; (5) preparedness for the evaluation; and (6) specific information needs of the program or senior management. The level of overall risk is of utmost importance in determining the level of effort and resources needed to conduct evaluation projects.

While taking the programs’ specific needs and concerns into consideration, these timelines reflect departmental evaluation priorities and risks during this current context of an ongoing pandemic.

In the tables on the following pages, projects exempted from section 42.1 of the FAA in accordance with the Policy on Results are presented in bold print.

Table 5: Cultural Affairs
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year 2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
1 CR1 Canada Arts Training Fund $23,743,919 Moderate - February 2019
(2018-19)
February 2024
(2023-24)
- Start
October 2022
End
February 2024
- - -
2 CR1 Canada Arts Presentation Fund $72,219,861 Moderate - August 2019
(2019-20)
August 2024
(2024-25)
- - Start
June 2023
End
August 2024
- -
3 CR1 Canada Cultural Spaces Fund
(grouped 3, 4)
$69,972,662 Moderate - August 2019
(2019-20)
August 2024
(2024-25)
- - Start
April 2023
End
August 2024
- -
4 CR1 Canada Cultural Investment Fund
(grouped 3, 4)
$25,702,985 Moderate Underway August 2019
(2019-20)
August 2024
(2024-25)
- - Start
April 2023
End
August 2024
- -
5 CR1 Harbourfront Centre Funding Program $11,819,650 Moderate Underway September 2018
(2018-19)
September 2023
(2023-24)
- Start
January 2023
End
September2023
- - -
6 CR1 Canada Media Fund $157,556,330 Moderate - September 2021
(2021-22)
September 2026
(2026-27)
- - - - Start
May 2025
End
September 2026
7 CR1 Canada Performing Arts Workers Resilience Fund $61,278,816 ModerateFootnote 5 - Never evaluated - - - - - - -
8 CR1 Creative Export Strategy $22,857,518 High Underway
(Frankfurt Book Fair)
Never evaluated September 2023
(2023-24)
Started
September 2021
End
January 2023
- - - -
9 CR1 Broadcasting and Digital Communications Policy $1,856,109 Moderate - Never evaluated - - - - - - -
10 CR1 Film and Video Policies $1,784,882 - - Never evaluated - - - - - - -
11 CR1 Creative Marketplace and Innovation $4,863,881 - - Never evaluated - - - - - - -
12 CR1 Cultural Sector Investment Review $919,685 - - Never evaluated - - - - - - -
13 CR1 Canada Music Fund $45,293,893 Moderate - July 2019
(2019-20)
July 2024
(2024-25)
- Start
February 2023
- End
July 2024
- -
14 CR1 Canada Book Fund $64,622,105 Moderate - July 2019
(2019-20)
July 2024
(2024-25)
- Start
February 2023
- End
July 2024
- -
15 CR1 Canada Periodical Fund $79,791,164 Moderate - January 2022
(2021-22)
January 2027
(2026-27)
- - - - Start
September 2025
End
January 2027
16 CR1 TV5 $13,413,663 Moderate - October 2019
(2019-20)
October 2024
(2024-25)
- Start
March 2023
- End
October 2024
- -
17 CR1 Canadian Film or Video Production Tax Credits
(in reserve)
$1,205,966 Moderate - September 2008
(2008-09)
- - - Start
April 2023
End
August 2024
- -
18 CR1 Local Journalism Initiative Footnote 6 $16,359,691 High 2023-24 Never evaluated April 2024
(2024-25)
- - Start
April 2023
End
April 2024
- -
19 CR1 Digital Citizen Contribution $4,753,314 Moderate - Never evaluated - Started
September 2021
End
January 2023
- - - -
20 CR1 Indigenous Screen OfficeFootnote 7 $13,207,202 Moderate - Never evaluated August 2026
(2026-27)
- - - - Start
April 2025
End
August 2026
Table 6: Community and Identity
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
21 CR2 Canada History Fund $5,187,675 Low - July 2015
(2015-16)
- - - Start
October 2023
End
February 2025
- -
22 CR4 Exchanges Canada Program $19,791,902 Moderate - March 2022
(2021-22)
March 2027
(2026-27)
- - - - Start
November 2025
End
March 2027
23 CR4 Youth Take Charge
(in reserve)
$2,167,147 Moderate - December 2015
(2015-16)
- - - Start
June 2023
End
October 2024
- -
24 CR4 Youth Secretariat $1,520,792 Moderate - Never evaluated - - - - - - -
25 CR2 Building Communities Through Arts and Heritage $37,965,073 Moderate - October 2016
(2016-17)
October 2021
(2021-22)
Started
March 2021
End
November 2022
- - - -
26 CR4 Indigenous Languages and Cultures Program $190,024,853 High - March 2016
(2016-17)
March 2021
(2020-2021)
Started
September 2019
End
May 2022
- - - -
27 CR4 Community Support, Multiculturalism and Anti-Racism Initiatives Program
(grouped 27, 28, 29)
$30,407,126 High 2023-24 March 2018
(2017-18)
March 2023
(2022-23)
Started
July 2021
End
March 2023
- - - -
28 CR4 Anti-Racism Action Program
(grouped 27, 28, 29)
$6,065,903 High - Never evaluated November 2025
(2025-26)
Started
July 2021
End
March 2023
- - -- -
29 CR4 International Holocaust Remembrance Alliance
(grouped 27, 28, 29)
$44,450 ModerateFootnote 8 - March 2018
(2017-18)
- Started
July 2021
End
March 2023
- - - -
30 CR4 Reconciliation and Treaties $735,535 ModerateFootnote 9 - Never evaluated - - - - - - -
31 CR4 Anti-Racism Secretariat $4,380,597 ModerateFootnote 10 - Never evaluated - - - - - - -
Table 7: Official Languages, Heritage and Regions
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year 2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
32 CR2 Museums Assistance Program $31,763,997 Moderate - July 2021
(2021-22)
July 2026
(2026-27)
- - - Start
March 2025
- End
July 2026
33 CR2 Canada Travelling Exhibitions Indemnification Program
(in reserve)
$479,720 Low - December 2016
(2016-17)
- - - Start
October 2023
End
December 2024
- -
34 CR2 Canadian Conservation Institute
(grouped 34, 35 – in reserve)
$10,373,907 Moderate 2022-23
2023-24
(Laboratories Canada)
July 2017
(2017-18)
- - - - Start
July 2024
End
March 2026
-
35 CR2 Canadian Heritage Information Network
(grouped 34, 35 – in reserve)
$2,809,577 Moderate - December 2014
(2014-15)
- - - - Start
July 2024
End
March 2026
-
36 CR2 Movable Cultural Property Program
(in reserve)
$1,906,079 Moderate - March 2016
(2016-17)
- - - - Start

August 2024
End

December 2025
-
37 CR5 Development of Official-Language Communities Program
(grouped 37, 38)
$414,912,783 High 2022-23 May 2017
(2017-18)
May 2022
(2022-23)
Started
September 2020
End
October 2022
- - - -
38 CR5 Enhancement of Official Languages Program
(grouped 37, 38)
$203,144,643 High 2022-23 May 2017
(2017-18)
May 2022
(2022-23)
Started
September 2020
End
October 2022
- - - -
39 CR5 Official Languages Coordination Program $4,802,324 Moderate - March 2021
(2020-21)
- - - - - - -
40 CR5 Horizontal Evaluation of the Action Plan for Official Languages – 2018-23: Investing in Our Future Footnote 11 - Moderate - Roadmap May 2017
(2017-18)
- Started
September 2020
End
November 2022
- - - -
Table 8: Sport, Major Events and Commemorations
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year 2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
41 CR2 Celebration and Commemoration Program $75,405,739 Moderate 2023-24 March 2018
(2017-18)
March 2023
(2022-23)
- Start
April 2022
End
March 2023
- - - -
42 CR2 Capital Experience $18,323,047 Moderate 2023-24 January 2022 - - - - - - -
43 CR2 State Ceremonial and Protocol
(federal grant program for Lieutenant Governors)Footnote 12
$6,470,421 Moderate - May 2018
(2018-19)
- - - - - - Start
January 2027
44 CR3 Hosting Program
(grouped 44, 45, 46)
$48,550,935 High - October 2021
(2021-22)
October 2026
(2026-27)
- - - Start
March 2025
- End
October 2026
45 CR3 Sport Support Program
(grouped 44, 45, 46)
$244,773,494 High 2022-23 October 2021
(2021-22)
October 2026
(2026-27)
- - - Start
March 2025
- End
October 2026
46 CR3 Athlete Assistance Program
(grouped 44, 45, 46)
$33,743,978 High - October 2021
(2021-22)
October 2026
(2026-27)
- - - Start
March 2025
- End
October 2026
Table 9: Strategic Policy, Planning and Corporate Affairs
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year 2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
47 CR4 Human Rights Program $5,648,167 High 2022-23 March 2015
(2014-15)
- - - - - - -
48 CR4 Court Challenges ProgramFootnote 13 Included in #47 High Included in #47 Former program February 2003
(2002-03)
- - Start
August 2022
End
January 2024
- - -
Table 10: Internal Services
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year 2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
49 - Internal ServicesFootnote 14 $89,741,629 - - - - - - - - - -
Table 11: Other
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year 2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
50 - Joint Audit and Evaluation of the Department of Canadian Heritage’s Response to COVID-19
(in reserve)
- - - Never evaluated - - Start
March 2023
End
November 2023
- - -
Table 12: Horizontal Initiatives from other Government Departments
# CR Program name Planned spending (2022-23) Evaluation risk level Audits planned 2022-23 to 2024-25 Last evaluation date Mandatory FAA date Start date prior to 2022-23 Year 1 2022-23 Year 2 2023-24 Year 3 2024-25 Year 4 2025-26 Year 5 2026-27
51 - Horizontal evaluation of the Youth Employment Skills Strategy
(evaluation led by ESDC / PCH Young Canada Works)
- - - February 2020
(2019-20)
February 2025
(2024-25)
Started
December 2020
- - End
February 2025
- -

Appendix 3 – Schedule of evaluations per year for 2022-23 to 2026-27

Program name FAA mandatory date Start date Projected approval date
Evaluation projects carried over and continuing in 2022-23
Indigenous Languages and Cultures Program (Aboriginal People Program) March 2021 September 2019 May 2022
Development of Official-Language Communities ProgramTable 14 note * May 2022 September 2020 October 2022
Enhancement of Official Languages ProgramTable 14 note * May 2022 September 2020 October 2022
Horizontal evaluation of the Action Plan for Official Languages 2018-2023: Investing in Our FutureFootnote 15 N/A September 2020 November 2022
Horizontal evaluation of the Youth Employment Skills Strategy (led by ESDC) February 2025 December 2020 February 2025
Building Communities Through Arts and Heritage October 2021 March 2021 November 2022
Community Support, Multiculturalism and Anti-Racism Initiatives ProgramTable 14 note * March 2023 July 2021 March 2023
Anti-Racism Action ProgramTable 14 note * November 2025 July 2021 March 2023
Digital Citizen Initiative N/A September 2021 January 2023
Creative Export Strategy September 2023 September 2021 January 2023
Evaluation projects to be launched in 2022-23
Celebration and Commemoration Program March 2023 April 2022 March 2023
Court Challenges ProgramFootnote 16 N/A August 2022 January 2024
Canada Arts Training Fund February 2024 October 2022 February 2024
Harbourfront Centre Funding Program September 2023 January 2023 September 2023
Canada Book Fund July 2024 February 2023 July 2024
Canada Music Fund July 2024 February 2023 July 2024
Joint Audit and Evaluation of the Department of Canadian Heritage’s Response to COVID-19 (in reserve) N/A March 2023 November 2023
TV5 October 2024 March 2023 October 2024
Evaluation projects to be launched in 2023-24
Local Journalism Initiative April 2024 April 2023 April 2024
Canada Cultural Spaces FundTable 14 note * August 2024 April 2023 August 2024
Canada Cultural Investment FundTable 14 note * August 2024 April 2023 August 2024
Canadian Film or Video Production Tax Credits (in reserve) N/A April 2023 August 2024
Canada Arts Presentation Fund August 2024 June 2023 August 2024
Youth Take Charge (in reserve) N/A June 2023 October 2024
Canada Travelling Exhibitions Indemnification Program (in reserve) N/A October 2023 December 2024
Canada History Fund N/A October 2023 February 2025
Evaluation projects to be launched in 2024-25
Canadian Heritage Information NetworkTable 14 note * (in reserve) N/A July 2024 March 2026
Canadian Conservation InstituteTable 14 note * (in reserve) N/A July 2024 March 2026
Movable Cultural Property Program (in reserve) N/A August 2024 December 2025
Athlete Assistance ProgramTable 14 note * October 2026 March 2025 October 2026
Sport Support ProgramTable 14 note * October 2026 March 2025 October 2026
Hosting ProgramTable 14 note * October 2026 March 2025 October 2026
Museums Assistance Program July 2026 March 2025 July 2026
Evaluation projects to be launched in 2025-26
Indigenous Screen OfficeFootnote 17 August 2026 April 2025 August 2026
Canada Media Fund September 2026 May 2025 September 2026
Canada Periodical Fund January 2027 September 2025 January 2027
Exchanges Canada Program March 2027 November 2025 March 2027
Evaluation projects to be launched in 2026-27
State Ceremonial and Protocol (Federal funding Lieutenant Governors' Program) N/A January 2027 May 2028

Table 14 notes

Table 14 note *

Grouped Evaluations
Projects exempted from section 42.1 of the FAA in accordance with the Policy on Results are presented in bold

Return to table 14 first note * referrer

© His Majesty the King in Right of Canada, as represented by the Minister of Canadian Heritage, 2022
Catalogue No.: CH1-39E-PDF
ISSN: 2561-018X

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