Canadian Heritage 2017-18 Departmental Plan

Raison d’être

The Department of Canadian Heritage (the Department) and its Portfolio organizations play a vital role in the cultural, civic and economic life of Canadians. Our policies and programs promote an environment where Canadians can experience dynamic cultural expressions, celebrate our history and heritage and build strong communities. The Department invests in the future by supporting the arts, our official and indigenous languages and our athletes and the sport system.

Mandate and role

The Department’s mandate is set out in the Department of Canadian Heritage Act ^{Footnote 1} and centres on fostering and promoting “Canadian identity and values, cultural development, and heritage.” The Act includes the specific responsibilities of the Minister of Canadian Heritage and the Minister of Sport and Persons with Disabilities as set out in federal statutes and regulations, as well as Orders in Council.

To achieve its objectives, Canadian Heritage collaborates with a wide range of partners from the private sector, creative enterprises, public institutions and non-governmental organizations to enrich cultural experiences, strengthen identity, and promote participation in sport and communities. The Department also engages with Canadians through programs that support a wide range of activities from youth exchanges, through commemorations and celebrations, to high performance sports and multiculturalism. These programs are delivered through Headquarters and five regional offices across the country.

For more general information about the Department, see the “Supplementary information” section of this report. For more information on ministerial mandate letter commitments, see the Ministers’ mandate letters on the Prime Minister of Canada’s website. ^{Footnote 2}

Program 1.1: Arts

The Arts Program improves Canadians’ opportunities to engage with the arts, contributes to the resilience of the arts sector and deepens the connections between cultural organizations and their communities. This Program encourages access and participation, resilience and excellence in the arts for all Canadians by supporting institutions that offer artists and performers training of the highest calibre in preparation for professional careers, the presentation of professional arts festivals or performing arts series, the improvement of arts and heritage infrastructure, the improvement of business practices of arts and heritage organizations, and the development of partnerships in the sector. Policy, legislative and regulatory measures targeting the Canadian arts sector also further this Program’s objectives.

Planning highlights

In 2017–18, the Arts Program will continue to work with a range of partners across Canada and will undertake the following key initiatives:

• Support Canada 150 celebrations

  • Through ongoing programming, the Arts Program will invest in the spaces, events, and opportunities for Canadians to experience and celebrate Canada in all its cultural diversity during the country’s sesquicentennial year.

  • For example, in celebration of Canada’s sesquicentennial, the 2017 Mariposa Folk Music Festival, with support from the Canada Arts Presentation Fund, will host a Canada Pavilion stage featuring historical storytelling and songs plus an Indigenous sunrise ceremony followed by stories of the region and the City of Orillia, which is also celebrating the 150th year of its founding in 2017.

• Invest $168.2 million in cultural infrastructure as part of the Government’s investment in social infrastructure, through the Canada Cultural Spaces Fund.

  • Today’s cultural spaces are community hubs that reach out to new audiences, accommodate diverse communities, and offer community engaged arts and heritage programs. The Canada Cultural Spaces Fund helps reinforce community ownership of arts and heritage organizations, creating opportunities for Canadians to participate in Canada’s cultural and civic life.

  • Cultural facilities contribute to local, regional and national economic vitality, providing employment, anchoring community diversification and revitalization efforts, and promoting cultural tourism. Investments in cultural infrastructure are key to attracting, retaining and developing a creative workforce. They help produce the conditions that allow creative ideas, innovation and achievement to flourish in the broader economy.

  • Phase 1 social infrastructure funding has allowed the Canada Cultural Spaces Fund to invest $2M towards the expansion of the Central Branch of the Vancouver Public Library (VPL). The new space will include a 60-seat theatre for screenings and performances; an exhibit space for art and archives; a two-story atrium; and, a reconfigurable garden plaza space. The results of the project will be improved arts and heritage space for existing partners, the development of new partnerships and expanded programming, increased audience outreach activities in Vancouver, and the consolidation of VPL’s role as a unique provider of free public cultural space.

• Pursue research and policy development work in the area of the socio-economic conditions of Canadian artists.

Further details on the spending, Full-Time Equivalents (FTEs), and results of the sub-programs within this Program can be found on the Department of Canadian Heritage Website ^{Footnote 3} in the Supplementary Information Tables (Sub-Programs and Transfer Payment Programs), and in InfoBase. ^{Footnote 4}

Program 1.2: Cultural Industries

This Program supports Canadian cultural industries in adapting to a changing and challenging global marketplace. This is achieved through the delivery of grants, contributions and tax credits as well as policy, regulatory and legislative measures. Fostering the competitiveness and creative output of these industries ensures that Canadian and international audiences access a range of Canadian content across a variety of formats and platforms and contributes to the Canadian economy.

Planning Highlights

In 2017–18, the Cultural Industries Program will continue to work with partners across Canada and will undertake the following key initiatives:

• Respond to the consultations on “Canadian Content in a Digital World.”

  • In 2016 Canadians were invited to join the conversation and have their say on how to strengthen the creation, discovery and export of Canadian content in a digital world. More than 30,000 Canadians demonstrated an interest in the #DigiCanCon consultations through various platforms, including in-person events, the Web portal and social media engagement. In 2017–18 the Department will use the results of this consultation to examine the federal government’s current cultural policy toolkit.

• Further develop and implement a new creative export strategy in collaboration with Global Affairs Canada, building on the Budget 2016 investment. The export strategy will showcase the arts and cultural industries to the world and support creative entrepreneurs pursuing business opportunities in international markets, and build capacity in foreign missions to promote Canadian culture and creativity on the world stage.

• Lay the groundwork for Canada as the Guest of Honor Country at the 2020 Frankfurt Book Fair.

  • In October 2016, the Minister of Canadian Heritage announced that Canada would be the Guest of Honor Country at the 2020 Fair. The Department will coordinate Canadian cultural programming in Frankfurt, including during the Fair and throughout Germany.

• Support activities to showcase Canada’s cultural industries to the world, and to enhance key activities.

  • Budget 2016 added $2.075 million to the Canada Music Fund and $0.5 million to the Canada Book Fund (2016−17 and 2017−18). The additional resources will be applied to pre-existing projects to enhance key projects and to support further reach into foreign markets, the career development of artists in targeted areas, and increased participation of book publishers at major events. These investments will also enable Canadian artists and authors to improve their visibility, develop professional contacts in international markets, and reach new audiences. This incremental funding, through the Canada Music Fund, will also contribute to promote key projects in the context of the Canada 150 international celebrations.

• Pursue audiovisual coproduction treaty negotiations with several countries in 2017–18, including Australia, France and Switzerland.

  • The Film and Video Policy Program will help to support Departmental efforts to modernize cultural export support by inviting new partner countries to negotiate modernized coproduction treaties in 2017–18.

• Engage with domestic and international stakeholders and prepare information and policy options as groundwork for a statutory Parliamentary review of the Copyright Act in 2017–18, in collaboration with Innovation, Science, and Economic Development Canada.

• Advance efforts to allow productions that are made to be shown exclusively online to qualify for the Canadian Film or Video Production Tax Credit. Improvements are being made to the online application system for the federal film or video production tax credits.

Evaluations of the Canada Media Fund and of the Canada Periodical Fund were completed in 2015–16. Among other priorities, in the next year, the programs will place emphasis on implementing the outstanding recommendations to address areas for improvement.

*The difference between the 2013-14 and 2014-15 Culture GDP is due to the adoption of a more precise methodology that identifies results for cultural industries exclusive of other domains (for example arts and heritage).

Further details on the spending, Full-Time Equivalents (FTEs), and results of the sub-programs within this Program can be found on the Department of Canadian Heritage Website in the Supplementary Information Tables (Sub-Programs and Transfer Payment Programs), and in InfoBase.

Program 1.3: Heritage

The Heritage Program ensures that Canada’s cultural heritage is preserved and accessible to Canadians today and in the future. It enables the heritage sector to improve professional knowledge, skills and practices, to preserve and present heritage collections and objects, and to create and circulate exhibitions and other forms of heritage content. This is accomplished by providing funding such as grants, contributions and tax incentives; information, expertise, training and other services; and regulatory and legislative measures. The primary goal of this Program is to promote the preservation and presentation of Canada’s cultural heritage.

Planning Highlights

The Heritage Program will undertake the following initiatives in 2017–18:

• In support of the Canada 150 celebrations, give special consideration to museums celebrating significant moments that have contributed to the history of our country.

• Special conservation projects will continue to be undertaken by the Canadian Conservation Institute, with an emphasis on projects that support the Canada 150 celebrations.

• The Canadian Heritage Information Network will explore how access to Canada’s cultural heritage collections can be broadened through Linked Data.

• Advance projects that support the preservation, presentation, and management of Canada’s Indigenous cultural heritage and foster Indigenous employment opportunities in the heritage fields through the Museums Assistance Program and the Young Canada Works – Heritage Program.

• Continue to work closely with Employment and Social Development Canada to help prepare the next generation of Canadians working in the heritage sector.

• The Canadian Conservation Institute will assist in the conservation of the Centre Block’s heritage assets as part of the renovation beginning in 2018.

• Draw on lessons learned through the Linked Data demonstration project, “150 Years of Canadian Art” to guide the next phase of the modernization of Artefacts Canada, the national inventory of museum objects.

An evaluation of the Canada Travelling Exhibitions Indemnification Program was completed in 2016–17. Among other priorities, in the next year, the program will place emphasis implementing the two recommendations to address areas for improvement.

Evaluations of the Young Canada Works Program, the Museums Assistance Program, and the Movable Cultural Property Program were completed in 2015–16. Among other priorities, in the next year, the programs will continue to place emphasis on implementing the recommendations to address areas for improvement.

Further details on the spending, Full-Time Equivalents (FTEs), and results of the sub-programs within this Program can be found on the Department of Canadian Heritage Website in the Supplementary Information Tables (Sub-Programs and Transfer Payment Programs), and in InfoBase.

Program 2.1: Attachment to Canada

This Program strengthens Canadian identities by promoting pride and a shared purpose among Canadians. It celebrates and commemorates Canada and enhances understanding of shared values, cultural diversity and knowledge of Canada. Also, it promotes civic education and participation among Canadians, including youth, as well as provides them with the opportunity to learn about and understand Canada’s society, diversity, history and institutions. This is achieved through delivering programs and services in the form of grants and contributions. The core concept of this program is to promote knowledge and experiences of Canada among Canadians.

Planning Highlights

This program aims to strengthen Canadian’s sense of pride and will undertake the following key initiatives in 2017–18:

• Inspire Canadians to come together to participate in memorable events in their communities by delivering the Canada 150 Fund and supporting over 1,800 activities in communities all across Canada that contribute to building a sense of pride and attachment to Canada.

  • Host events and activities in Canada’s Capital Region including an exceptional celebration of Canada Day in 2017 featuring special activities, cultural and live music performances and broadcast the event to over 1 million households across Canada.

  • Give Canadians more direct access to events marking the 150th anniversary of Confederation by supporting major events in 18 urban centres across Canada. These events will become focal points for shared Canada 150 experiences and are expected to attract nearly 3 million participants, strengthen pride and showcase Canada’s cultural diversity.

• Build national monuments in Canada’s Capital Region that are symbols of Canada’s openness and diversity, and that provide a place for remembering, reflecting and learning.

  • The National Holocaust Monument and the Canadian Building Trades Monument will be unveiled in 2017.

• Provide funding and promotional materials for over 1,700 events across Canada that will allow Canadians to celebrate National Aboriginal Day, Saint-Jean-Baptiste Day, Canadian Multiculturalism Day and Canada Day in their communities.

• Enhance opportunities for Canadians to learn about the events and institutions, individuals and communities that have shaped Canada into the country it is today through the Canada History Fund’s support of key national history and civic sector organizations.

  • Invest in key Canada History Fund initiatives such as the Heritage Minutes, the Government of Canada History Awards for students, and Canada History Week to contribute to Canada 150 priorities by helping to ensure that a diversity of experiences and perspectives – including those of Indigenous peoples and those more recently arrived – are recognized and represented in Canada’s story.

• Support projects, exchanges and forums that provide opportunities to over 12,000 youth to connect with one another, have a better understanding of what they have in common, and to learn new things about Canada’s diverse cultural expressions, history and heritage, with special emphasis on the Canada 150 celebrations.

• Contribute to Canada’s multi-year action plan on official languages (2013–2018) by supporting bilingual exchanges and forums provided through organizations funded by the Exchanges Canada Program.

• Drawing on the results of an experiment to improve survey response rates, pursue the implementation of online post-participation surveys for youth (Exchanges Canada and the Youth Take Charge Programs).

• Pilot a new, innovative fast track grants process for Celebrate Canada to improve service delivery.

Evaluations of the Canada History Fund and the Exchanges Canada Program were completed in 2015–16. Among other priorities, in the next year, the programs will place emphasis on implementing the outstanding recommendations to address areas for improvement.

*Results are from previous fiscal year.

Further details on the spending, Full-Time Equivalents (FTEs), and results of the sub-programs within this Program can be found on the Department of Canadian Heritage Website in the Supplementary Information Tables (Sub-Programs and Transfer Payment Programs), and in InfoBase.

Program 2.2: Engagement and Community Participation

This Program aims to engage Canadians and provide them with opportunities to participate in the civil, social and cultural aspects of life in Canada and in their communities. This is accomplished through funding programs and initiatives that support the efforts of communities to build stronger citizen engagement and social inclusion through the performing and visual arts; express, celebrate and preserve local heritage; contribute to increasing the respect for and awareness of human rights in Canada; and develop innovative and culturally appropriate initiatives to support the efforts of indigenous communities in the revitalization and preservation of their languages and cultures. 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 supports the Department’s mandate to strengthen Canadian identity and values, and build attachment to Canada.

Planning Highlights

The Engagement and Community Participation Program will undertake the following key initiatives in 2017–18:

• Maximize the impact and success of the year-long Canada 150 celebrations. The Department will coordinate and facilitate a whole-of government approach, and will support collaboration and communication among the various stakeholders helping to ensure successful celebrations. Throughout 2017, Canadians will be invited to participate, celebrate and explore, supporting and enhancing our sense of pride from coast to coast to coast, and enhancing our appreciation of Canada’s diversity and pluralism.

  • Deliver the Canada 150 closing ceremony in December 2017, the culmination of a spectacular Canada 150 celebration year.

  • Maximize visibility of the Canada 150 initiative and promote opportunities for public participation and engagement in this once-in-a-generation event through innovative branding, marketing and outreach activities. Some highlights include:

  • Promote the Canada 150 logo and visual brand, which will be highly visible across the country in 2017 on public buildings, commercial products, at Canada 150 Major Events in 19 cities across the country and as part of all Signature and Community-based Projects funded through the Canada 150 Fund.

  • Maintain a strategic online (www.canada.ca/150) and social media-driven marketing approach (e.g. www.facebook.com/canada150th, @canada150th), which will reach out to Canadians at home and abroad. As part of this approach, 150 accomplished and influential Canadians chosen for their distinguished achievements in the fields of sports, science, arts and innovation will serve as domestic and international Canada 150 Ambassadors and will use their social media presence to increase the outreach and visibility of Canada 150.

  • Establish a network of Canada 150 Community Leaders, which, with the support of the Federation of Canadian Municipalities, will be active in cities and communities across the country. This network will serve as local touchpoints at events to share information, stories and experiences of Canada 150 throughout the year.

  • Support local arts and heritage as a means of bringing communities together, including celebrations of Indigenous culture and the recognition of local historical events in conjunction with the 150th anniversary of Confederation.

• Work in collaboration with the Minister of Indigenous and Northern Affairs and with Indigenous stakeholders to support the preservation, revitalization and promotion of Indigenous languages.

• Provide support to community development and engagement projects that support multiculturalism in Canada with a particular focus on the elimination of discrimination, racism, and prejudice.

• Provide funding to community projects and events that encourage positive interaction between cultural, religious, and ethnic communities in Canada in addition to promoting the expression of Canadians’ multiple identities. These include, for example, events marking Black History Month and Asian Heritage Month in February and May respectively.

• Implement a new and modernized Court Challenges Program, in collaboration with the Minister of Justice and Attorney General of Canada. The 2016 federal budget identified 12 million dollars over five years for this program.

• Support initiatives that help Canada meet its domestic and international human rights commitments, including the promotion of human rights domestically.

• Begin federal, provincial and territorial coordination with a view to preparing Canada for:

  • The review of Canada`s first report on the Rights of Persons with Disabilities: First Report of Canada.

  • The review of Canada's twenty-first and twenty-third joint reports on the International Convention on the Elimination of All Forms of Racial Discrimination.

  • Canada’s third report under the Universal Periodic Review.

An evaluation of the Building Communities through Arts and Heritage Program was completed in 2016–17. Among other priorities, in the next year, the program will place emphasis on implementing the five recommendations to address areas for improvement.

Evaluations of the Human Rights Program, the Aboriginal Languages Initiative, and the Aboriginal Peoples’ Program were completed in 2015–16. Among other priorities, in the next year, the programs will place emphasis on implementing the recommendations to address areas for improvement.

*Results reported are from previous fiscal year.
**Change in results are due to improvements in reporting.

Further details on the spending, Full-Time Equivalents (FTEs), and results of the sub-programs within this Program can be found on the Department of Canadian Heritage Website in the Supplementary Information Tables (Sub-Programs and Transfer Payment Programs), and in InfoBase.

Program 2.3: Official Languages

Canadian Heritage plays an important role in the horizontal coordination of official languages within the federal government and especially with respect to coordination and support to federal institutions in the implementation of the government’s commitment towards the development of official-language minority communities and the promotion of linguistic duality, pursuant to section 42 of the Official Languages Act (OLA). Canadian Heritage is also responsible for the planning, implementation and management of the Official Languages Support Programs pertaining to the promotion of linguistic duality within Canada and the development of official-language minority communities, in accordance with section 43 of the OLA. These activities contribute to achieving the following Government of Canada Outcome: “A diverse society that promotes linguistic duality and social inclusion”.

Planning Highlights

The Official Languages Program will undertake the following key initiatives in 2017–18:

• Begin to develop a new official languages plan to support English and French linguistic minorities and bilingualism in Canada.

  • Pan-Canadian Consultations on Official Languages took place from June 2016 to December 2016. The intention to present a new multi-year official languages action plan solidifies the government’s commitment to support and promote our two official languages.

  • This Pan-Canadian initiative will reaffirm the importance of our official languages for both the federal machinery and Canadian society and will support the government's major aims of inclusion, social cohesion and affirming Canada’s pluralism and diversity.

• Begin establishing a free, online service for learning and retaining English and French as second languages.

  • The commitment to establish “a free, online service for learning and retaining English and French as second languages” supports the Government of Canada’s efforts to encourage and promote the use of the country’s two official languages.

  • The Government of Canada’s support for learning both official languages primarily targeted young students (through bilateral agreements with provinces and territories related to learning) and linguistic training for immigrants. The new commitment will target Canadians more directly, particularly adults who are no longer in school.

• Host the Ministerial Conference on Canadian Francophonie (MCCF) on June 22 and 23, 2017, as part of the 150th anniversary of Confederation (Canada 150).

  • As part of Canada 150, the Government of Canada will co-chair the MCCF 2017 with the Government of Yukon. The Conference will serve as an opportunity to challenge all governments to pledge their collaboration and commitment toward creating a concrete action plan that will meet decisive goals and outcomes for Canada’s Francophonie.

• Begin consultations and negotiations for the next Protocol for Agreements for Minority-Language Education and Second-Language Instruction with the Council of Ministers of Education, Canada. Once this protocol has been signed, the Program will enter into and sign the 13 bilateral agreements related to education and the 13 bilateral agreements related to services.

• Use various mechanisms to continue maintaining contact and an ongoing dialogue with federal institutions with respect to their role in the development of official language minority communities. The Program will also continue to coordinate the implementation of horizontal official language initiatives and to support institutions in their official language-related activities and obligations.

Further details on the spending, Full-Time Equivalents (FTEs), and results of the sub-programs within this Program can be found on the Department of Canadian Heritage Website in the Supplementary Information Tables (Sub-Programs and Transfer Payment Programs), and in InfoBase.

Program 3.1: Sport

This Program promotes development and excellence in sport among Canadians and Canadian communities through initiatives that provide direct support to Canadian high-performance athletes; enhance Canada’s ability to host the Canada Games and international sport events in Canada; support the development of excellence in the Canadian sport system; and contribute to increasing participation in sport by Canadians of all ages and abilities. The core concept of this Program is to enhance and promote Canadian participation and excellence in sport, by providing funding, expertise and other services to Canadian athletes, sport organizations, stakeholders and event organizers.

Planning Highlights

Sport Program results are achieved through a combination of leadership and funding, in the areas of participation, excellence, and building capacity in the sport system, as outlined in the Physical Activity and Sport Act. The Sport Program will undertake the following key initiatives in 2017–18:

• Increase participation, including:

  • Developing strategic approaches to sport participation, to increase the availability of quality introductory sport experiences.

  • Engaging Indigenous youth in sport, including through support for hosting 2017 North American Indigenous Games in Toronto, Ontario, and in collaboration with INAC to extend programming.

  • Supporting a successful 2017 Summer Canada Games in Winnipeg, Manitoba, and Canada’s delegation to the Francophonie Games.

• Support excellence, including:

  • Continuing to support Canadian high performance athletes, including through adjustments to programming for sustaining excellence.

• Build capacity in the sport system by:

  • Working with provinces and territories to align funding frameworks, strengthen programs, and strategically coordinate international sport hosting investments.

  • Collaborating with the Public Health Agency of Canada to address the issue of concussions and head injuries.

  • Engaging internationally to advance global anti-doping efforts.

A grouped evaluation of the three Sport Funding Programs, including a review of the federal government investment in the Toronto 2015 Games, was completed in 2015–16. Among other priorities, in the next year, the program will place emphasis on implementing the recommendations to address areas for improvement.

*A cumulative 4-year result relative to other countries competing in Olympic sports.

Note: Sport program indicators were updated for fiscal year 2016–17 and that will be the first year that these indicators will be used. While these results have been tracked, they have not been reported in previous DPRs. The Paralympic Ranking Index is a new indicator being developed for 2016–17, and the first results will be available in March 2017.

Further details on the spending, Full-Time Equivalents (FTEs), and results of the sub-programs within this Program can be found on the Department of Canadian Heritage Website in the Supplementary Information Tables (Sub-Programs and Transfer Payment Programs), and in InfoBase.

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Planning Highlights

Internal Services support and contribute to the effective and efficient delivery of the Department’s programs and are integral to the quality of the services the Department provides to its clients and partners. Clients, staff and management benefit from a range of professional corporate services including information management and technology support; workplace values, ethics and well-being; a centre of expertise on grants and contributions; information modernization and innovation initiatives; amongst others.

The Internal Services will undertake the following key initiatives in 2017–18:

• Streamline and standardize core grants and contributions business functions and internal processes, increasing and strengthening the use of technology and infrastructure to provide more online and timely services to Canadians.

• Support the Department’s commitment to creating a healthy, respectful and supportive workplace which is nimble, open, and modern, and whose employees are empowered, engaged, and equipped to improve services to Canadians in a culture of continuous improvement.

  • Launch a workplace well-being action plan to create a culture that enshrines psychological health, safety and well-being for all employees in all aspects of the workplace. The Department will organize events that raise awareness of mental health issues, provide training and tools to employees and managers, and identify and address key risks to psychological health and safety in the workplace. This action plan supports federal Public Service Workplace Mental Health Strategy.

  • Support employees throughout Departmental modernization initiatives by strengthening change management capacity at all levels.

• Ensure strategic human resources planning with a view to optimize organizational structures.

• Ensure the strategic recruitment of a new generation of public servants and an equitable representation of designated groups, and infuse a culture of continuous learning and development of current employees to meet the priorities and the challenges of the future.

• Support Departmental investments in the areas of information technology, data visualisation and reporting while ensuring value for money and security compliance.

• Begin the implementation of a Procurement to Payment (P2P) solution using electronic workflow technology and standardized business processes for procurement and payment transactions. This will result in enhanced internal controls, more efficient and improved timeliness and accuracy of the procurement and payment processes.

Planned spending

*The Multiculturalism portfolio was transferred from Immigration, Refugees and Citizenship Canada as of November 4th 2015 and thus, appears as a separate program in 2015-2016 and 2016-2017. Starting in 2017-2018 the Multiculturalism Program will be presented as a sub-program under the Engagement and Community Participation Program.

The Arts Program’s temporary increase in funding in 2016–17, 2017–18 and 2018–19 is due to investment in social infrastructure through the Canada Cultural Spaces Fund as well as the transfer of the Harbourfront Center Funding Program from the Department of Finance to the Department of Canadian Heritage in 2016–17.

The large decrease in Attachment to Canada’s funding in 2018–19 stems from the Grants and Contribution profile for Canada’s 150th anniversary of Confederation under the Celebration and Commemoration sub-program. The funding related to it is sunsetting in 2018–19.

Similarly, the Engagement and Community Participation Program’s temporary increase in funding from 2016–17 to 2018–19 is also mainly due to Canada’s 150th anniversary of Confederation. The operating profile of this major event is reflected under the Canada 150 Federal Secretariat sub-program.

The Multiculturalism Program was transferred from Immigration, Refugees and Citizenship Canada and appears as a separate program in 2015–16 and 2016–17. Starting in 2017–18 the Multiculturalism Program will be presented as a sub-program under the Engagement and Community Participation Program.

The decrease observed in actuals in 2015–16 compared to 2014–15 for the Sport program is due to the one-time funding for the Toronto 2015 Pan American and Parapan American Games, and for the Toronto Community Foundation for the Toronto 2015 Pan American and Parapan American Games Sport Legacy Fund. The gradual decrease in planned spending in 2018–19 is as a result of the partial sunsetting of the Special Olympics Canada under the Sport Support Program.

Departmental spending trend

The decrease in the actual spending in 2015–16 is mainly due to the end of the one-time funding for the Toronto 2015 Pan American and Parapan American Games, the Toronto Community Foundation for the Toronto 2015 Pan American and Parapan American Games Sport Legacy Fund and the Government Advertising programs – Canada 150 campaign. Other factors also contributed to the decrease in the actual spending, such as unused funds as part of the Toronto 2015 pan American and Parapan American Games and the reprofiling of funds for the celebration of Canada’s 150th anniversary of Confederation – Road to 2017.

The increase in forecasted and planned spending in 2016–17 and 2017–18 is mainly due to the funding profile for the Celebration of Canada’s 150th anniversary of Confederation, the increase in funding for social infrastructure in 2016–17 and 2017–18 under the Canada Cultural Spaces Fund and newly sought ongoing funding for the delivery of French language services and for the preservation of Indigenous languages in the Northwest Territories, Yukon and Nunavut as well as the full transfer of the Multiculturalism Program from Immigration, Refugees and Citizenship Canada. Additionally in 2016–17 the Department has received a three-year funding for the Grants and Contributions Modernization Initiative in order to implement an online funding application and for the repair of the roof at the Canadian Conservation Institute.

Further, the one-time funding of the celebration of Montreal’s 375th anniversary in 2016–17 and 2017–18 and the funding for the Harbourfront Centre Program which has been transferred from the Department of Finance in 2016–17 for three years are also contributing temporarily to the increase in forecasted and planned spending.

The decrease in planned spending in 2018–19 and 2019-20 is mainly the result of the funding profile for the Celebration of Canada’s 150th anniversary of Confederation, the ceasing of funding for time limited initiatives previously mentioned above, as well as the partial sunsetting of the Special Olympics Canada under the Sport Support Program.

Planned human resources

*The Multiculturalism portfolio was transferred from Immigration, Refugees and Citizenship Canada as of November 4th 2015 and thus, appears as a separate program in 2015-2016 and 2016-2017. Starting in 2017-2018 the Multiculturalism Program will be presented as a sub-program under the Engagement and Community Participation Program.

The changes displayed in FTE summary table are attributable mostly to the same factors as the planned spending summary. For instance, the observed increase from 2015–16 to 2016–17 in the Arts program is due to the temporary additional funding for the Canada Cultural Spaces Fund.

The temporary increase in 2017–18 in the Cultural Industries Program is due to the newly approved initiative to boost the promotion and export of Canadian artists and cultural entrepreneurs abroad.

The decrease in FTEs for the Heritage program for the period of 2014–15 to 2015–16 is mainly due to the transfer of funding and responsibilities of the Virtual Museum of Canada to the Canadian Museum of History and the transfer of funding and responsibilities of the Canadian Cultural Property Export Review Board to the Administrative Tribunals Support Service Canada.

The largest steady increases from 2014–15 to 2017–18 and then steady decreases until 2019-20 are observed in the Engagement and Community Participation as well as the Attachment to Canada portfolios. This occurrence is specifically triggered by the commemoration of key milestone anniversaries on The Road to 2017 and Canada’s 150th anniversary of Confederation whose funding spans multiple years and starts winding down in 2017–18.

The Multiculturalism program was a standalone program upon its transfer from Immigration, Refugees and Citizenship Canada on November 4th 2015. It will be embedded under the Engagement and Community Participation Program as a sub-program starting in 2017–18.

The temporary FTE increase seen in 2015–16 within the Official Languages Program was needed in order to support the delivery of mandated priorities and to move forward with the modernization of the department’s Grants and Contributions process.

The constant decrease in the FTE count for the Sport Program starting in 2014–15 which continues until 2016–17 and then stabilizes, can be directly attributable to the one-time funding for the Toronto 2015 Pan American and Parapan American Games, and to the Toronto Community Foundation for the Toronto 2015 Pan American and Parapan American Games Sport Legacy Fund.

Estimates by vote

For information on the Department of Canadian Heritage’s organizational appropriations, consult the 2017–18 Main Estimates. ^{Footnote 5}

Future-oriented condensed statement of operations

The Future‑Oriented Condensed Statement of Operations provides a general overview of the Department of Canadian Heritage’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.

Because the Future‑Oriented Condensed Statement of Operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Departmental Plan are prepared on an expenditure basis, amounts may differ.

A more detailed Future-Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the Department of Canadian Heritage’s website.

The increase in Planned Results for 2017–18 compared to Forecast Results for 2016–17 is mainly due to the funding of the Canada 150 Federal Secretariat, within the Engagement and Community Participation and Attachment to Canada Programs, the funding of the Multiculturalism Program within the Engagement and Community Participation program, and funding of the Harbourfront Center and social infrastructure projects in the Arts Program.

Corporate information

Organizational profile

Appropriate Minister:

• The Honourable Mélanie Joly, Minister of Canadian Heritage, P.C., M.P.

• The Honourable Carla Qualtrough, Minister of Sport and Persons with Disabilities, P.C., M.P.

Institutional head:

• Graham Flack

Ministerial portfolio:

• Department of Canadian Heritage

Enabling Instrument(s):

• Department of Canadian Heritage Act ^{Footnote 6}

Year of Incorporation / Commencement:

• The Department of Canadian Heritage was created in June 1993. However, the Department of Canadian Heritage Act received Royal Assent in June 1995.

Reporting framework