C. Strategies and Expected Results

Summary of Departmental Strategies and Expected Results

The following section provides a summary of the strategies that the Department intends to pursue to achieve its longer-term Expected Results. These Strategies and Expected Results are in support of the Strategic Directions that guide policy decision-making. The page numbers in parenthesis following each strategy refer the reader to further information in the Business Line Plans.

Business Line Plans

This section aims at providing information on the costs of the product/service line as well as highlighting the key strategies that will be pursued to achieve the expected results (presented in the small boxes) of each product/service line. The expected results for the individual product/service lines contribute to the achievement of the expected results of the Business Line.

Cultural Development and Heritage Business Line

Planned Spending

Long-term Expected Results

• Creation, production, distribution, preservation and consumption of Canadian cultural and heritage products and services.
• National and international recognition and acceptance of Canadian cultural creations and heritage collections.
• Support for the Canadian model of promotion, and support for Canada’s cultural diversity in relevant international fora.

Broadcasting - Key Strategies

The broadcasting sector includes television, radio, cable and specialty-service providers, satellite-delivery services and new media-content providers, as well as industry associations. In 1997, this sector (exclusive of the new media industry) generated $6.4 billion in revenues and accounted for 45,000 jobs. The Canadian public are active viewers of television programs, averaging almost 22.3 hours per week in the fall of 1998. Public opinion polls indicate that large numbers of Canadians value the diversity of programming offered on the Canadian broadcasting system. They also indicate that Internet users are currently predominantly youth spending an average of 19 hours per month on-line.

Support for Increased Canadian Content in All Media, Including Emerging New Media -The expanded role of the Department in the area of innovation is reflected in the creation of an Innovation Directorate, which will develop policies and programs to support the emerging new media industry. An important new cultural industry providing opportunities and innovative tools to tell Canadian stories, new media helps to promote Canadian cultural content on the Information Highway. Beginning in 1998-99, the Multimedia Fund, with $30 million over five years, will support the development, production and marketing of high-quality, original, interactive Canadian multimedia works. The Department will also encourage new partnerships, develop opportunities and stimulate markets to sell Canadian programming, expertise and broadcast-distribution technology.

The Department will assist the Canadian broadcasting system to remain competitive in a world of convergence and technological change by facilitating the transition to digital radio and television technology, and supporting the creation and scheduling of high-quality distinctively Canadian program content on all core media services. Support mechanisms such as the Canadian Television Fund (CTF) provide about $200 million per year of public and private sector financial assistance to producers creating Canadian television programs in traditionally underrepresented categories.

Support of the Implementation of Digital Radio and Digital Television -The implementation of digital radio is well-advanced, with a government policy framework in place. From this framework has flowed the licensing, regulatory and specific policies required to implement digital radio in Canada. Thirty-four public and private Canadian stations received digital licences in 1998, and are planning a public launch in 1999, when retail digital radio receivers are finally in stores. The Department will continue to work with stakeholders as the service is introduced, and will adjust the framework and policies as required.

With the roll-out of digital television already under way in the United States, Canadians are now formulating their plans for transition to this improved technology. The Government will support the implementation of digital television and will establish a policy framework to ensure that Canadian viewers enjoy the full benefits of digital programming, that Canadian broadcasting and programming remain competitive and attractive, and that consumer affordability and quality of service be central considerations.

Advancement of Cultural Diversity in Television Programming and Other Media -The Department will continue to explore innovative ways to advance cultural diversity in television programming and other media such as the Global Cultural Diversity through Television Initiative. This Initiative flows from the first international meeting of cultural ministers held in 1998, which launched a new International Network on Cultural Policy committed to promoting the importance of cultural diversity.

The Department will work with Television Northern Canada to co-ordinate the transition from reliance on federal programs to self-sufficiency, while ensuring continued provision of broadcasting services in Northern Canada. It will encourage the active participation of Native broadcasters in the information society to allow access of Native and northern citizens to services such as long-distance education, life-long learning, medical services and electronic commerce.

In collaboration with other federal departments and international organizations, the Department will address the issue of the dissemination of hate propaganda and other inappropriate material on the Information Highway. Together with stakeholders, organizations and other partners in the broadcasting environment, the Department will continue to raise public awareness of the impact of media violence in society and will assist the development of quality non-violent children's programming.

Television programming and multimedia-content products are two significant niche export products for Canada. A cultural-trade action plan will reinforce the international sales and awareness of Canadian-content documentaries, children’s programming, science programs and animation, as well as long-distance learning. The sales of Canadian programming and content will take into consideration the economic interests of women, youth and Aboriginal economic interests.

Cultural Industries - Key Strategies

Canada’s cultural industries comprise over 3,000 companies, as well as Industry associations and include the film, book-publishing, periodical and sound-recording industries. In 1994-95, these companies accounted for over 200,000 jobs, contributed $12.3 billion to the Gross Domestic Product and paid $6.5 billion in wages. Consumers of cultural-industry products and services constitute a growing share of the overall public, and wholesale and retail markets of Canada. Participation in cultural-industry events, such as motion-picture theatre attendance or video rentals, is also extensive and growing. Public opinion surveys reflect a widespread recognition of the importance of culturalindustry products to their sense of Canadian identity and to their daily lives.

Support for Canadian Cultural Industries - The Department will administer programs of financial support for Canadian cultural industries. As well, it will work in collaboration with federal cultural agencies and organizations such as Telefilm Canada, Canada Council for the Arts, and Factor/Musicaction Canada, and with partners such as the Royal Bank of Canada and the Business Development Bank of Canada, to strengthen Canada’s cultural industries and to ensure access to Canadian films, video, books, magazines, sound recordings, and multimedia.

Based on the results of recent program evaluations, the Department will implement changes to its programs that offer book publishing, sound recording and distribution support to paid-circulation Canadian periodicals and certain types of weekly newspapers. Pursuant to a 1998 client survey, the Department, in consultation with the industry, will work to improve tax-credit programs by assessing alternative delivery mechanisms, implementing a new cost-recovery structure, and reviewing specific areas affecting the production of Canadian-content film and television programs.

The Department provides further support to Canadian cultural industries through legislation, regulations and policies. The Department will pursue legislation to ensure that only Canadian periodical publishers have access to advertising dollars spent in Canada. Also, a new Canadian feature-film policy will be developed and implemented to ensure that more Canadians have access to more Canadian films in their local cinemas.

With a view to identifying the principal competitiveness issues facing cultural industries and elaborating strategies to address them, assessments of several sectors will be conducted, including music publishing, record distribution, the used textbook market,community newspapers, periodical writers, marketing and distribution of periodicals, and book distribution. The Department will, in collaboration with Industry Canada, undertake an evaluation of competitiveness issues in the cultural industries. It will also undertake the design and delivery of an industry round-table discussion on issues related to private sector financing of cultural industries.

Promotion of Cultural Sector Exports and International Market Development -The Department will work with cultural exporters to seek innovative ways to ensure access to and support for the increased exportation of cultural products and services. A departmental cultural-trade action plan will be developed to ensure that emphasis is placed on the export of Canadian content, thereby expanding consumption of Canadian cultural choices beyond Canada. Through the exporter-preparedness initiative, exporter training will be offered, taking into consideration export-development priorities (e.g. markets/products and services).

Future economic policy and growth in Canada include a significant role for international trade, investment and technology, with cultural sector goods and services making an important contribution. By actively ensuring balanced and supportive representation of sectoral interests in international trade negotiations and dispute settlement issues, cultural, arts and heritage interests are safeguarded. The Department in August of 1998 became a full partner in Team Canada Inc. facilitating the partnership with all members, including consultation with provinces and territories on shared services and resources to further develop cultural-export opportunities.

Ongoing Modernization of Copyright Protection for Creators and Users - To respond to technological changes and keep pace with international trading partners and trade agreements, the Department, in concert with Industry Canada, will complete the development and adoption of regulations and the proclamation of remaining sections of amendments to the Copyright Act, as well as prepare for a parliamentary review of provisions and operation of the Act.

The Department will continue, in collaboration with Industry Canada, the policy development and consultation process leading to amendments to Canada's copyright legislation, so that Canada can adhere to two new World Intellectual Property Organization (WIPO) treaties that it signed in December 1997 (the WIPO Copyright Treaty and the WIPO Performance and Phonograms Treaty). Many of these amendments will address the new communications environment, with a view to improving protection for Canadian producers, creators and performers, and to augmenting the remuneration of Canadian creators and performers.

The Department will participate in international copyright policy development and negotiations in the context of the development of new WIPO treaties and multilateral trade negotiations.

On a longer-term basis, the Department will undertake research, analysis and policy development on emerging issues in copyright, such as the rights of audio-visual performers, the development of a "single window" for the administration of government copyright works, the management and licensing of electronic rights, and the term of protection.

Arts - Key Strategies

In Canada, some 26,000 artists and artisans work in the visual arts and crafts. The literary arts involve approximately 15,000 authors, whose works generate over 70,000 jobs. There are approximately 500 non-profit professional-arts organizations, including orchestras, theatre, dance and opera companies. The performing arts employ over 19,000 dancers, choreographers, actors, musicians, singers, composers and others, including authors, directors and technical staff. Canada hosts 160 international or national arts festivals, and has a rapidly growing commercial sector. Increasingly, Canadian arts organizations are seeking private sector funding for the development of their artistic works and products.

Partnerships between Arts and Heritage Organizations, the Private Sector and Governments -The Department will continue to support the establishment of stabilization initiatives, which involves partnerships with businesses and all levels of government to raise and pool financial and human resources for arts and heritage organizations. With a diversity of approaches, all stabilization projects aim to achieve greater sustainability, and the long-term health of arts and heritage organizations. The network of these partnership projects across Canada will be encouraged by providing support for exchanges of information and expertise.

Stabilization projects have been funded in Vancouver and Alberta. Nova Scotia has also received support for the first year of its implementation phase. Saskatchewan, Manitoba, Hamilton, Quebec and New Brunswick have all completed feasibility studies. The development of a specific national program for the funding of stabilization projects is under consideration.

Financial Support to Arts-training Institutions - The Department will commit $7.2 million per year to institutions for artistic training to help Canadian talent to reach excellence. These institutions will provide training in a wide range of artistic disciplines to students from all parts of Canada in preparation for national and international careers.

Support for Holding Festivals and Arts Events -The Department will continue to provide funding for over 155 nation-wide festivals or special arts events to give Canadians opportunities to see and appreciate performances by professional Canadian artists from other provinces and territories. Some festivals and arts events will feature artists from at least six provinces and all will feature artists from at least three provinces. Some special or regional events will have audiences of a few thousand, while others will draw over a million people. In 1999, the Department will be able to put a figure on attendance at these events. In the year 2000, a measuring tool will be used to evaluate the mobility of Canadian artists featured at various festivals and arts events. The Department also provides national promotion to Canadians of international performing arts days, in partnership with the arts community.

Heritage - Key Strategies

Heritage is the very evidence of our culture. It lies at the foundation of our Canadian identity, nourishing our sense of who we are, where we came from and inspiring us to create new works of cultural self-expression. The Heritage sector encompasses a wide array of institutions: museums, archives, libraries and galleries that safeguard the artifacts of history and creativity; national historic sites and heritage buildings that represent our immovable legacy; and the national parks, botanical gardens and zoos that nourish a living natural heritage. With its broad responsibilities for both cultural and natural heritage, the Department seeks to ensure that Canadians today have opportunity to discover, enjoy and contribute to our heritage and that this rich legacy is preserved for the benefit of future generations. The Department's programs ultimately benefit the 55 million visitors to heritage institutions annually. Museums, libraries and archives account for over 48,000 jobs in direct employment and approximately $1.5 billion in salaries and wages. Over 52,000 heritage volunteers also make a significant contribution. The policies and strategic advice developed by the Department ensure a capacity to preserve Canada’s heritage and that all Canadians have access to that heritage now and in the future.

Partnerships and International Co-operation -The Department will continue to promote the use of tax incentives to encourage donations of significant heritage objects to Canadian museums, galleries, archives and libraries. Tax incentives and regulations controlling the export of cultural property will ensure the preservation of our heritage in public collections across Canada. The Department will continue to fulfil Canada’s obligations to international agreements protecting cultural property and preventing illicit trafficking.

In 1999-2000, the Department will implement, in partnership with other federal, provincial, territorial and international bodies, the UNESCO Convention for the Protection of Cultural Property in the Event of Armed Conflict (The Hague, 1954), which marks protected property with the international symbol of the Hague Convention, a distinctive Blue Shield. The Blue Shield is affixed to buildings, which are themselves, and/or their contents, protected.

Building Skills in Cultural Heritage -In partnership with national heritage organizations, the Department will provide work experiences through Young Canada Works, for students in museums, libraries and archives, and will offer internships to graduates in science and technology at the international level. These partnerships will enable heritage organizations across Canada to undertake projects to promote Canada’s rich and diverse cultural heritage. Up to 800 summer jobs and 25 internships are expected to be created.

Support for Exhibitions -Bill C-64, the Canada Travelling Exhibitions Indemnification Act, was introduced in Parliament in 1998. Through this legislation, both domestic and international travelling exhibitions will be eligible for government-sponsored indemnification. Reducing the high cost of insurance associated with travelling exhibits will increase the number of exhibitions circulating within Canada and thereby will increase access to our collective heritage.

In collaboration with museums and heritage organizations, the Department will create opportunities to enable Canadians in various regions to gain a greater appreciation and understanding of our cultural heritage. The Museums Assistance Program will provide support to undertake interprovincial activities such as travelling exhibitions, exchanges of professional staff and collaborative initiatives that are using new technologies as well as traditional means. Additionally, the Department will provide financial support to assist Aboriginal non-profit institutions and organizations to properly safeguard Aboriginal heritage collections and to make these collections accessible to a wider public.

Advancement of the Practice, Science and Technology of Conservation -A Special Operating Agency of the Department, the Canadian Conservation Institute (CCI) has the mandate to promote the proper care and preservation of Canada’s movable cultural heritage, and to advance the practice, science and technology of conservation. With a budget of approximately $6.4 million, CCI will continue to provide a comprehensive program in the area of cultural-heritage conservation through research and development; specialized treatment of significant artifacts; works of art and scientific services; information dissemination (35,000 publications); and professional development to more than 200 heritage professionals. CCI will establish partnerships and generate revenue to bring stability and growth to these preservation activities and services. Revenue is expected to reach $1.2 million in 1999-2000.

CCI’s leading-edge research will ensure that heritage collections meet standards of excellence. CCI will complete the research on the Canadian Standard on Paper Permanency, which will result in the adoption of stable paper for government records and will increase the market potential of Canadian paper products. CCI will also participate in the development of international standards for mechanical engineers on the design of heating, refrigerating and air-conditioning systems for cultural-preservation institutions, as well as standards and guidelines on lighting, to help cultural institutions to understand and reduce light damage to material heritage.

CCI’s partnership with the Canadian Museums Association, the Exhibition Exchange Special Interest Group and the Canadian Heritage Information Network was instrumental in the establishment of a Centre for Exhibition Exchange (CEE). The CEE was developed to bring together borrowers and lenders, and to help the exchange of travelling exhibits by sharing information and expertise. The CEE’s central database will become the tool for advancing the state of travelling exhibits across Canada, and heritage institutions will have access to a central co-ordination body for these exhibits.

Transportation and storage services for fine arts and artifacts -CCI will continue to provide access to heritage collections and, in particular, exhibitions, through its costrecovery transportation and storage service for fine arts and artifacts. For example, it will be responsible for transporting 29 paintings by Claude Monet presented in Monet à Giverny: chefs-d’oeuvres du Musée Marmottan.

Practice, Standards and Technologies of Information Management -With limited resources, today’s museums must not only ensure that their collections are documented for purposes of accountability, they must also seek innovative ways to manage the interpretive knowledge that they have accumulated, so that it is available within the institution and through external networks.

The Canadian Heritage Information Network (CHIN), a Special Operating Agency within the Department, will develop guidelines for new means of recording collections, for the comprehensive systems that can manage the diverse information held by museums, and for the management practices necessary for museums to take full advantage of the strategic asset represented by their information. Working with standards partners around the world, CHIN will also participate in the development of internationally recognized standards for digital information to ensure global accessibility to the rich content created by Canadian museums. CHIN will also work with museums on issues associated with managing their intellectual property in the digital environment to ensure accessibility and appropriate returns on museum investments in creating content.

CHIN will provide opportunities for museums to apply the standards and guidelines in collaborative content initiatives designed to showcase Canadian heritage. These initiatives will include Artefacts Canada (the national inventories of museum collections and archaeological sites), the Guide to Canadian Museums and Galleries, virtual exhibits and the Centre for Exhibition Exchange, all hosted at CHIN’s Web site (www.chin.gc.ca). In addition, CHIN will continue to provide access to extensive on-line reference resources dealing with the care and management of collections.

With over 20 million sources of information available through the Internet, it is increasingly difficult for audiences to identify reliable and relevant information. The new standards will also enable CHIN to address this problem by providing a special Internet gateway for focussed-access content presented by museums throughout Canada. The gateway will help audiences to discover authoritative content and to integrate knowledge held by diverse institutions. This will allow them to build a comprehensive picture of Canada’s heritage.

During the three-year period 1999-2002, CHIN will increase the number of Canadianmember museums actively collaborating in the development of on-line content by 45% to approximately 650 institutions. To enable museums to participate regardless of their size, member Internet accounts and training will be financially supported in return for the content that they contribute. The number of on-line visitors to the content to which CHIN provides access is expected to increase by approximately 300% during the same period to reach over 40 million "hits" and 2 million visits annually.

Canadian Identity Business Line

Planned Spending

Long-term Expected Results

• Canadians recognize and appreciate their identity, accomplishments and excellence.
• Canadians are able to participate fully in, and contribute to, Canadian society.

Official Languages - Key Strategies

French is the first official language for almost one million people living outside Quebec, and English is the first official language for 926,000 Quebecers. Moreover, some 165,000 Francophone primary and secondary students attend about 700 French-language schools outside Quebec, while 360 institutions provide education in English to over 100,000 Anglophone students in Quebec. In addition, 2.7 million young people learn French or English as a second language at school and, every year, nearly 10,000 young people take part in exchange programs to learn their second language, or share their own language and culture with other young Canadians.

Promoting the Economic, Social and Cultural Benefits of our Linguistic Duality -The Department will promote the French presence as an integral part of our identity and a major asset for Canada. The Year of La Francophonie canadienne (March 1999 - March 2000) will provide an opportunity to support a series of cultural and promotional events to highlight the contribution of Francophone heritage to life in Canada and to strengthen ties between Francophones and Anglophones. This contribution will also be underscored by the Summit of La Francophonie to be held in Moncton in 1999. In addition, the Department will continue to offer young people the opportunity to experience linguistic duality, especially through linguistic exchange programs and the Young Canada Works in Both Official Languages Program, which have nearly 10,000 participants every year.

The Department will also support measures to enhance the economic benefits of our linguistic duality such as the promotion of Canadian industries in teaching languages in foreign markets, the development of tourism networks based on the Francophone heritage in several parts of the country and the organization of fora for business people from French speaking communities.

Strengthen Second-language Learning -The Department will continue to support, in co-operation with provincial and territorial governments, the provision of quality secondlanguage instruction at all levels. To achieve this, it will conclude a new five-year agreement with the Council of Ministers of Education, Canada, as well as bilateral agreements will all provinces and territories, including the new territory of Nunavut. This co-operation will provide for the development and operation of programs through which nearly 2.8 million young Canadians will be able to learn their second official language, 300,000 of them in immersion classes.

Access to Quality Minority-language Education -Through its multilateral agreement with the Council of Ministers of Education, Canada, and bilateral agreements with all provinces and territories, the Department will continue its efforts to help minority school boards offer their clients an education of comparable quality to that offered to the majority (in keeping with section 23 of the Canadian Charter of Rights and Freedoms). The Department will make efforts to expand post-secondary French-language education to the entire country, especially in key sectors such as health, by utilizing distance education and partnerships among existing institutions.

Strengthening the Vitality of Official-language Minority Communities -Since 1970, support for official-language minority communities has made it possible to create solid networks of organizations throughout the country that represent the communities and provide activities for them. In 1999-2000, the Department will negotiate the renewal of Canada-community agreements with each provincial and territorial community, and with national Francophone associations. These agreements will serve to consolidate the network of agencies, while ensuring the implementation of development priorities set by the communities. They will enable minority communities to make an active contribution to their local cultural and economic life, while supporting projects with national benefits.

The Department co-ordinates the implementation of sections 41 and 42 of the Official Languages Act to strengthen the contribution of federal institutions to the development of official-language minority communities. During the planning period in question, the Department will give priority to developing concrete initiatives to support these communities in the key sectors of information technology, culture, economic development and human resources development.

Over the next two years, the Department will also negotiate renewal of intergovernmental agreements intended to provide provincial and territorial services in the minority language. In this regard, the Department will conclude an initial agreement with the new territory, Nunavut.

Canadian Identity - Key Strategies

The clientele of Canadian Identity includes the millions of Canadians who come together every year on special occasions and anniversaries such as July 1 to celebrate our values, traditions, institutions and achievements. Canadian Identity works in partnership with individuals, institutions and organizations that develop and distribute learning materials for use in primary, secondary and post-secondary educational institutions across Canada. Clients include the thousands of young Canadians who participate in exchange activities, national fora and work opportunities aimed at fostering knowledge and dialogue. Canadian Identity also serves Aboriginal people in Canada, particularly the increasing number of Aboriginal people living off reserve and Aboriginal youth in urban centres.

Partnerships for Existing and Special Identity Programming -To bring Canadians together and reinforce a sense of achievement, pride and common purpose, the Department will build partnerships with private sector, government and non-government organizations to broaden the scope of existing identity programming such as Canada Day, Celebrate Canada!, Citizenship and Heritage Week, National Flag of Canada Day, National Volunteer Week, National Aboriginal Day, as well as special initiatives such as the Path of Heroes.

These programs enable Canadians to recognize and celebrate the key events that have shaped this country, its symbols, institutions, values and traditions. They also enable Canadians to appreciate the contributions that we have drawn from the many cultures that make up the national fabric of Canada. Many of these celebrations will have special significance during the year 2000, as Canada marks the beginning of a new millennium.

Support for Exchanges, Work Opportunities and National Fora -The Department will help Canadians, particularly young Canadians, to take part in travel exchanges, virtual exchanges, work opportunities and national fora to build and strengthen lasting networks leading to an enhanced sense of pride and identity in being Canadian.

Development and Distribution of Learning Materials on Canada -The Department will continue to support innovative approaches to the development and distribution of learning materials on Canada’s history, institutions, values and symbols, and the important contribution made by Canadians (individually and collectively) to the development of Canada.

Promotion of Citizens’ Participation -The Department, through both public and private institutions, will stimulate public debate on civic rights and citizens’ participation by supporting research and the development of activities, particularly for youth, which will lead to responsible citizenship. It will encourage the voluntary sector to play a more prominent role in Canadian society, especially in the definition of national priorities.

Promotion of Human Rights -The Department will encourage the participation of all Canadians in promoting respect for human rights in Canada. It will continue to encourage Canadian youth to define their concept of human rights, and to take a role in promoting and respecting these rights.

Reports on Canada’s Progress with Respect to Human Rights -The Department will continue to co-ordinate federal-provincial-territorial reports on Canada’s progress to meet its obligations under United Nations’ and other international human rights instruments. It will also continue to provide financial support for legal test cases related to official languages and equality rights guaranteed under Canada’s Constitution.

Support to Aboriginal Representative Organizations, Aboriginal Women’s Groups and Friendship Centres -The Department will provide support to a network of national and provincial-territorial Aboriginal organizations to enable them to participate in federal and provincial policy and program development, and decision making, affecting the wellbeing of their constituents. Support will be provided to Friendship centres across Canada that deliver culturally sensitive community-based services to Aboriginal people in urban centres.

Enhancing the Capacity of Aboriginal Youth -The Department will work with Aboriginal youth and their organizations to establish a network of urban youth centres aimed at addressing the challenges in educational attainment and labour-force participation faced by Aboriginal youth. The initiative will enhance the capacity of youth to make the necessary choices required to improve their socio-economic conditions.

Preservation of Aboriginal Languages -The Department will work with national Aboriginal organizations to deliver a program that will help to preserve, protect and teach Aboriginal languages, and will help to ensure that these languages are kept alive for future generations. Support will be provided for co-operation agreements with the governments in the Yukon, the Northwest Territories and Nunavut to recognize and enhance the use of Aboriginal languages across the North.

Multiculturalism - Key Strategies

The Multiculturalism program works with all Canadians to encourage equitable participation of persons of all ethnic and racial backgrounds in our increasingly diverse society. In recognition of the importance of building a multicultural country, the Government appointed the Secretary of State (Multiculturalism) (Status of Women) to assist the Minister in this area.

Development of Collaborative Models to Combat Systemic Racism -In 1997, the Department introduced new directions in the Multiculturalism program to focus on three fundamental policy goals: identity, civic participation and social justice. The program will form partnerships with private and public sectors to develop collaborative models on how to combat systemic racism.

Research on Diversity -The Department will also conduct, initiate and fund research on diversity, specifically relating to the Multiculturalism program’s three fundamental policy goals. It will widen its circle of research partners to include post-secondary institutions, as well as community organizations and other levels of government, to develop strategies to address systemic discrimination.

Integration of Diversity Issues into National Programs and Policies -The Department will encourage federal and public institutions to fulfil their responsibilities in a manner that is sensitive and responsive to the multicultural reality of Canada. It will work with federal institutions to ensure that diversity issues are integrated into national policies and programs in accordance with their obligations under the Canadian Multiculturalism Act.

Initiatives to Raise Awareness of the Need to Combat Racism, Hate Crime and Bias Activity -Through easily recognizable symbols and images, the annual March 21 Anti- Racism Campaign will reinforce the message of social cohesion and an inclusive pluralistic nation. The program of multicultural and anti-racist education will increase individual commitment to take action to eliminate racial discrimination. Networks of youth organizations will develop Millennium challenges proposals and will support the campaign, especially by participating in the National Stop Racism Video Competition. The Department will proceed with its work on the Underground Railroad project, and will foster partnerships between the Urban Alliance on Race Relations and the University of Toronto to develop an Equity Centre. The Department will also seek sponsorship of the campaign to increase visibility and awareness of the meaning of March 21.

The Department will co-ordinate a cross-government initiative to implement an action plan to raise awareness of the need to combat hate crime and bias activity in Canada. It will provide technical advice and support, and will publish a guide to legal remedies to hate crime in Canada.

This past year, to operationalize its completely revised Multiculturalism Program, the Department has been carrying out cross-Canada staff training with comprehensive Program reference materials and innovative computer-based documentation systems. In the summer of 1998, the Auditor General’s Office audited the first year’s performance of the renewed Program. This up-coming year, the Department will implement audit recommendations through refining and streamlining its assessment and monitoring procedures. Specifically, it will establish program priorities and a five-year business plan, hold a national training forum in the early summer of 1999, refine its data entry/tracking systems and undertake on-going and special project evaluations.

Sport - Key Strategies

According to Statistics Canada, 9.6 million Canadians aged 15 and over participate regularly in one or more sports. In total, over 78% of Canadians participate in sport as an athlete, coach or spectator. With respect to voluntarism, sport and recreation account for the second-highest proportion of all volunteers in Canada (18%). While the health and social benefits of sport may be quite evident, there are also significant economic benefits. Statistics Canada estimates that the sport industry contributes $8.9 billion to Canada’s Gross National Product (1.1% of total GNP) and 262,325 jobs (2.0% of total jobs).

Enhancement of the Ability of Canadian Athletes to Excel at the Highest International Levels through Fair and Ethical Means -New funding ($10 million per year, 1998-99 to 2002-03) will provide direct support to an additional 300 highperformance athletes, including 100 athletes with a disability, through the Athlete Assistance Program. It will also provide increased access to quality training and international competition opportunities, as well as increased support for the employment and development of coaches. In 1999-2000, the Department will also continue to provide leadership and support to National Sport Organizations, Multi-sport/Service Organizations and National Sport Centres for the delivery of high-performance programs and services to athletes and coaches. It will also negotiate accountability agreements with all funded National Sport Organizations and will develop an accountability agreement framework for Multi-sport/Service Organizations and National Sport Centres. The Department will facilitate the co-ordination of policies and programs among the network of National Sport Centres in Victoria, Vancouver, Calgary, Winnipeg, Toronto, Montreal and the Atlantic region.

Support to the Canada Games - Unity through Sport -The Department provides $8 million to the Canada Games, which are held every two years. The Canada Games enable young Canadians to compete with athletes from other provinces and territories, to experience Canada’s diversity and to forge new friendships. During the 2001 Summer Games in London, Ontario, the Department will help bring Canadians together in a spirit of excellence, competition, friendship and unity. Canada Houses at Games sites provide a meeting place and information centre for participants, families and spectators to better understand the country, its people and its culture. Hosting communities benefit from regional revitalization, national profile and increased tourism during the event. They are also left with a legacy of top-quality sporting facilities for their continued use, as well as an experienced volunteer base for future community events. In conjunction with the provinces and territories, and the Canada Games Council, the Department will explore options for increasing the frequency of the Canada Games and for stabilizing their funding.

Support to International Games -The Department will contribute to games missions and will lead federal participation at the Pan-American Games (1999), Summer Olympic Games and Paralympic Games (2000), Arctic Winter Games (2000), and the IV Games of La Francophonie (2001). The long-term hosting strategy for federal support to major games in Canada will be reviewed.

Work with Key Partners to Enhance Co-ordination and Integration to Advance the Canadian Sport System -The Department supports the development of the Canadian sport system by participating in the establishment of a world-class training environment to enable Canada’s international-calibre athletes to excel at the highest level of international competition, including world championships, major games and international sporting events, and by ensuring that athletes can participate in a system that promotes excellence and fairness in a drug-free and ethical context. During the planning period, the Department will work with organizing committees toward ensuring that funded sport events are consistent with the principles of sustainable development. In addition, the Department will provide leadership within the sport community to increase access and equity in sport for Canadians with a disability by reducing systemic barriers to their participation. It will also promote gender equity in sport. The Department will work with Aboriginal representatives to develop leadership skills within the Aboriginal community and to support initiatives to promote participation of Aboriginal people in sport.

In 1999-2000, the Department will respond to the recommendations in reports released by the Canadian Heritage Subcommittee on the Study of Sport in Canada, and the National Conference on Sport and the Corporate Sector.

The Department will promote Canadian values in sport internationally and will increase opportunities for co-operation with foreign nations through agreements with France (1996-2000), Cuba (1998-2003), South Africa (1998-2003) and Greece (1999-2004). In addition, it will promote the notion of sport as a tool for development, and will contribute to the International Working Group on Women and Sport to advance the status of women in sport worldwide.

Corporate Management Business Line

Planned Spending

Corporate Management - Key Strategies

The Corporate Management Business Line supports the Minister, the Secretaries of State, departmental management and employees. It works with the central agencies, international and Portfolio organizations to ensure the Department’s responsiveness to the needs of the Canadian public.

The Corporate Management Business Line comprises correspondence, human resources, finance, information technology, administration, legal services, communications, strategic planning and policy co-ordination, program evaluation and internal audit, international and intergovernmental relations, and international expositions. In addition, the Department’s five regional offices, in Moncton, Montreal, Toronto, Winnipeg and Vancouver, manage and deliver programs, ensure that regional interests are represented in program delivery and policy development, serve clients, and provide daily liaison with the public and provincial-territorial governments. Twenty-four points of service ensure that Canadians have access to departmental programs and services.

Participation in Expo 2000 -Canada has an outstanding reputation in the field of international expositions, and this has led to an expectation of a strong and continued Canadian presence. The Department is planning, organizing and executing Canada’s participation in Expo 2000 in Hannover, Germany. The Department will pursue the establishment of partnerships with other federal departments, provincial-territorial governments and the private sector, through financial contributions and input to content development of Canada’s participation. Sustainable development is the guiding theme of Expo 2000 and will, therefore, also inform the content of Canada’s participation and Pavilion.

Enhancement of Policy-research Capacity -Corporate Management will work to enhance the overall policy-research capacity within the Department and will continue to support the use of key public opinion research results in policy development. It will also continue to assist in the development of interdepartmental policy research on both social cohesion and the knowledge-based economy/society, and will contribute to the research on global challenges and opportunities.

Ensuring an International Contribution and Presence Including La Francophonie -Corporate Management will provide strategic direction on international cultural relations and will continue to follow up on the range of initiatives resulting from the first International Meeting of Ministers Responsible for Culture in 1998. The Department will also pursue the International Alliance Strategy to further consolidate Canada’s leadership role on cultural policy-development and will focus more on the United States in support of our domestic cultural-policy objectives. The Department will provide the Secretariat for the new International Network of Ministers Responsible for Culture.

Corporate Management contributes to the activities associated with Canada’s involvement in the international Francophonie, including summits and games of La Francophonie. It also co-ordinates Canada’s role with regard to management and policy for TV5.

Management of Government-wide Issues -The Corporate Management Business Line will continue to strengthen its networks with other departments and agencies, nongovernmental organizations and the private sector, with a view to enhancing the Department’s contribution to issues and challenges such as youth employment, sustainable development, gender equality, the role of the third sector, family violence, crime prevention, seniors and aging issues, and rural development. Implementation of the Sustainable Development Strategy tabled in Parliament in December 1997 will continue, and work will be undertaken on a second version for tabling by December 2000. The Department will work with federal organizations to ensure that Canadians receive timely and effective information on these and other Government-wide priorities. In particular, the use of technology will be expanded as an effective tool to inform Canadians and the world of the workings and the accomplishments of the Department.

The Department will work to ensure the strategic management of federal-provincial relations and Aboriginal issues within the Department, will provide advice to central agencies and will co-ordinate federal-provincial-territorial conferences.

Through Young Canada Works, the Department will contribute to the Government of Canada’s Young Employment Strategy, by providing 2,600 students and graduates with opportunities to gain work experiences, to play a key role in emerging areas of the work force and to discover their own potential and that of their own country, or to gain international work experience related to their career.

Development of Tourism Partnerships -The Department will develop its capacity to broker the development of bridges between cultural and heritage organizations and communities, and the tourism industry, including the Canadian Tourism Commission and the Aboriginal Tourism Team Canada. This will favour the self-reliance of these organizations and communities, as they develop their capacity to participate in tourism and draw benefits from such involvement.

Enhancement of Programming Related to Public Awareness and Visibility -While each of the regions faces unique challenges, collectively they work toward ensuring an effective presence throughout the country and ensuring that the Department’s programs are relevant to the region’s economic, social, cultural and political context.

• The regions will enhance programming related to public awareness and visibility, including the further development of the Canada Place concept with expanded outreach activities for the public.
  
  
• In Ontario Region, the Official Languages Community Agreement will be renewed, based on reviews undertaken by both parties to the agreement, an evaluation framework for the Canada-Ontario Agreement will be established, and a performance measurement framework for French Language School Management will be developed jointly with the Province of Ontario, French Language Education.
  
  
• The Quebec Region will pursue strategies related to identity and social cohesion, especially with regard to linguistic duality, cultural and ethnocultural diversity and the influence of Quebec’s culture and its cultural and heritage products.
  
  
• The Prairies/Northwest Territories Region will manage and represent federal interests in support of the host societies for the Pan-American Games (Winnipeg, 1999) and the North American Indigenous Games (Winnipeg, 2002). It will be responsible for establishing a Canadian Heritage presence in the newly created territory of Nunavut. This Region, as well as the Western Region, will also work on the implementation and management of the Western Cultural Fund.
  
  
• The Atlantic Region will focus on the upcoming Summit of La Francophonie in Moncton in 1999. As well, the Region will increase Canadian Heritage activity and visibility within regional rural minority communities through its participation in the Canadian Rural Partnership and other activities.
  
  
• Ongoing treaty and self-government negotiations with the First Nations involving departmental programs and jurisdictions currently underway in British Columbia and the Yukon will continue to be a critical issue for the Western Region, particularly given possible long-term national impacts.

Assessing Risk and Performance -Review activities will support the capacity to assess risks to successful delivery of programs and services for Canadians, and to plan, manage and measure outcomes, and account for expenditures. In 1999-2000, the focus for internal audit will be Year 2000 readiness, while evaluation efforts will concentrate on working with managers to better plan, manage and report on outcomes. As well, in line with modernizing comptrollership in Government, support will be provided to departmental management to develop a framework to better integrate risk considerations in its ongoing cycle of decision making.

Preparing for Year 2000 -Corporate Management has been assigned the responsibility for the overall monitoring, co-ordination and reporting on Year 2000 readiness of the Department as well as the monitoring of the contingency planning of agencies and Crown Corporations of the Minister’s Portfolio. (See Consolidated Report Section on page 35)

Development of Organizational Climate -In a context of constant change, human resources plans and priorities will focus on the development of a healthy organizational climate based on a shared common vision and set of values. To build a climate of trust and improve employee morale and pride, strategies supporting creativity and performance will be implemented.

These strategies will include the development and exercise of a solid leadership at all levels to manage a productive, sustainable and flexible workforce; the integration of strategic human resources planning to the departmental business-planning exercise, which will identify and address future human resources needs; and the provision of continuous learning activities to assure a learning organization.

Management of Human Resources -The Department will implement Government-wide initiatives such as those sponsored by the Leadership Network, the conversion to the Universal Classification Standard (UCS), the re-engineering and simplification of human resources processes in response to the staffing reform and, the introduction of a Performance Management Accountability Framework to provide performance indicators on the management of human resources. Partnerships with organizations of the Portfolio will also be established to share practices and develop initiatives related to human resources management.

Implementation of the Financial Information Strategy -During the planning period, the Department will continue to move toward adopting the Financial Information Strategy (FIS) which includes the preparation of financial information using the accrual accounting practices. To achieve this, the Department will complete the implementation of the integrated financial and materiel-management system SAP, and prepare for accrual accounting. As part of the conversion process of its own system and policies, Canadian Heritage intends to share learning experiences with other departments to minimize the costs of both FIS implementation and maintenance of the systems. The migration to FIS will be determined by the ability of central agencies to accept departmental data through interface. Furthermore, the Department will pursue its work to be in line with the recommendations presented in the report on the modernization of the comptrollership function.