Strategic outcome and program descriptions

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Department

Strategic Outcome 1

Canadians share, express and appreciate their Canadian identity. NOTE: Share, express and appreciate are each important when considering how Canadians engage with their identity, but they are interdependent and are meant to considered here as a whole.

Program 1.1 — 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 Outcome: "A diverse society that promotes linguistic duality and social inclusion".

Program 1.2 — Attachment to Canada

This Program strengthens Canadian identity by promoting pride and a sense of national purpose in 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.

Program 1.3 — 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 solutions to the social, cultural, and other obstacles that impede Aboriginal peoples' community and personal prospects. 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.

Strategic Outcome 2

Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Program 2.1 — 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.

Program 2.2 — Arts

This program improves Canadians' access to varied artistic experiences, contributes to the resilience of the arts sector and to deepening the connections between cultural organizations and their communities. This is accomplished through funding programs that support 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 and the improvement of business practices of arts and heritage organizations and the development of partnerships in the sector. The core concept of this program is to encourage access, resilience and excellence in the arts for all Canadians.

Program 2.3 — Heritage

This 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.

Strategic Outcome 3

Canadians participate and excel in sport.

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.

Strategic Outcome 4

The following program supports all strategic outcomes within this organization.

Program 4.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Canada Council for the Arts

Strategic Outcome 1

A vibrant and dynamic arts sector in Canada.

Program 1.1 — Grants and services to support creation, production and dissemination of arts for individuals and organizations

Provides grants and services to professional Canadian artists and arts organizations.

Program 1.2 — Arts promotion to foster public knowledge and appreciation of the Canadian arts and culture

To encompass all activities within the organization for the promotion of arts at the national and international levels including partnerships and networks with multiple stakeholders, rental of art works, recognizing artistic excellence with our different prizes.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Canadian Broadcasting Corporation

Strategic Outcome 1

A national public broadcasting service exists that is primarily Canadian in content and connects citizens to the Canadian experience.

Program 1.1 — Television, Radio and Digital Services

As mandated in the 1991 Broadcast Act CBC/Radio‑Canada provides a comprehensive range of national, regional and local radio, television, and digital services for Canadians. This incorporates programming that informs, enlightens and entertains in English, French, Aboriginal languages, and in foreign languages on Radio Canada International. Execution of these services is tailored to the uniqueness of the markets served.

Program 1.2 — Transmission and distribution of programs

The distribution of the national broadcasting service to Canadians in virtually all parts of Canada through satellite, microwave and landlines. Included is the provision of the signal that delivers service to the individual radio and television receivers through CBC/Radio‑Canada transmitters, payments to privately‑owned affiliates carrying CBC/Radio‑Canada programs, and facilities to delay or pre‑release broadcasts as required in the different time zones of the country.

Program 1.3 — Specialty Channels for Specific Audiences

A variety of English and French television channels distributed through satellite and cable that target a specific audience segment and are key in delivering distinctive, high‑quality and popular programming to Canadians. The incremental costs of operations are funded from revenues generated.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Canadian Museum for Human Rights

Strategic Outcome 1

Enhanced knowledge of human rights, with special but not exclusive reference to Canada, in order to enhance the public's understanding of human rights, to promote respect for others and to encourage reflection and dialogue.

Program 1.1 — Museum Content and Program

In becoming the world's first museum dedicated to the exploration of human rights, the Canadian Museum for Human Rights (CMHR) is breaking new ground; there is no precedent for a museum of this nature. In its early years, the primary focus of this program will be on establishing an innovative and unique public program that includes developing a sound research and scholarship capacity; accessible and engaging exhibits and educational programming that promote reflection and dialogue; a strong capacity of national outreach, engagement and service to Canadians; and strong Marketing and Communications to ensure a high level of awareness about the CMHR and its programs and services.

Program 1.2 — Accommodation

The focus of this program in the early years will be to manage all stages of the capital construction project — including choosing the final design — leading to its commissioning and public opening. The Board will be fully accountable for overseeing all aspects of the building project, including choosing the final design, establishing the time‑frames for construction and managing risks throughout. Prior to the opening of the facility, the Museum will also be establishing the appropriate mechanisms to provide for effective, efficient operations and maintenance and its ongoing security, accessibility and sustainability.

Program 1.3 — Stewardship and Corporate Management

The Stewardship and Corporate Management Program is aimed at ensuring the private and public funds invested in the Museum are managed in a transparent, accountable manner; that resources are effectively deployed, developed, directed, administered and controlled; and that the corporation optimizes the value it contributes to Canadians and Canadian society.

Canadian Museum of History

Strategic Outcome 1

Interest in, knowledge of and appreciation and respect for human cultural achievements and human behaviour through collections of historical and cultural objects, exhibitions, programs and research reflecting a Canadian perspective.

Program 1.1 — Accommodation

Managing and maintaining all facilities and related security and hosting services.

Program 1.2 — Exhibit, Educate and Communicate

Develops, maintains, and communicates exhibits, programs and activities to further knowledge, critical understanding, appreciation and respect for human cultural achievements and human behaviour.

Program 1.3 — Collect and Research

Manages, develops, conserves and undertakes research on the collections to enhance program delivery and augment the scientific knowledge base.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Canadian Museum of Immigration at Pier 21

Strategic Outcome 1

Canadians are engaged in building and exploring the stories, themes and history of Canadian immigration as it continues to unfold.

Program 1.1 — Accommodations

The Accommodation Program provides secure and functional facilities that meet all safety and building code requirements including a renovated Museum facility that furthers the vision and mandate of the Museum. It ensures that the Museum's leased facilities: support the realization of the Museum's mandate; contribute to a rich, welcoming and engaging visitor experience; and are safe, secure and accessible. Capital improvements to the facilities optimize the use of the space for public programming, are managed prudently and respect the historic nature of the site. Accommodation includes: Leasehold Improvements and Building Operations, including Security.

Program 1.2 — Visitor Experience and Connections

The Visitor Experience and Connections Program aims to give the Museum's audience access to rich content and programming that reflects the diverse experiences and contributions of immigrants throughout Canada's history. It is also designed to engage Canadians extensively in building and exploring these key themes by encouraging them to share their stories and to research their own family's immigration story. The Museum conducts research and presents vibrant studies of immigration to Canada through a wide variety of layered mediums including: permanent and temporary exhibitions; onsite and outreach programs; travelling exhibitions; publications; virtual exhibitions; and other web and social media tools. Visitor Experience and Connections includes: Research and Content Development; Interpretation and Connections (including Public Programming and Exhibits); National Outreach and Partnerships; and Visitor Services and Amenities, including volunteers' activities.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Canadian Museum of Nature

Strategic Outcome 1

Interest in, knowledge of and appreciation and respect for the natural world through collections of natural history objects, public education programmes and research reflecting a special but not exclusive perspective on Canada.

Program 1.1 — Accommodation

Provides secure and functional facilities that meet all safety and building code requirements including a renovated Museum facility that furthers the vision and mandate of the Museum.

Program 1.2 — Public education programs

Develops and maintains exhibitions, programs, electronic and print publications, the Museum's website nature.ca and activities to foster an understanding of, and empathy with, nature.

Program 1.3 — Research

Explores the past and assists Canadians in preparing for the future by conducting both systematics and applied research, as well as by developing and maintaining networks and linkages with Canadian and international scientific communities.

Program 1.4 — Collections management

Develops, preserves and makes accessible collections of natural history specimens, objects and information materials to meet the growing needs of both the public and private sectors for research, education and informed decision‑making about the natural world.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Canadian Radio‑television and Telecommunications Commission

Strategic Outcome 1

Canadians have access to a world‑class communication system.

Program 1.1 — Protection within the communication system

Through this program, the Canadian Radio‑television and Telecommunications Commission promotes compliance with and enforcement of its various laws and regulations, including unsolicited communications. It helps to ensure that Canadians have access to emergency communication services such as 9‑1‑1 service and alerting systems. As a result, Canadians have increased protection and benefit from a more secure communication system.

Program 1.2 — Connection to the Communication System

The Canadian Radio‑television and Telecommunications Commission facilitates the orderly development of a communication system for all Canadians in order to strengthen the social and economic fabric of Canada and enhance the safety and interests of Canadians.This program focuses on ensuring that Canadians can connect to a choice of accessible, innovative and quality communication services at affordable prices, and can have access to compelling and creative Canadian content.

Program 1.3 — Canadian Content Creation

This program focuses on ensuring that a wealth of Canadian content is created and made available to all Canadians on a variety of platforms.Through its orders, decisions, licensing frameworks and other regulatory activities, the Canadian Radio‑television and Telecommunications Commission encourages the creation of diverse programming that reflects the attitudes, opinions, ideas, values and artistic creativity of Canadians. By requiring the display of Canadian content in entertainment programming and the provision of information and analysis concerning Canada, the CRTC is enabling Canadians to better participate in their country's democratic and cultural life.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Library and Archives of Canada

Strategic Outcome 1

Canada's continuing memory is documented and accessible to current and future generations.

Program 1.1 — Access to documentary heritage

Access to documentary heritage aims to make Canadian information resources known and accessible to anyone interested in Canada, its society or its experience. To this end, strategies are put in place to provide Canadians with easier access to this documentary heritage and increase its use among the general public. By providing access to the documentary heritage for which it or other organizations are responsible, Library and Archives Canada (LAC) contributes to the creation of new knowledge that will increase the understanding of Canada's continuing memory.

Program 1.2 — Stewardship of documentary heritage

Library and Archives Canada (LAC) manages a vast collection of materials in a wide range of formats, both digital and analogue, to ensure their long‑term preservation and accessibility for the benefit of Canadians. Traditional and cutting‑edge archival and preservation techniques ensure the long‑term availability of both analogue and relevant digital materials. The stewardship of analogue and digital materials includes all management activities and strategies aimed at ensuring the integrity, authenticity, and short‑ and long‑term availability of Canada's continuing memory. There are various types of stewardship activities: those related to the physical management of the collection, such as storage; those involving restoration, which include preventing documents from deteriorating and repairing already damaged documents; and those associated with reproduction and the making of replacement copies, which ensure the preservation and availability of documents that would otherwise be too fragile to access. On the digital side, innovative strategies are implemented to maintain accessibility to documents in outdated formats and to ensure the originals are protected through backup and storage.

Program 1.3 — Documentation of Canadian society

One of the pillars of the mandate of Library and Archives Canada (LAC) is to ensure that Canada's continuing memory reflects Canadian society and is of interest to current and future generations. LAC holdings consist of published and unpublished materials in a variety of formats, both analogue and digital. The majority of LAC's acquisitions take place within a legislative framework. For example, Canadian publishers must deposit published material with LAC in accordance with the Legal Deposit of Publications Regulations. As well, federal information resources of enduring value must be transferred to LAC once their retention period is expired in accordance with the Library and Archives of Canada Act. LAC also builds its holdings by acquiring on a discretionary basis material that is as representative as possible of Canadian society. LAC works with the documentary heritage community to promote information sharing and enhance external collaboration on common issues. Diversity of experience and expertise within this network will strengthen the documentary heritage community as a whole and promote the development and implementation of required solutions in a rapidly changing environment.

Strategic Outcome 2

Current government information is managed to support government accountability.

Program 2.1 — Collaboration in the management of government records

Library and Archives Canada (LAC) offers advice, support, services and training to federal institutions, thereby helping them to manage their information effectively and to comply with the requirements of the Directive on Recordkeeping. LAC carries out these functions by providing direction to national institutions, presenting papers at conferences, symposiums and forums, and developing and delivering training and awareness sessions. LAC issues disposition authorities that allow the destruction, preservation, disposal or transfer of government records. In addition, LAC works with the federal library community to ensure access to relevant information and thus support the work of decision makers. LAC conducts research on topics of interest to federal libraries, coordinates the procurement of electronic information resources for federal libraries through the Federal Library Consortium, and manages relationships with federal library partners. Finally, LAC contributes significantly to providing access to government information resources for which it has responsibility and legislated authority under the Access to Information Act.

Program 2.2 — Development of Regulatory Instruments and Recordkeeping Tools

Library and Archives Canada (LAC), working collaboratively with central agencies, federal departments and institutions, as well as other stakeholders, plays a lead role in developing standards, tools and best practices for information management and recordkeeping. LAC facilitates the management of information within federal institutions through the approval and issuance of Records Disposition Authorities and the development of recordkeeping tools, guides and guidelines that support the implementation of sound management practices in recordkeeping. Furthermore, LAC provides input on information management policy by chairing and participating in various intergovernmental committees.

Strategic Outcome 3

The following program supports all strategic outcomes within this organization.

Program 3.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

National Arts Centre Corporation

Strategic Outcome 1

Strong and dynamic performing arts in the National Capital Region and across Canada.

Program 1.1 — Programming

Performing arts programming in Music, English theatre, French theatre, Dance and other forms of programming, as well as Programming support services.

Program 1.2 — Accommodation

Operating and maintaining the National Arts Centre.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

National Film Board

Strategic Outcome 1

Canadian stories and perspectives are reflected in audiovisual media and accessible to Canadians and the world.

Program 1.1 — Audiovisual production

This program contributes to Canadians' understanding of the issues facing our country and raises awareness of Canadian viewpoints around the world. As a public sector producer, the NFB produces original audiovisual works that reflect diverse Canadian perspectives, including cultural, regional and aboriginal, and emanate from the diverse creators and communities that make up the country. This program operates where the private sector doesn't, allowing creators to explore artistic and technological advances in form and content. It also ensures the identification, development and nurturing of talent and creative skills, within filmmaking and other creative communities. NFB programming is necessary to ensure that Canadians have access to diverse voices and content in both official languages. It promotes Canadian culture and values in events of national historic and cultural significance. As Canadians' media consumption migrates online, the NFB provides leadership in the creation of innovative digital content in both official languages. Production activities include the conceptualization, research, development and production of documentaries, animation films, new media content and other emerging forms.

Program 1.2 — Accessibility and Audience Engagement

This program ensures that Canadians and world audiences are able to access, view, discuss and engage with innovative Canadian content that reflects Canadian stories and perspectives. As media consumption migrates online, Canadian content must be made available in all digital and mobile forms. Delivery mechanisms include the distribution, marketing and commercialization of audiovisual works via a diverse catalogue, a well‑established stock footage library, the development of diversified markets ( i.e.: theatrical, television, consumer and institutional) via online and traditional channels in Canada and abroad. These activities make works widely accessible across Canada, notably to underserved and remote communities, Aboriginal and Official language minority communities. NFB's accessibility and audience engagement activities contribute to a dynamic Canadian culture and heritage.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

National Gallery of Canada

Strategic Outcome 1

Interest in, knowledge of and appreciation and respect for visual art through collections of historic and contemporary works of art, programs and research that reflect a special but not exclusive perspective on Canada.

Program 1.1 — Accommodation

To provide secure and suitable facilities, which are readily accessible to the public, for the preservation and exhibition of the national collections.

Program 1.2 — Collections

To acquire, preserve, research and document historic and contemporary works of art in order to represent and present arts heritage. It includes Curatorial Research, Acquisitions and Preservation.

Program 1.3 — Outreach

To foster broad access nationally and internationally to the Gallery's collection, research, exhibitions and expertise. It includes exhibitions, both in the National Capital Region and other venues in Canada and abroad, educational programming and publications, communications and marketing activities designed to reach as wide an audience as possible.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

National Museum of Science and Technology

Strategic Outcome 1

Interest in, knowledge of and appreciation and respect for science and technology through collections of scientific and technological objects, programs and research reflecting a Canadian perspective.

Program 1.1 — Sharing Knowledge

The Corporation seeks to engage Canadians in discovering, considering and questioning past and present developments in science and technology, and their impact on society and individuals. The Corporation fosters a sense of identity and belonging for all Canadians, as well as pride in Canada's scientific and technological history and achievements. It also encourages active and informed participation by Canadians in the future development of our technological society. The primary reason for interpreting Canada's scientific and technological heritage is to provide Canadians with meaningful information about themselves and Canada. Just as the Transformation of Canada theme directs research and collection activities, it likewise guides the Corporation in its knowledge dissemination activities. These typically depict the historical development of science and technology, provide information on the objects in the collection and review the relationships between science, technology and Canadian society. The Corporation disseminates knowledge to its audiences in three primary ways: through its public facilities, its Web sites and its publications.

Program 1.2 — Accommodation

Facilities are an integral part of museum operations. They do more than house staff; they also provide a venue for the public, and housing for the collection. Facilities have a profound effect on museum visitation. Appropriate museum architecture attracts visitors, contributes to the atmosphere and becomes a symbol of the institution's mandate. A large portion of comments by visitors allude to their satisfaction or dissatisfaction with the quality of the facilities and their related services.

Program 1.3 — Heritage Preservation

Heritage preservation includes two main components, Collection Management, which includes preservation and conservation, and Research, which comprises those activities contributing to the building of a knowledge base about the scientific and technological heritage of Canada. The Corporation, as the only comprehensive science‑ and technology‑collecting institution in Canada, has a special responsibility for the development of a Canadian national collection. In view of the breadth of the potential subject matter to be covered, critical choices must be made in determining collection content and priorities. Collection development activities assist the Corporation in making informed decisions on collection content, while collection management activities encompass the activities required to manage the objects accessioned into the collection. The Corporation has identified seven major subject areas on which it will focus its research activities. These are: aviation, communications, manufacturing, natural resources, renewable resources including agriculture, scientific instrumentation and transportation.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Public Service Commission

Strategic Outcome 1

A highly competent, non‑partisan and representative public service, able to provide service in both official languages, in which appointments are based on merit and the values of fairness, access, representativeness and transparency.

Program 1.1 — Staffing Services and Assessment

The Staffing Services and Assessment program maintains the systems that link Canadians and public servants seeking employment opportunities in the federal public service with hiring departments and agencies. It provides assessment‑related products and services in the form of research and development, consultation, assessment operations and counselling for use in recruitment, selection and development throughout the federal public service. This program also includes delivering staffing services, programs and products to departments and agencies, to Canadians and public servants, through client service units located across Canada.

Program 1.2 — Oversight of Integrity in Staffing and of Non‑Partisanship

The Oversight of Integrity in Staffing and of Non‑Partisanship program provides an accountability regime for the implementation of the appointment policy and regulatory framework for safeguarding the integrity of public service staffing and ensuring staffing is free from political influence. This program includes monitoring departments' and agencies' staffing performance and compliance with legislative requirements; conducting audits and studies; carrying out investigations; and reporting to Parliament on the integrity of public service staffing and the non‑partisanship of the public service.

Program 1.3 — Staffing System Integrity and Political Impartiality

The Staffing System Integrity and Political Impartiality program is focused on independently safeguarding merit and non‑partisanship in the federal public service. This program includes developing and advancing strategic policy positions and directions; conducting policy research; establishing Public Service Commission (PSC) policies and standards; providing advice, interpretation and guidance; and administering delegated and non‑delegated authorities, including official languages, the political activities regime and priority administration.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Public Service Labour Relations Board

Strategic Outcome 1

Resolution of labour relations issues in the federal public service and in Parliament in an impartial manner.

Program 1.1 — Adjudication, mediation and compensation analysis and research

The Public Service Labour Relations Board (PSLRB) is an independent, quasi‑judicial tribunal mandated by the Public Service Labour Relations Act to administer the collective bargaining and grievance adjudication systems in the federal public service. It is also mandated by the Parliamentary Employment and Staff Relations Act to perform the same role for the institutions of Parliament. Board members hold grievance adjudication and complaint hearings throughout Canada. The PSLRB provides conciliation and arbitration services to assist parties in the renewal and negotiation of new collective agreements; mediation services to help parties work together to resolve grievances and complaints; and training in alternative dispute resolution. Its compensation analysis and research services function consists of delivering information on comparative rates of pay, employee wages, terms and conditions of employment, and benefits in the public and private sectors. The PSLRB is required by statute to provide physical and administrative support services to the National Joint Council, but plays no direct role in its operations.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Public Service Staffing Tribunal

Strategic Outcome 1

Fair and impartial resolution of disputes related to internal appointments and lay‑offs in the federal public service.

Program 1.1 — Adjudication and mediation of complaints filed under the Public Service Employment Act

Pursuant to the new Public Service Employment Act, the mandate of the Public Service Staffing Tribunal (the Tribunal) is: to consider and dispose of complaints stemming from an internal appointment, the implementation of a corrective measure ordered by the Tribunal, the revocation of an appointment or a lay‑off. In considering whether a complaint relating to an internal appointment or a lay‑off is substantiated, the Tribunal may interpret and apply the Canadian Human Rights Act. If the Tribunal finds that the complaint is founded, it may order that compensation be paid. The Tribunal may also provide mediation services at any stage of a proceeding in order to resolve a complaint.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

Registry of the Public Servants Disclosure Protection Tribunal

Strategic Outcome 1

Remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals.

Program 1.1 — Reprisal Hearings Program

The Registry of the Public Servants Disclosure Protection Tribunal supports the Tribunal in fulfilling its mandate by supporting the effective management of the Tribunal's hearing processes, including by receiving documents, processing cases, maintaining Tribunal records, providing logistical support, providing legal and policy support, orientation and training to Tribunal members and informing clients of Tribunal procedures and directives.

Telefilm Canada

Strategic Outcome 1

Quality audiovisual content developed by Canadians and promoted to audiences in Canada and internationally.

Program 1.1 — Investment in the development of and support to the Canadian audiovisual industry

Telefilm financially supports the development and production of Canadian feature films (including treaty co‑productions) that have potential for success in Canada and abroad. Financial participation may take various forms, including investments, conditionally repayable advances and contributions. This financial support aims to ensure that industry players have the opportunity to create and produce their work in Canada. Telefilm also supports the industry by making recommendations to the Minister of Canadian Heritage regarding the certification of audiovisual treaty co‑productions.

Program 1.2 — National and international promotional support for Canadian content

Telefilm's promotional support activities enable Canadian distributors, producers and directors to ensure that the audiovisual content they produce is viewed and enjoyed by Canadians and international audiences. These activities are an essential element in promoting and protecting the Canadian audiovisual industry. They also enable the Canadian audiovisual industry to attract potential buyers, and private and foreign investors for existing or future projects to be produced with Canadians — to the benefit of the Canadian economy. As well, international promotional support of Canadian successes contributes to broader audience viewership and greater notoriety of Canadian content worldwide. Particular emphasis is given to the development and integration of digital initiatives to reach target audiences with innovative and effective strategies. Promotional support activities include: — Financial support for the marketing and promotion of Canadian feature films generally in the form of conditionally repayable advances; — Financial support for Canadian production and distribution companies to promote, sell and distribute their productions at key markets and festivals. Support may also take the form of targeted business development initiatives to stimulate the search for alternative sources of funding and new partnerships; and — Financial support in the form of contributions to events and initiatives that are in tune with domestic and international market needs and that contribute to the promotion of Canadian content and talent. These activities help to expand public awareness of Canadian products and facilitate their access.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

The National Battlefields Commission

Strategic Outcome 1

The Battlefields Park of Quebec is a prestigious, natural, accessible, safe and educational historic and urban site.

Program 1.1 — Conservation and Development

As part of this program, the National Battlefields Commission (NBC) preserves the legacy of the Battlefields Park for future generations. To do so, the NBC ensures infrastructures maintenance and improvement when required, the horticultural landscape, and offers a protected site for all Canadian and foreign users and visitors.

Program 1.2 — Public Education and Services

The purpose of this program is to showcase the history of the site and its cultural, recreational and natural treasures so as to emphasize its dual role as a historical and a city park. In support of this program, the National Battlefields Commission welcomes visitors, puts on exhibits and educational activities, provides quality public services, and disseminates information to users and visitors from both Canada and abroad.

Strategic Outcome 2

The following program supports all strategic outcomes within this organization.

Program 2.1 — Internal services

The Internal services program supports all strategic outcomes and is common across government. 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.

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