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Minister’s Message

The Honourable Jim Prentice, P.C., Q.C., M.P., Minister of the Environment and Minister Responsible for Parks Canada AgencyAs the Minister responsible for the Parks Canada Agency, I am pleased to present this Performance Report to update Canadians on our progress over the past year. The 2008/09 year was one of achievement for the Government of Canada, and this Performance Report outlines Parks Canada’s main successes, as well as the challenges we face, in our work to protect and present Canada's natural and historical heritage.

Much has been accomplished in the conservation and promotion of our natural and historical heritage, in our collaboration with Aboriginal peoples, as well as in the provision of high-quality services to visitors. Some of our notable achievements over the past year include reaching agreement within government and with the Dehcho First Nations on a significant expansion of the boundaries of Nahanni National Park Reserve in the Dehcho region, and the signing of a Memorandum of Understanding to work towards the creation of a national park reserve (Nááts’ihch’oh) in the Sahtu settlement region of the Northwest Territories; the declaration of four new wilderness areas; the renewal of the Cost-Sharing Program to support the conservation of national historic sites not administered by Parks Canada; and the protection of the Saoyú-§ehdacho National Historic Site of Canada, Canada’s largest national historic site and the first to be managed co-operatively by Parks Canada and an Aboriginal group.

The Agency has made a commitment to Canadians to maintain and improve the state of ecological integrity in Canada’s national parks. To meet this commitment, Parks Canada established a comprehensive framework for action to maintain or restore ecological integrity in Canada’s national parks, in partnership with local communities, stakeholders and park visitors. The Action on the Ground investment strategy, a key element of this framework, has yielded results that suggest a bright future for joint planning, management and stewardship, as well as enhanced educational and cultural experiences for park visitors. One particular example of Parks Canada’s success is the reintroduction of the plains bison in Grasslands National Park after more than a century of absence.

The report also points to the important new funding Parks Canada received through Canada’s Economic Action Plan, the Government’s plan to stimulate our economy during the global recession. These investments provide new resources to improve visitor facilities in Canada’s national parks and national historic sites, to further protect our national historic sites and to complete the twinning of the Trans-Canada Highway in Banff National Park. Parks Canada’s nation-wide network of must-see tourist attractions plays a key role in the economic vitality of some 460 communities across the country. In addition, the special places managed by Parks Canada form the pillars of the Canadian tourism industry and represent the very best that Canada has to offer.

In 2008/09, much work has been done to strengthen the connections between Canadians and their national historic sites. Through 44 new designations, including 28 that celebrate the contributions of women, Aboriginals and Canadians of ethnic origins, the network of national historic sites is more engaging than ever. It offers opportunities for visitors to experience Canada’s natural and cultural heritage and to develop a deeper understanding of the essence of our identity as a nation.

As the report clearly illustrates, the Government of Canada is taking the necessary steps to ensure that Canada’s natural and historic treasured places will form a living legacy for tomorrow’s generations of Canadians.

Original signed by

The Honourable Jim Prentice, P.C., Q.C., M.P.
Minister of the Environment Minister Responsible for Parks Canada Agency

Chief Executive Officer’s Message

Alan Latourelle, Chief Executive OfficerIt is with pride that I submit the Performance Report of the Parks Canada Agency, outlining the many achievements in 2008/09.

Through their passion and dedication, Parks Canada employees in all regions of Canada continue to bring the Agency to new heights of achievement by working collaboratively with Canada’s Aboriginal peoples, with engaged Canadians in local communities, enthusiastic partners, stakeholders, environmental and cultural heritage groups, as well as with other levels of government.

As this report underscores, tangible progress has been made on several fronts: projects aimed at making Canada’s history more representative, and projects aimed at further protecting the lands and waters that make Canada such a great place to live.

Our efforts and resources have focussed as well on providing exceptional opportunities for visitors from every corner of the world to engage in personal moments of inspiring discovery in Canada’s 42 national parks, 3 national marine conservation areas and 162 national historic sites which are managed by Parks Canada. We strive to combine exemplary conservation practices, higher-quality services and programs, welcoming staff and a capability to share knowledge, and the investments are achieving results– the level of satisfaction of our visitors remains very high and more than half of Canadians report a personal connection to the treasured places administered by Parks Canada. Real and inspiring connections.

Although much work remains to be done, Parks Canada is appreciative of Parliament’s confidence in our ability to deliver results as expressed through the significant infrastructure investments made through the Economic Action Plan of January 2009. These investments will go a long way in helping to achieve Parks Canada’s vision of ensuring that “Canada’s treasured natural and historic places will be a living legacy, connecting hearts and minds to a stronger, deeper understanding of the very essence of Canada.”

Original signed by

Alan Latourelle
Chief Executive Officer
Parks Canada Agency

Section 1: Parks Canada Agency Overview

Mandate


On behalf of the people of Canada, we protect and present nationally significant examples of Canada's natural and cultural heritage, and foster public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations.


Vision


Canada’s treasured and historical places will be a living legacy, connecting hearts and minds to a stronger, deeper understanding of the very essence of Canada.


Responsibilities

Parks Canada manages national parks, national marine conservation areas and national historic sites on behalf of Canadians. Parks Canada is a proud steward of these heritage places and protects and presents them for the benefit and enjoyment of Canadians while ensuring that they remain unimpaired for present and future generations.

National parks and national marine conservation areas are representative examples of Canada’s terrestrial and marine regions. They offer to Canadians a variety of recreational activities and learning experiences as well as a unique opportunity to personally connect with their land and water. Each national historic site tells its own story and contributes to our understanding of Canada as a whole. They are special places where visitors can learn about the men and women who contributed to shaping Canada as we know it today and where they can experience Canada’s history.

There are more than 22 million visits annually to the heritage places administered by Parks Canada. The Agency supports 38,000 direct jobs for Canadians, in more than 460 communities.

In addition to managing 162 national historic sites,1 Parks Canada provides assistance in protecting the commemorative integrity of national historic sites owned and managed by third parties.

Parks Canada directs or coordinates activities that conserve other specific aspects of Canada’s heritage places: the Historic Places Initiative, Federal Heritage Buildings, Heritage Railway Stations, Heritage Lighthouses, the Canadian Heritage Rivers System, Federal Archaeology and Grave Sites of Canadian Prime Ministers.

Parks Canada also contributes to international heritage conservation through its leadership and participation in international conventions, programs, agencies and agreements. Notably, Parks Canada represents the Government of Canada on the World Heritage Committee and was responsible for the hosting of the World Heritage Committee meeting in Quebec City in 2008.

Strategic Outcome and Program Activity Architecture

Strategic Outcome and Program Activity Architecture

Summary of Performance


2008/09 Financial Resources
($000s)
  2007/08 Human Resources
(Full-Time Equivalent)
Planned
Spending
Total
Authorities
Actual
Spending
  Planned Actual Difference
610,544 712`,413 683,790   4,247 4,771 524

Note: The increase in Total Authorities and Actual Spending as compared to Planned Spending is primarily due to the fact that Parks Canada received confirmation of additional funding after the preparation of the planned spending figures presented in the Corporate Plan 2008/09–2012/13, and to the Agency’s carry forward of funds from the previous fiscal year.

Strategic Outcome


Canadians have a strong sense of connection, through meaningful experiences, to their national parks, national historic sites and national marine conservation areas and these protected places are enjoyed in ways that leave them unimpaired for present and future generations.

Performance Indicator, Target and Date

  • Maintain or improve the overall ecological integrity in all national parks from March 2008 to March 2013
  • Improve the overall average commemorative integrity rating from 6.0/10 in March 2008 to 6.6/10 in March 2013
  • Establish a baseline by March 2009 for the percentage of Canadians that report a personal connection to Parks Canada administered places

Full details on Parks Canada’s performance in relation to these performance indicators are presented in Section 2 of this report.


Program Activity 2007/08
Actual
Spending
($000s)
2008/09 ($000s) Alignment to Government of Canada Outcomes
Main
Estimates
Planned
Spending
Total
Authorities
Actual
Spending
1: Heritage Places Establishment 19,808 24,897 24,897 34,775 33,594 Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
2: Heritage Resources Conservation 201,388 212,566 212,566 226,841 216,807 Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
3: Public Appreciation and Understanding 33,287 26,482 26,482 41,141 40,121 Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
4: Visitor Experience 286,621 271,718 271,718 297,249 283,118 Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
5: Townsite and Throughway Infrastructure 92,939 74,881 74,881 112,408 110,149 Safe and Secure Communities
Total 634,043 610,544 610,544 712,413 683,790  

Note: For fiscal year 2008/09, Parks Canada’s Total Authorities reflected an increase of $102 million over the Planned Spending. This increase is due to the fact that the Agency received confirmation of additional funding after the preparation of the planned spending figures presented in the Corporate Plan 2008/09–2012/13. This increase included funding for such items as law enforcement; forest fire suppression; assessment, management and remediation of federal contaminated sites; continuation of the twinning of the Trans-Canada Highway; and the Agency’s carry forward of funds from the previous fiscal year.

Vibrant Canadian Culture and Heritage is influenced by Heritage Places Establishment, Heritage Resources Conservation, Public Appreciation and Understanding, and Visitor Experience because they

  • establish Canada’s national parks and national marine conservation areas, as well as designate persons, places and events of national historic significance to Canada as symbols to the world and as part of the fabric of our nation;
  • create a system of national historic sites that respects the significance and irreplaceable historical legacy reflecting Canada’s values and identity;
  • preserve Canada’s natural and historical heritage and make it available to Canadians to discover and enjoy; and
  • enhance pride, encourage stewardship and give expression to our identity as Canadians.

Clean and Healthy Environment is influenced by Heritage Places Establishment, Heritage Resources Conservation, Public Appreciation and Understanding, and Visitor Experience because they

  • maintain and restore ecological integrity in national parks through the protection of natural resources and natural processes;
  • ensure commemorative integrity of national historic sites managed or influenced by Parks Canada;
  • ensure the ecologically sustainable use of national marine conservation areas; and
  • ensure that many of Canada’s most special natural and historical heritage resources will not be lost and that current and future generations will enjoy a system of protected heritage places.

Safe and Secure Communities is influenced by Townsite and Throughway Infrastructure because it

  • ensures the availability and maintenance of provincial and inter-provincial highways and bridges that connect communities and pass through national parks and national historic sites;
  • ensures that water level management is compliant with legislation, for effective commercial and recreational navigation at nine national historic canals and waterways; and
  • provides municipal services to ensure that residents and visitors are safe and secure.

Contribution of Priorities to Strategic Outcome


Operational Priorities Type Status Links to Strategic Outcome
Establish national parks and national marine conservation areas and designate places, persons and events of national historic significance Ongoing Parks Canada met its goal of working towards establishing national parks and national marine conservation areas. To this end, agreement was reached on significantly expanded boundaries for Nahanni National Park Reserve within the Dehcho region, and the Minister of the Environment signed a Memorandum of Understanding to work towards the creation of a national park reserve (Nááts’ihch’oh) in the Sahtu settlement region to complete the protection of the watershed. The Agency also made progress in the designation and commemoration of places, persons and events of national historic significance, particularly in under-represented themes. The Minister made 44 new designations, 28 of which were in under-represented themes. Canada’s national parks and national marine conservation areas, as well as persons, places and events of national historic significance, are symbols to the world and are part of the fabric of the nation. Presenting and preserving Canada’s natural and historical heritage and making it available to Canadians for their discovery and enjoyment are of key importance in creating a strong sense of connection in the hearts and minds of Canadians.
Conserve existing national parks, national marine conservation areas and national historic sites administered by Parks Canada Ongoing Parks Canada met all of its objectives of investing in active management and restoration projects to improve the ecological integrity of national parks, and of investing in its built cultural resources to improve the commemorative integrity of national historic sites. The Agency implemented the Action on the Ground integrated funding strategy aimed at addressing the most pressing ecological integrity issues in national parks. This strategy builds upon the ecological integrity improvements realized through the Ecological Integrity Priority Themes Fund, which concluded in 2008, and saw the infusion of $22 million over five years in 11 multi-year projects in 12 national parks. Projects included the $2.5 million major aquatic ecosystem restoration project, “From Log to Canoe” (2004–2009),2 at La Mauricie National Park, and the Jasper Trails Project, which reclaimed wildlife areas and enhanced recreational experiences of park visitors through the reconfiguration of the extensive trail network.

Parks Canada also made important investments in its built cultural resources, which improved the commemorative integrity of national historic sites. These projects included structural work at Battle of the Windmill and roof replacement at Fort Henry, among others.

In addition, the Minister responsible for Parks Canada declared four new Canadian wilderness areas within national parks, which will further protect outstanding examples of Canada’s natural heritage. The new wilderness areas cover portions of Waterton Lakes National Park, Fundy National Park, Vuntut National Park and Nahanni National Park Reserve. No activities may take place in these areas that would impair in any way their distinct character. Parks Canada consulted broadly with First Nations, stakeholders and local communities on the management plans and on the declaration of these wilderness areas.
The protection of Canada’s most distinctive natural and cultural resources ensures that national parks, national historic sites and national marine conservation areas are enjoyed in ways that leave them unimpaired for current and future generations.
Foster Canadian appreciation and understanding for the heritage places administered by Parks Canada and the engagement of stakeholders and partners Ongoing In its efforts to build awareness of its mandate and understanding of the importance of the heritage places it administers, Parks Canada met all its goals by developing a six-week nation-wide advertising campaign, launched in spring 2009. The Agency also embarked on several initiatives to reach Canadians at home and in their communities through communication and education opportunities.

Parks Canada demonstrated its commitment to engage partners and stakeholders in the protection and presentation of heritage places by acquiring the surface title of the Saoyú-§ehdacho National Historic Site, permitting the site’s resources to be protected under the Canada National Parks Act. A co-operative management agreement makes this the first northern national historic site to be co-operatively managed by Parks Canada and an Aboriginal group.
With the collaboration of stakeholders and strategic partners, Parks Canada aims to reach Canadians, at home and in their communities, to increase their understanding, appreciation, support and engagement towards natural and historical heritage. This, in turn, will strengthen their sense of connection to their national parks, national historic sites and national marine conservation areas.
Provide Canadians with meaningful experiences and quality visitor services to improve their personal connection to the heritage places administered by Parks Canada Ongoing Parks Canada met its objective of using new social science research information to develop visitor experience products and services to ensure visitors’ needs and expectations are met. The Agency conducted the Visitor Information Program survey, which aimed at determining visitors’ level of satisfaction with the national park or national historic site surveyed, as well as their sense of connection to the place. Armed with the knowledge gained from the survey results, Parks Canada is able to collaborate with a broad range of partners to enhance existing, and develop new, visitor experience opportunities that will attract and satisfy all types of visitors. Parks Canada strives to provide high-quality pre- and on-site trip planning information, reception and orientation, interpretation, campgrounds, infrastructure, hiking trails, opportunities for recreational activities, visitor safety and ongoing post-visit relationship. The meaningful experiences fostered by these activities lead to a sense of relevance and connection to Canada’s system of special heritage places.
 
Management Priorities Type Status Links to Strategic Outcome
Asset Investments Ongoing Parks Canada met all its goals towards investing in its assets. Parks Canada increased its direct investments in assets, as well as its indirect investments, such as increased contracting and asset management capacity. In addition, through Canada’s Economic Action Plan, the Agency received $280 million for investments in assets over the next five years. This will bring the total spending to over $1 billion within the next five years. Parks Canada’s investments in historical and contemporary facilities will serve to enhance visitor experience, foster public appreciation and enjoyment, and improve the commemorative integrity of cultural and heritage places.
Internal Management Ongoing Parks Canada met all its objectives by developing a streamlined approach to corporate planning and reporting. Parks Canada’s streamlined approach is based on Treasury Board’s policy on Management, Resources and Results Structures, aligning investments and activities to support the Agency’s expected results through the implementation of the Performance Management Framework in corporate processes and documents.
The Parks Canada Agency met all its goals through the development and communication of its first corporate risk profile. Corporate risk management was integrated into the planning cycle, as demonstrated by its inclusion in the Corporate Plan 2009/10–2013/14. Identifying corporate risks will contribute to better operational and management decision making in the achievement of the Agency’s program activities and Strategic Outcome.
In 2008/09 Parks Canada met all its objectives by fully implementing its new audit committee consisting of three external members, one of whom chairs the committee. The Agency presented a detailed analysis of the implementation of the new Internal Audit Policy to the committee at the end of the fiscal year and recommended actions to address the remaining gaps in policy implementation. Strengthening the internal audit regime will help the Agency accomplish its Strategic Outcome through a systematic and disciplined approach to evaluating and improving the effectiveness of governance processes; risk management strategies and practices; and management control frameworks, systems and practices.
Human Resources Renewal New Parks Canada met all its goals through the implementation of the Accelerated Learning program in September 2008, with the goal of having 90% of managers complete their training by March 31, 2011. Since that time, 20% of managers across Canada have participated in leadership programs, supporting a culture of change and employee development.

New Parks Canada employees benefited from Orientation Week activities, which were designed to reflect the Agency’s Strategic Outcome and program activities.
Parks Canada’s culture of leadership and continuous learning and improvement ensures that employees at all levels fully understand their role, take personal leadership, are prepared to deal with change, and are fully equipped to deliver on the Agency’s mandate and Strategic Outcome.
Parks Canada also continued its efforts towards the Agency’s goal of a representative workforce, and made progress in representation, recruitment and promotions. Representation of Aboriginal peoples continues to exceed labour market availability, while representation of persons with disabilities is at availability, and women and members of visible minority groups are under-represented. The continuing program to promote diversity in the workplace and to develop a response to changing demographics will ensure that Parks Canada’s workforce is reflective of the Canadian population. This, in turn, will foster a personal and more relevant connection to Canada’s treasured natural and historic places in all Canadians.
Environmental Management Ongoing Parks Canada’s greenhouse gas emissions in 2008/09 amounted to 50.9 kilotonnes. This represents a 9.6% reduction from the 1998/99 baseline and exceeds the reduction target of 5.2% by 2010/11. Solar systems, wind turbines and electric vehicles are now visible throughout Parks Canada’s operations. These technologies contribute to the protection of resources, reflect the values of visitors and, in many cases, have increased service offerings. For example, at some sites, solar-powered water treatment systems provide visitors with potable water in remote areas, and electric vehicles offer transportation to visitors in need. In some cases, these technologies are incorporated into interpretative messages and can present unique learning opportunities that enhance the visitor experience.

Risk Analysis

Parks Canada is not alone in offering places of historical and cultural interest to Canadians. The risk exists that Parks Canada’s service offer could become less competitive than that of other parks and cultural attractions or leisure activities, with the result that fewer Canadians would choose to visit these protected heritage places. Preliminary visitation numbers from April to September 2008 indicate that attendance at national parks declined by 9 percent over the last year, and by 19 percent at national marine conservation areas. The number of visitors to national historic sites is relatively stable after several years of decline.

Parks Canada launched the Agency Renewal initiative which aims to increase Parks Canada’s relevance to Canadians. With a multi-faceted implementation plan already under way, the initiative directly addresses the risk of becoming less attractive or interesting than other competitive opportunities available to Canadians and thereby addresses the related risk of declining attendance. The renewal initiatives represent a coordinated and strategic approach to ensuring the continuing appeal and competitiveness of the Agency’s service offer over the next couple of decades.

To mitigate the risk of weakening its competitive position, Parks Canada took steps in 2008/09 to ensure that it offered high-quality services by implementing service standards. Among other measures, the Agency undertook a certification process for guides and interpreters, and created guidelines for the development of new interpretive exhibits. Parks Canada enhanced trip planning, an area of decreasing satisfaction for visitors, through improvements to the Parks Canada website and the national information and reservation service. In addition, Parks Canada developed a six-week national advertising campaign that was launched in spring 2009. The Agency also increased its professional capacity in the area of visitor experience by realigning its organizational structure and creating specialized positions, such as Product Development Specialist and Promotion Officer. Additionally, Parks Canada began developing the National Historic Sites Renewal Initiative. This strategy engaged staff from across the Agency in developing ways to increase the relevance to Canadians of the national historic sites administered by the Parks Canada Agency. The development and implementation of this initiative will be ongoing through 2009/10.

Built heritage assets provide a record of the remarkable achievements and events that comprise Canada’s history. Not only are they irreplaceable, they provide authentic experiences for visitors and are key contributors to our cultural tourism market. In 2003, the Auditor General of Canada reported that two-thirds of built cultural resources administered by Parks Canada were in poor to fair condition. To help address concerns raised in the Auditor General’s report, in 2005 Parks Canada was allocated $209 million over five years, and $75 million per year of new funding after the initial five-year period, to improve the condition of its assets. Combined with $25 million generated every year through user fees and the existing capital budget of $40 million per year, annual spending on assets will reach target levels of $140 million per year by 2010/11.

Additionally, through Canada’s Economic Action Plan in Budget 2009, Parks Canada received funding of $280 million over five years. Of that amount, $130 million was provided to the Agency for twinning a section of the Trans-Canada Highway through Banff National Park. Furthermore, $75 million has been dedicated to the recapitalization of visitor facilities as these assets play a crucial role in attracting visitors, providing for extended stays and contributing to local economies. The remaining $75 million will support Parks Canada’s National Historic sites upgrades. Parks Canada’s National Historic Sites Cost-sharing Program is also a very successful mechanism for leveraging and delivering infrastructure investments. This program has a budget of $20 million and will provide 50 percent of eligible costs, up to $1 million, incurred in the conservation and presentation of national historic sites owned by other levels of government, not-for-profit organizations and not-for-profit Aboriginal organizations.

In some places, native biodiversity and habitat are under considerable stress from external environmental forces, such as climate change, biodiversity loss and the pervasive presence of exotic/invasive species in the greater park ecosystem, all of which influence the ecological integrity of national parks. To attenuate these risks, Parks Canada targeted investments in priority active management and restoration initiatives to improve ecological indicators and make a demonstrable difference. Examples of such initiatives include recovery actions for species at risk, active management and restoration of degraded ecosystems, restoring fire to the landscape and remediation of contaminated sites.

The establishment of national parks and national marine conservation areas is a complex process in which the development of long-term and trusting relationships is key. Challenges include competing land use interests in southern Canada, and the complex northern environment where the development of resources and the settlement of Aboriginal land claims are important factors. Parks Canada continued to work collaboratively with Aboriginal peoples, provincial and territorial governments, stakeholders and local communities to strengthen these relationships in the establishment of new or expanded national parks. Examples of these efforts can be found in Section 2 which presents more specific details on progress.

Currently, the level of public support for the mandate of the Parks Canada Agency is relatively high. Canadians continue to support, at a level virtually unchanged since 2005,3 the use of their tax dollars to maintain natural and cultural heritage places. Public support is perceived as a high-risk area since its decline would have a significant impact on the ability of Parks Canada to continue to protect and present these national treasures for the enjoyment of Canadians. In the face of changing population demographics, the Agency embarked on several initiatives to reach Canadians at home, at leisure and in their communities, through communication and education opportunities, such as the previously-mentioned national advertising campaign. In addition, Parks Canada increased its capacity in the area of external relations by strengthening teams across the country dedicated to engaging partners, stakeholders and the public in the understanding, appreciation and support of the natural and cultural heritage places managed by Parks Canada.

Voted and Statutory Items


Vote or Statutory Item (S) Truncated Vote or Statutory Wording 2008/09
($000s)
Main Estimates Planned Spending Total Authorities Actual Spending
25 Program expenditures 455,025 455,025 537,507 508,884
30 Payment to the New Parks and Historic Sites Account 500 500 12,500 12,500
(S) Expenditures equivalent to revenues resulting from the conduct of operations pursuant to section 20 of the Parks Canada Agency Act 111,000 111,000 114,236 114,236
(S) Contributions to employee benefit plans 44,019 44,019 48,170 48,170
Total 610,544 610,544 712,413 683,790

Note: Totals may not agree due to rounding. $12 million of the $12.5 million in 2008/09 Total Authorities was transferred from Vote 25 to Vote 30 for the additional capital cost requirements associated with the establishment of new national parks and national historic sites.

Office of the Auditor General Reports

The Auditor General has assessed Parks Canada Agency’s performance information presented in Section 2 of this report. This assessment is only a review level of assurance, and does not constitute an audit. The Auditor General’s Assessment Report is presented before the performance information in Section 2.

The Auditor General has audited Parks Canada Agency’s financial statements. These financial statements and the auditor’s report are presented in Section 4.

The Auditor general has not evaluated or audited any other sections of this report.

Management Statement of Responsibility for Performance Information

I submit, for tabling in Parliament, the 2008/09 Departmental Performance Report for the Parks Canada Agency.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008/09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

  • It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance.
  • It is based on the Agency’s Strategic Outcome and Program Activity Architecture which were approved by the Treasury Board.
  • It presents consistent, comprehensive, balanced and reliable information.
  • It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it.
  • It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

In addition, the Parks Canada Agency Act requires the Auditor General of Canada to provide an assessment of the fairness and reliability of the performance information.

Management has established systems and practices designed to provide reasonable assurance of the fairness and reliability of the Agency’s performance information. Parks Canada is continually improving its financial and performance information, introducing new measures in some areas and enhancing data collection in others. Some information is based on management’s best estimates and judgements. Limitations on the quality of the information and plans for improvements are indicated in the report.

The Agency’s senior management oversees preparation of this document and approves the final report. In my view, the information is the best available and represents a comprehensive, balanced and transparent picture of the performance of Parks Canada for fiscal year 2008/09.

Original signed by

Alan Latourelle
Chief Executive Officer
Parks Canada Agency

Gatineau
August 7th, 2009

Office of the auditor general assessment of performance information

Auditor's Report - page 2

 

Auditor's Report - annex