2003-2004 Estimates
A Report on Plans and Priorities

Approved
________________________
Minister of Canadian Heritage

Table of Contents

• Minister's Message
• Management Representation
• Raison d'être
• Parks Canada Agency Mandate
• Business Lines
  • A: Stewardship of National Heritage Places
    • a. Planned Spending and Full Time Equivalents (FTE)
    • b. Business Line Objective
    • c. Business Line Description
    • d. Service Lines
    • e. Strategic Outcome
  • B: Use and Enjoyment by Canadians
    • a. Planned Spending and Full Time Equivalents (FTE)
    • b. Business Line Objective
    • c. Business Line Description
    • d. Service Lines
    • e. Strategic Outcome
  • C: Corporate Services
    • a. Planned Spending and Full Time Equivalents (FTE)
    • b. Business Line Objective
    • c. Business Line Description
    • d. Service Lines
    • e. Strategic Outcome
• Organization
• Responsibilities
• National Programs and Related Authorities
• International Obligations
• Working With Stakeholders
• Environmental Scan
• Horizontal Initiatives
• A: Legislative and Regulatory Initiatives
• Financial Information
• Agency Planned Spending
• Table 1: Summary of Capital Spending by Program and Business Line
• Table 2: Details on Sample Major Capital Project Spending
• Table 3: Summary of Transfer Payments
• Table 4: Source of Re-spendable Revenues
• Table 5: Net Cost of Program For The Estimates Year
• Table 6: New Parks and Historic Sites Account - Source and Use of Funds
• Parks Canada Agency Addresses and Information

Minister's Message

More and more, Canadians are embracing their culture and their diversity and celebrating our Canadian identity. To be Canadian means to show openness toward differences and appreciate the cultural wealth that comes with our diversity.

The 18 agencies and Crown corporations that make up the Canadian Heritage Portfolio strive to strengthen our identity and our sense of belonging and make our diversity our strength in all areas, whether it be culturally, socially, politically or economically. In an era of globalization, Canadians cannot take their values, culture and identity for granted. We must therefore encourage the expression of our cherished values, which shape our identity. The Canadian Heritage Portfolio is proud to join its many partners in supporting the work and success of our artists, creators, athletes and everyone who embodies our values and contributes to Canada's vitality. Through their activities, the members of the Canadian Heritage Portfolio encourage us to learn more about our history and our culture. They help us articulate our values, deepen our mutual understanding and strengthen connections among ourselves.

Through the efforts of the Parks Canada Agency and various stakeholders, Canadians are proud to value their Historic Places and Natural Heritage as fundamental to the health, economic stability and quality of life in this country. Parks Canada manages Canada's systems of National Parks, National Historic Sites and National Marine Conservation Areas as showcases of beauty, learning and enjoyment for all Canadians and visitors from abroad. The Agency provides an in-depth look at the history, culture and heritage of Canada, connecting us with our past, our future and with each other.

It is my hope that this report will be well received by those the Agency is working to better serve, encourage their participation and help give them their rightful place in our society.

Sheila Copps
Minister of Canadian Heritage

Management Representation

Report on Plans and Priorities 2003-2004

I submit, for tabling in Parliament, the 2003-2004 Report on Plans and Priorities (RPP) for the Parks Canada Agency.

To the best of my knowledge, the information:

• Accurately portrays the Agency's plans and priorities;
• Is consistent with the reporting principles contained in the Guidelines to the preparation of the 2003-2004 Report on Plans and Priorities;
• Is comprehensive and accurate;
• Is based on sound underlying Agency information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The Planning Reporting Accountability Structure (PRAS) on which this document is based has been approved by Treasury Board Ministers and is the basis for the results achieved with the resources and authorities provided.

__________________________________
Alan Latourelle
Chief Executive Officer
Parks Canada

Date: ____________________

Raison d'être

Parks Canada Agency Mandate

To protect and present nationally significant examples of Canada's natural and cultural heritage, and foster public understanding, appreciation and enjoyment in ways that ensure their ecological and commemorative integrity for present and future generations.

Ecological integrity means, with respect to a park, a condition that is determined to be characteristic of its natural region and likely to persist, including abiotic components and the composition and abundance of native species and biological communities, rates of change and supporting processes.

Ensuring commemorative integrity is Parks Canada's prime consideration at national historic sites. To ensure commemorative integrity, the resources directly related to the reasons for designation must not be impaired or under threat, the reasons for designation must be effectively communicated, and the historic value of cultural resources must be considered in all decisions and actions affecting the site. These three interlocking considerations guide Parks Canada in its stewardship of national historic sites.

For information about the Parks Canada Agency please go to:
www.parkscanada.gc.ca

Business Lines

Parks Canada objectives are structured into the following three Business Lines:

• Stewardship of National Heritage Places
• Use and Enjoyment by Canadians
• Corporate Services

A: Stewardship of National Heritage Places

a. Planned Spending and Full Time Equivalents (FTE)

b. Business Line Objective

• To protect and present national heritage places and to foster understanding of and respect for these national symbols.
• To have Canadians recognize and value national heritage places as central to their sense of identity and nationhood.
• To provide a strong leadership role, both directly and indirectly, in protecting and presenting heritage places.

c. Business Line Description

• Identifying and establishing national heritage places.
• Managing and protecting the natural and cultural resources in Canada's heritage places, while respecting the obligations in Aboriginal treaties and new park agreements.
• Collaborating with national and international stakeholders in fostering and advocating heritage protection and presentation.
• Communicating the key messages of national significance by providing educational opportunities.

d. Service Lines

Service Line 1. ESTABLISHMENT OF NATIONAL HERITAGE PLACES

• system planning for national parks, national historic sites and national marine conservation areas
• negotiating with stakeholders for inclusion in the national systems
• preparing the necessary documentation for ministerial approval of inclusion in the systems
• all work necessary to bring the new heritage places into operation.

Service Line 2: HERITAGE RESOURCE PROTECTION

• maintaining or restoring ecological integrity in the national parks
• sustainability of marine conservation areas
• protection and commemoration component of commemorative integrity in heritage places managed or influenced by the Parks Canada Agency

Service Line 3: HERITAGE PRESENTATION

• heritage presentation activities
• building appreciation and support for Canada's national parks, national historic sites and national marine conservation areas.

e. Strategic Outcome

The establishment, protection and presentation of places that are of natural and cultural heritage significance.

B: Use and Enjoyment by Canadians

a. Planned Spending and Full Time Equivalents (FTE)

b. Business Line Objective

• Assist Canadians in contributing to, experiencing, enjoying and benefiting from the systems of national heritage places.

c. Business Line Description

• Providing appropriate quality recreational opportunities, products and services.
• Practising appropriate marketing and building mutually beneficial relations with key client groups.
• Developing close co-operative relations with clients and stakeholders.
• Engaging Canadians to participate and be involved as volunteers and active supporters.
• Creating opportunities for shared stewardship of national heritage places.
• Raising awareness of ecological and commemorative benefits and values.

d. Service Lines

SERVICE LINE 4: VISITOR SERVICES

• access to protected heritage areas
• recreational opportunities
• public safety
• visitor reception, orientation and information
• related law enforcement services

SERVICE LINE 5: TOWNSITES

• management of communities within national parks

SERVICE LINE 6: THROUGH HIGHWAYS

• operation, maintenance and repair of provincial and interprovincial highways that pass through national parks and national historic sites

e. Strategic Outcome

Canadians use and enjoy national heritage places while supporting and participating in the conservation of Canada's heritage.

C: Corporate Services

a. Planned Spending and Full Time Equivalents (FTE)

b. Business Line Objective

• To provide management and support services needed to deliver programs and services to the public and to internal clients in an effective and efficient manner.
• To provide leadership in the creation of a policy framework to support program delivery and enable the Parks Canada Agency to fulfill its mandate and accountabilities.

c. Business Line Description

• Developing and implementing procedures, systems, tools and innovative management practices in financial and people management to allow for effective and efficient management of the Parks Canada Agency.
• Preparing analysis and reports to support decision making.
• Preparing documentation and submissions for central agencies and Parliament.

d. Service Lines

SERVICE LINE 7: MANAGEMENT OF PARKS CANADA

• senior management, financial management, real property management
• business services, data and information technology management
• development of legislation and policy planning to guide the Agency
• effective relations and liaison with clients and stakeholders.

SERVICE LINE 8: PEOPLE MANAGEMENT

• comprehensive human resource management strategy necessary for effective operation of the Agency

e. Strategic Outcome

Parks Canada provides strong leadership, both directly and indirectly, in effectively and efficiently managing its resources to protect and present heritage places.

Organization

Responsibilities

Minister: The Minister of Canadian Heritage is responsible for the Parks Canada Agency.

Chief Executive Officer: Under the Parks Canada Agency Act, the Chief Executive Officer of Parks Canada is responsible for all three Business Lines: 1) Stewardship of National Heritage Places; 2) Use and Enjoyment by Canadians; and 3) Corporate Services.

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National Programs and Related Authorities

Parks Canada's role includes three operational areas:

Canada's System of National Parks

Through the national parks program, representative examples of Canada's natural regions are protected, their value is communicated to the public, and services and facilities are provided so that people may use and enjoy them. Canada's system of national parks began in 1885 when the federal government reserved 26 square kilometres around the hot mineral springs near what is now the town of Banff. The Banff Hot Springs Reserve was officially set aside in the Rocky Mountains Park Act of 1887. When the National Parks Act was introduced in 1930, there were 14 parks. Today, there are a total of 39 national parks. The establishment of new national parks is guided by the 1997 National Parks System Plan.

Canada's System of National Historic Sites

The national historic sites program consists of places declared to be of historic significance to the nation by the Minister of Canadian Heritage. The first step toward establishing the national historic sites program took place in 1914, when Fort Howe in Saint John, New Brunswick, was set aside as a Dominion park. The setting aside of historic Fort Anne in Annapolis Royal, Nova Scotia in 1917 and the establishment of the Historic Sites and Monuments Board of Canada in 1919, laid the foundation for Canada's system of national historic sites. Canada's family of national historic sites now numbers 877 sites across the country, 145 of which are administered by Parks Canada. The Historic Sites and Monuments Act of 1953 provides statutory authority for the commemoration of places of national historic significance. Designations of national historic sites, persons and events are made by the Minister of Canadian Heritage on advice from the Historic Sites and Monuments Board of Canada through a process managed by Parks Canada. The commemorative program is guided by the 2000 National Historic Sites of Canada System Plan.

Historic canals form an integral part of the national historic sites program. In 1972, seven federally operated canals were transferred to Parks Canada from the Department of Transport because of their heritage value. Two other canals were transferred in subsequent years. The authorities for this program are the Department of Transport Act and the Historic Sites and Monuments Act.

Canada's System of National Marine Conservation Areas

In 1986, the national marine conservation areas program was established to protect and preserve a network of areas representative of Canada's marine environments. A system plan was published in 1995 to divide Canada's coastal waters and Great Lakes into 29 marine natural regions. Through the national marine conservation areas program, representative examples of Canada's 29 marine regions will be represented. While the program is still in its formative stages, there are agreements for three marine conservation areas and reserves, including Saguenay-St. Lawrence Marine Park, Fathom Five in Georgian Bay, and Gwaii Haanas (which spans two marine regions) in the Queen Charlotte Islands. These, with the marine component of the Pacific Rim National Park Reserve of Canada, represent five of the 29 marine regions. The newly proclaimed Canada National Marine Conservation Areas Act provides the legislative framework for this program. New national marine conservation areas are established using the process followed for new national parks.

Parks Canada also directs delivery in additional areas that conserve aspects of Canada's heritage as described below.

Federal Heritage Buildings Program

Parks Canada is responsible for operating the Federal Heritage Buildings Review Office, which provides for the designation of federal heritage buildings. This office manages the evaluations, designations and intervention review processes that are integral to the implementation of the program. Before changes can be made to a federal building 40 years of age or older, the building must be evaluated to determine if it should be designated as a federal heritage building. Once a building has been designated, custodian departments are responsible for protecting its heritage character. Over 1,300 of the federal government's 60,000 buildings have been designated, including landmark federal buildings in communities across Canada, such as the Supreme Court of Canada building. The authority for this program is the Treasury Board Heritage Buildings Policy.

Heritage Railway Stations Program

Railways have played a major role in Canada's development, and railway stations are important public symbols. Parks Canada undertakes the research that leads to the designation of Heritage Railway Stations, and processes requests from railway companies for authorization to undertake interventions to designated stations. There are 166 designated heritage railway stations, including Windsor Station in Montréal. The authority for this program is the Heritage Railway Stations Protection Act.

Canadian Heritage Rivers System Program

The Canadian Heritage Rivers System (CHRS) is Canada's national program for freshwater heritage conservation. It is a co-operative program involving all provinces, territories and the federal government. The objectives of the program are to give national recognition to Canada's outstanding rivers and ensure long-term management that will conserve their natural, historical and recreational values. To date, 38 rivers from across Canada have been nominated to the system. New rivers are proposed for nomination to the independent Canadian Heritage Rivers Board, usually by provincial governments. The Board recommends nominations to the Minister of Canadian Heritage and to the appropriate provincial or territorial minister.

Parks Canada is the lead federal agency in the CHRS and provides funding assistance and technical advice to provincial and territorial governments for studies and plans leading to the designation of rivers to the System. Parks Canada also provides support in promoting and raising awareness of the CHRS program both nationally and internationally. All federal, provincial and territorial ministers responsible for the CHRS are signatories to the CHRS Charter, which defines the operating principles for the program. These principles are based on intergovernmental co-operation.

Federal Archaeology Program

The purpose of the Federal Archaeology Program is to protect and manage archaeological sites and artifacts found on federal lands. The authority for this program is the Government of Canada's Archaeological Heritage Policy Framework. Parks Canada's role is to implement this policy by providing expert advice to federal land managers and the necessary administrative tools.

National Program for Grave Sites of Canadian Prime Ministers

The objective of the National Program for Grave Sites of Canadian Prime Ministers is to ensure that the grave sites are conserved and recognized in a respectful and dignified manner. The national program provides Canadians with information on the lives and accomplishments of each former prime minister as well as the locations of their final resting places. To date, the grave sites of 11 former Prime Ministers have been marked, and the remaining four are in the planning stage.

International Obligations

Parks Canada contributes to international heritage conservation through its leadership and participation in international conventions, programs, agencies and agreements. Parks Canada represents the Government of Canada on the UNESCO Convention Concerning the Protection of the World Cultural and Natural Heritage (the World Heritage Convention). Parks Canada is also the state member for Canada in the World Conservation Union (IUCN), and serves jointly with the Canadian Conservation Institute as the representative to the International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM).

In Canada, Parks Canada contributes to the implementation of:

• the UNESCO Program on Biosphere Reserves;
• the Biodiversity Convention;
• the Arctic Environmental Protection Strategy;
• The Hague Convention on the Protection of Cultural Property in the Event of Armed Conflict;
• the Convention on the Means of Prohibiting and Preventing the Illicit Export, Import and Transfer of Ownership of Cultural Property; and
• a variety of programs under the Arctic Council.

Working With Stakeholders

Parks Canada relies on the support and interest of a number of stakeholders. They include:

• Aboriginal communities;
• advisory boards and town councils;
• business partners, including chambers of commerce;
• Canadian Parks Partnership (CPP) and co-operating associations;
• community groups;
• environmental and cultural heritage non-governmental organizations;
• federal, provincial, territorial and municipal governmental organizations;
• other owners of national historic sites;
• professional associations;
• tourism partners;
• universities and colleges; and
• volunteers.

Working with Aboriginal Communities

Parks Canada has increasingly found common ground with Aboriginal peoples on the establishment of new national parks. Interest-based negotiations on new park agreements offer a way for Government and First Nations to work together to preserve natural areas that help sustain traditional ways of life and complete the national parks system. The most recent addition to the national parks system, Sirmilik National Park of Canada on Baffin Island, is an example of this approach.

The consultations and negotiations leading to a park establishment agreement generally address issues such as employment and training opportunities associated with the new national parks, and arrangements for co-operative planning and management involving First Nations and governments. National parks help stimulate employment for local residents by serving as a catalyst for sustainable eco-tourism businesses that include Aboriginal cultural activities. When the establishment of national parks, national historic sites and national marine conservation areas involves land claims issues, Parks Canada can contribute to the resolution of comprehensive land claim settlements. In addition, approximately one third of Canada's 39 national parks have co-operative management boards.

Parks Canada also consults with Aboriginal communities in bringing forward aspects of history related to Aboriginal peoples for consideration by the Historic Sites and Monuments Board of Canada. Additionally, through the National Historic Sites of Canada Cost-Sharing Program, Parks Canada works with Aboriginal communities to protect and present their heritage at national historic sites owned by those communities. Aboriginal communities are important service providers to visitors. Through jointly developed tourism strategies, there are many opportunities for Parks Canada and Aboriginal peoples to promote authentic visitor experiences. These co-operative activities can help to diversify and develop local economies.

The Canadian Parks Partnership and Co-operating Associations

The Canadian Parks Partnership is the national organization representing 51 co-operating associations that work at 69 national parks, national historic sites and national marine conservation areas and is present in every province. The roughly 12,000 members of cooperating associations bring about community involvement in management and operations. These nonprofit partners also co-ordinate special programs, such as Parks Day, Take-A-Hike, and kids@parks that increase public awareness of Parks Canada's heritage places. Revenues earned by individual co-operating associations are re-invested in the operation of heritage places.

Other Owners of National Historic Sites

More than 650 of Canada's national historic sites are owned by non-federal governmental organizations, the profit and not-for-profit sectors, and individuals. Ensuring the commemorative integrity of these places requires a close working relationship between the owners and Parks Canada.

Tourism Partners

The Canadian Tourism Commission (CTC) has emerged as a strong force in Canadian tourism. By promoting the natural environment and cultural heritage as the country's main tourism products, the CTC's direction supports the efforts of Parks Canada to draw attention to Canada's special places. However, this promotion needs to be carefully targeted and managed to ensure protection of the commemorative and ecological integrity of national historic sites and national parks.

The Tourism Industry Association of Canada (TIAC) works with Parks Canada to foster sustainable tourism, tourism that is economically viable, environmentally supportable and culturally acceptable. An accord signed by the organizations in January 2001 guides collaborative actions including co-operation and communication which are key elements in protecting Canada's heritage places for the enjoyment of future generations.

Volunteers

The year 2001 was proclaimed the International Year of the Volunteer by the United Nations. Volunteers have supported Parks Canada's mandate for approximately 20 years. In 1999-2000, approximately 6,000 volunteers contributed more than 195,000 hours of their time creating historical re-enactments, designing exhibits, studying wildlife for research purposes, presenting archaeological programs and assisting with campground visitor programs.

Environmental Scan

The most significant development influencing the Parks Canada Agency operating environment is, without a doubt, the commitment made by the Government in the Autumn 2002 Throne Speech and confirmed in the February 18, 2003 Budget with respect to protected heritage areas. The Government committed and provided advance funding to create ten new national parks and five new national marine conservation areas over the next five years. The Throne Speech and Budget 2003 also provided the commitment and funding to begin to address ecological integrity issues in existing national parks. While much of the work to establish new national parks and national marine conservation areas has begun, the completion of planning, negotiation of park agreements, land purchase and ongoing operations will be a major undertaking for the Agency. Budget 2003 also provided financial incentives over three years to compensate business for a portion of costs incurred in restoring heritage buildings.

The Throne Speech announcement was preceded by the proclamation earlier in 2002 of the Canada National Marine Conservation Areas Act. Parks Canada has responsibility under the Act for establishing national marine conservation areas (NMCA) to represent Canada's 29 marine regions, including stewardship of ecological processes and systems essential to maintaining biodiversity. These new responsibilities will influence Parks Canada as it builds organizational capacity to carry out the mandate.

A strong and trusting relationship with Aboriginal communities, both in areas where land claim negotiations involve Parks Canada and in general with all Native communities is essential to future mandate achievement. Parks Canada continues to participate as a senior member of federal teams negotiating land claim agreements with Aboriginal communities, both to establish new national parks and national park reserves and to convert existing national park reserves to national park status.

Polling done by Parks Canada in 2002 shows that nearly 25% of Canadians visited a national park in the past year, and 8% have visited a national historic site. Polling also underscored strong support among Canadians for national systems of protected natural and cultural areas; however, awareness that Parks Canada has a responsibility to carry out this mandate is very weak. There is a very strong opinion among Canadians familiar with the Agency that it does an excellent job carrying out its protection responsibilities. The generally low level of specific awareness of Parks Canada's stewardship of these cultural and natural treasures points to an urgent challenge ahead to fully engage Canadians in our mandate, to increase understanding of Canada's natural and cultural heritage, to provide greater learning opportunities, and to closely associate the Agency with these heritage assets that Canadians clearly support.

Census data released in 2002 reflects an evolving Canadian demographic story, becoming more urban, with immigration patterns building stronger ethnic diversity in larger population centres. This shift points to a very important need to reach Canadians who may be new to, and unfamiliar with Canada's natural and cultural heritage. Making our mandate known and appreciated by both new and established Canadians, and encouraging all Canadians to make national parks and national historic sites preferred destinations will be essential to maintaining ongoing support and understanding for the Parks Canada mandate.

Tourism continues to present Parks Canada with challenges and opportunities. Tracking data shows that the number of visits to national parks and national historic sites is growing slower than the Canadian population is growing. At the same time, growth in eco-tourism is putting stress on select areas of park ecology. The rich cultural heritage of Canada's history presented at national historic sites offers a real opportunity to capitalize on the growing trend toward learning travel.

Recognition is growing among stakeholders, such as the National Roundtable on the Environment and the Economy, that Parks Canada's protected systems of heritage areas are only part of the solution to preserve Canada's natural heritage. Parks Canada is working with partners to conserve broader ecosystems and to encourage sustainable land use around national parks. More effective preservation of the ecological integrity of national parks will be achieved by the greater focus on activities taking place outside park boundaries.

Many of Canada's national historic sites are under severe threat and there is grave risk they will be lost forever if actions are not taken to preserve them. Since the 1970's, over 25% of Canada's historic places have been lost. According to the 2001 Goldfarb Report, 93% of Canadians consider it important to preserve Canada's heritage and 91% suggest that the preservation of the historical record is essential in promoting pride in the country. Parks Canada is currently working with the Department of Canadian Heritage on legislation to support the Historic Places Initiative, whose objective is to facilitate and encourage the protection of Canada's historic places and archaeological resources.

Horizontal Initiatives

A: Legislative and Regulatory Initiatives

Financial Information

Agency Planned Spending

Table 1: Summary of Capital Spending by Program and Business Line

Definition of a Major Capital Project - A departmental undertaking that involves the design and development of new programs, equipment, structures, or systems, and has above-normal risk, is deemed to be a major capital project when:

• The estimated expenditure exceeds the project approval authority granted to the Department by Treasury Board; or
• The project is particularly high-risk, regardless of estimated expenditure.

When a high-risk government project exceeds $100 million in estimated expenditures or includes special requirements, it is deemed to be a Major Crown Project. The Major Crown Project reporting requirements are identified in this Guide originated with the Third Report of the Standing Committee on Public Accounts dated April 29, 1985. It was subsequently formalized through TB Circular 1991-1, which dealt with Reporting on Major Capital and Major Crown Projects in Part III of the Estimates. The reporting requirements identified in this Guide are consistent with those original intentions and direction.

Table 2 lists each individual Capital Project by Program (if applicable) and then by Business Line. To help identify the type or class of Estimates, five definitions have been listed below. The code (in brackets) is used to identify the class and is displayed at the end of each project.

Substantive Estimate (S) - This estimate is one of sufficiently high quality and reliability so as to warrant Treasury Board approval as a cost objective for the project phase under consideration. It is based on detailed system and component design and takes into account all project objectives and deliverables. It replaces the classes of estimates formerly referred to as Class A or B.

Indicative Estimate (I) - This is a low-quality order of magnitude estimate that is not sufficiently accurate to warrant Treasury Board approval as a cost objective. It replaces the classes of estimates formerly referred to as C or D.

Preliminary Project Approval (PPA) - This defines Treasury Board's authority to initiate a project in terms of its intended operational requirement, including approval of, and expenditure authorization for, the objectives of the project definition phase. Sponsoring departments and agencies are to submit for PPA when the project's complete scope has been examined and costed, normally to the indicative level, and when the cost of the project definition phase has been estimated to the substantive level.

Effective Project Approval (EPA) - Treasury Board's approval of, and expenditure authorization for, the objectives of the project implementation phase. Sponsoring departments and agencies are to submit for EPA only when the scope of the overall project has been defined and when the estimates have been refined to the substantive level.

Delegated Authority (DA) - Projects for which Treasury Board has delegated authority to the Agency.

Table 2: Details on Major Capital Project Spending

Table 3: Summary of Transfer Payments

Table 4: Source of Re-spendable Revenues

Table 5: Net Cost of Program For 2003-2004

Table 6: New Parks and Historic Sites Account - Source and Use of Funds

Parks Canada Agency
Addresses and Information

National Office

Office of the Chief Executive Officer
Parks Canada
7th Floor, 25 Eddy Street
Gatineau, Quebec
K1A 0M5
Tel.: (819) 953-3545
Internet address: www.parkscanada.gc.ca

Western and Northern Canada

Director General
Western and Northern Canada
Parks Canada
#552, 220 - 4th Avenue S.E.
Calgary, Alberta
T2G 4X3
Tel.: (403) 292-5592 Fax: (403) 292-8868

Eastern Canada

Director General
Eastern Canada
Parks Canada
Historic Properties
Upper Water Street
Halifax, Nova Scotia
B3J 1S9
Tel.: (902) 426-4845 Fax: (902) 426-1378