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Section III: Financial Information and Tables

Source of Funds 2006-2007

Source of Funds 2006-2007

Table 1: Agency Planned Spending and Full Time Equivalents (in thousands of dollars)

 
Forecast Spending
2005-2006

Planned Spending
2006-2007

Planned Spending
2007-2008

Planned Spending
2008-2009

Planned Spending
2009-2010

Planned Spending
2010-2011
Establish Heritage Places
20,566

26,090

25,955

25,662

25,662

25,662
Conserve Heritage Resources
168,254

215,623

212,037

215,411

221,332

221,332
Promote Public Appreciation and Understanding
57,102

68,082

68,991

70,491

73,143

73,143
Enhance Visitor Experience
178,307

196,804

205,534

215,941

221,861

221,861
Townsite Management
11,935

12,775

12,979

13,094

13,297

13,297
Throughway Management
48,344

58,680

53,425

47,548

52,852

52,852
Total Main Estimates
484,508

578,054

578,921

588,147

608,147

608,147

Adjustments:

Governor General Warrants:

 
 
 
 
 
 
  Collective Bargaining
18,758
 
 
 
 
 
  Capital Assets in Parks
11,000
 
 
 
 
 
  Register of Historic Sites-Framework Tools
10,650
 
 
 
 
 
  TB Vote 5
4,968
 
 
 
 
 
  Forest Fires & Emergencies
4,566
 
 
 
 
 
  Ecological Integrity in Canada's National Parks
4,279
 
 
 
 
 
  Litigation Settlements
2,400
 
 
 
 
 
  Contaminated Sites
1,203
 
 
 
 
 
  Advertising – Public Notices
1,121
 
 
 
 
 
  Commemoration of the 400th anniversary of the founding of Quebec City
972
 
 
 
 
 
  Canada's Relationship with the Metis – Powley
300
 
 
 
 
 
  Dehcho First Nations
234
 
 
 
 
 
  Oceans Action Plan
170
 
 
 
 
 
  Northern Energy Development
125
 
 
 
 
 
  Settlement and implementation of the Labrador Inuit Land Claims Agreement
25
 
 
 
 
 
  Official Languages Action Plan in the Public Service – Program Integrity
23
 
 
 
 
 
Other:
 
 
 
 
 
 
  Procurement Reform
-700

-2,690

0

0

0

0
  Commemoration of the 400th anniversary of the founding of Quebec City
 

3,649

14,685

2,400
 
 
  Historic Places Initiative
 

1,000
 
 
 
 
  Ecological Integrity in National Parks
 

655
 
 
 
 
  Contaminated Sites
 

180
 
 
 
 
  Out of Court Settlements
 

6,587
 
 
 
 
Total Adjustments
60,094

9,381

14,685

2,400

0

0
Total Planned Spending
544,602

587,435

593,606

590,547

608,147

608,147
Total Planned Spending
544,602

587,435

593,606

590,547

608,147

608,147
Plus: Cost of services received without charge
42,796

41,480

40,286

40,292

40,340

40,340
Net Cost of Program
587,398

628,915

633,892

630,839

648,487

648,487
Full Time Equivalents
4,120

4,127

4,127

4,125

4,125

4,125

Table 2: Program by Activity (in thousands of dollars)


2006-2007

Program Activity

Budgetary

Total Main Estimates

Adjustments (planned spending not in Main Estimates)

Total Planned Spending

Operating

Capital

Grants and Contributions
Establish Heritage Places
24,941

1,126

23

26,090

195

26,285
Conserve Heritage Resources
180,450

16,620

18,553

215,623

3,277

218,900
Promote Public Appreciation and Understanding
59,590

8,303

189

68,082

2,657

70,739
Enhance Visitor Experience
162,655

34,149

0

196,804

2,785

199,589
Townsite Management
8,425

4,350

0

12,775

78

12,853
Throughway Management
27,867

30,814

0

58,680

390

59,070
Total
463,928

95,362

18,765

578,054

9,382

587,434

Table 3: Voted and Statutory Items Listed in Main Estimates (in thousands of dollars)

Vote or Statutory Item Truncated Vote or Statutory Wording
2006-2007
Current Main Estimates

2005-2006
Previous Main Estimates

30
Program expenditures
428,730

344,562

35
Payment to the new Parks and Historic Sites Account
3,000

1,800

(S)
Expenditures equivalent to revenues
100,000

95,000

(S)
Contributions to employee benefit plans
46,324

43,146
 
Total Agency
578,054

484,508

Table 4: Net Cost of Program for the Estimates Year (in thousands of dollars)

2006-2007
Total
Total Planned Spending
587,435
Plus: Services Received without Charge
 
Contributions covering employers' share of employees'insurance premiums and expenditures paid by TBS
19,505
Accommodation provided by Public Works and Government Services Canada (PWGSC)
15,579
Services provided by the Department of Canadian Heritage for information management, information technology, finance, human resources and administrative support
4,664
Salary and associated expenditures of legal services provided by Justice Canada
1,110
Audit services provided by the Office of the Auditor General
510
Worker's compensation coverage provided by Social Development Canada
112
 
41,480
2006-2007 Net cost of Department
628,915

Table 5: Summary of Capital Spending by Program Activity (in thousands of dollars)

 
Forecast Spending
2005-2006

Planned Spending
2006-2007

Planned Spending
2007-2008

Planned Spending
2008-2009

Planned Spending
2009-2010

Planned Spending
2010-2011
Establish Heritage Places
1,115

1,126

1,144

1,156

1,176

1,176
Conserve Heritage Resources
15,920

16,620

21,973

25,542

31,490

31,490
Promote Public Appreciation and Understanding
5,764

10,492

18,121

12,339

13,547

13,547
Enhance Visitor Experience
23,785

35,608

46,447

53,095

58,071

58,071
Townsite Management
4,325

4,350

4,537

4,662

4,870

4,870
Throughway Management
25,302

30,814

25,530

19,674

24,914

24,914
Total
76,210

99,010

117,752

116,466

134,066

134,066

Table 6: Sources of Respendable Revenue (in thousands of dollars)

 
Forecast Revenue 2005-2006

Planned Revenue 2006-2007

Planned Revenue 2007-2008

Planned Revenue 2008-2009

Planned Revenue 2009-2010

Planned Revenue 2010-2011
Promote Public Appreciation & Understanding
 
 
 
 
 
 
Heritage Presentation Programs
762

827

849

935

935

935
 
762

827

849

935

935

935
Enhance Visitor Experience
 
 
 
 
 
 
Entrance Fees
40,060

43,900

45,180

50,300

50,300

50,300
Camping Fees
16,051

17,611

18,131

20,211

20,211

20,211
Lockage and Mooring Fees
2,408

2,648

2,728

3,048

3,048

3,048
Pools
3,603

3,603

3,603

3,603

3,603

3,603
Other Recreational Fees
3,474

3,769

3,867

4,261

4,261

4,261
 
65,596

71,531

73,509

81,423

81,423

81,423
Townsite Management
 
 
 
 
 
 
Municipal Service Fees
2,676

2,676

2,676

2,676

2,676

2,676
 
2,676

2,676

2,676

2,676

2,676

2,676
Other Revenue
 
 
 
 
 
 
Real Property and Business Fees
17,614

17,614

17,614

17,614

17,614

17,614
Miscellaneous
8,352

7,352

9,352

8,352

8,352

8,352
 
25,966

24,966

26,966

25,966

25,966

25,966
Total Respendable Revenues
95,000

100,000

104,000

111,000

111,000

111,000

Table 7: National Pricing Strategy – Fee Proposals

Name of Fee Activity Fee Type Fee Setting Authority1 Reason for Fee Introduction or Amendment Effective date of planned change to take effect Completed/Planned Consultation & Review Process

National Park and National Historic Site
Entry Fees – Approved

Riding Mountain (Daily Adult) e.g. $6.00 to $8.00

Service Parks Canada Agency Act Rebuild or replace deteriorated visitor facilities using new revenues from fee increases. 2006/07, 2007/08, 2008/09

Four year fee strategy was approved in June 2005.

Prior to being approved, this strategy was subject to consultations carried out between November 2003 and February 2004 and was tabled in Parliament as required by the User Fees Act.

The fee increases approved for 2005/06 have been implemented. Remaining increases will be implemented in 2006/07, 2007/08 and 2008/09.

National Park Camping
Fees – Approved

Front Country Camping
e.g. $23.00 to $26.00

Service Parks Canada Agency Act As above 2007/08, 2008/09

Historic Canal Lockage
Fees – Amending

One Day Lockage
e.g. $1.55 to $1.70
(per foot of boat length)

Service Parks Canada Agency Act As above 2006/07, 2008/09

National Park and National Historic Site
Recreation Fees – Amending

Cross Country Skiing
e.g. $6.00 to $8.00
(Daily Adult)

Service Parks Canada Agency Act As above 2006/07, 2007/08, 2008/09

Fishing License Fees – Amending

Seasonal
e.g. $25.00 to $35.00

Rights and Privileges Parks Canada Agency Act To earn a fair return for the use of publicly owned resources and use the associated revenue to rebuild visitor facilities. 2006/07, 2007/08, 2008/09

Hot Pool Fees – Proposed

Radium Hot Springs
e.g. $7.00 to $8.50
(Daily Adult)

Service Parks Canada Agency Act Maintain current level of service using new revenues from fee increases 2007/08, 2008/09, 2009/10, 2010/11 Consultations on a four year fee were completed in the fall of 2005. A focused three-pronged approach was used: meetings with commercial group tour operators at travel trade shows; focus group sessions with frequent users of the three facilities and letters to elected officials. Pursuant to the User Fees Act, this proposal will be tabled in Parliament prior to being submitted for approval.

Business Licenses – Proposed

Restaurant
e.g. $100 to $200 per year

Rights and Privileges Parks Canada Agency Act To earn a fair return for the commercial use of publicly owned resources 2008/09

Parks Canada consulted on a business license fees proposal with business operators, business associations, chambers of commerce, elected officials, provincial parks and tourism ministries, national tourism organizations, park stakeholder groups and Canadians generally in July and August 2005.

Pursuant to the User Fees Act, this proposal will be tabled in Parliament prior to being submitted for approval.

* According to Sections 23 and 24 of the Parks Canada Agency Act, the Minister sets all fees and charges for rights and privileges

Table 8: Planned Major Capital Projects – Background

Part 1
Strategies and Priorities

Addressing the deteriorated state of the assets is a major component of the Agency's strategic agenda. Parks Canada will revitalize its asset base through significantly increasing asset spending and improving management frameworks, while adopting state of the art environmental leadership initiatives.

Context

As one of the major custodians in the Government of Canada, Parks Canada's holdings in real property fixed assets are diverse and extensive (numbering approximately 18,000 with an estimated replacement value of $7.1B).

The variety of fixed assets included in the Agency's inventory is unmatched. Holdings range from modern digitally controlled buildings to fortifications to dams and weirs constructed in 1832, to highways and bridges that cut through the Rockies. Also included are assets such as wildlife overpasses, underpasses, fencing and jumpouts designed specifically to support ecological integrity and ecosystem protection objectives. Parks Canada's assets are found, literally, from sea to sea to sea, in every type of environment this country offers. The sound management of such a varied inventory requires a diverse range of skills and resources beyond those required by other custodians.

Parks Canada's assets are divided into four groups that present unique management challenges. Cultural or historic assets are core to Parks Canada's mandate; visitor assets are required to enable the visitor experience; assets administered on behalf of the Government of Canada are Parks Canada's responsibility, solely by virtue of their location; and, supporting assets support service delivery of Parks Canada's programs and services.

Cultural Resources (23% of total asset portfolio) Cultural or historic assets are core to Parks Canada's mandate. While found primarily within Conserve Heritage Resources (PA 2), significant cultural assets are also located within Promote Public Appreciation and Understanding (PA 3), Enhance Visitor Experience (PA 4), and in Corporate Services (PA 7/8).

Cultural resources, found in 153 Parks Canada administered national historic sites and 42 national parks, include historic and archaeological resources that are nationally significant and have historic value. Cultural resources are irreplaceable and require a close level of management expertise, distinct from that required for contemporary assets. As noted by the Auditor General in her November 2003 Report, the consequence of not making timely capital interventions is the permanent loss of Canada's heritage fabric.

Cultural assets are identified as being either level 1 or level 2. Level 1 indicates that the asset is of national significance, the highest designation, while level 2 means that the asset has historical value. The majority (85%) of cultural assets are classified as level 1. The average year of construction varies among the categories: 1902 for buildings; 1879 for marine works; and 1844 for fortifications.

Visitor Facilities (44 % of total asset portfolio) Visitor facilities are associated with Program Activities 3 and 4 – Public Appreciation and Understanding and Enhance Visitor Experience. Engaging Canadians and providing visitors with memorable experiences are Parks Canada's priorities. Visitor facilities provide opportunities for Canadians to access, learn about and experience their natural and cultural heritage. They are the mainstay of Parks Canada's $100 million revenue program and among the principal assets of Canada's tourism industry, contributing $1.2 billion to Canada's Gross Domestic Product and the equivalent of 38,000 full-time jobs. Visitor facilities include reception and interpretive centres, trails, campgrounds and day-use areas. They also include related assets such as access roads, parking lots, and water and wastewater systems.

Assets administered on behalf of the Government of Canada (26 % of total asset portfolio) Assets administered on behalf of the Government of Canada are associated with Program Activities 5 and 6 – Townsites and Throughways. They include highways, contemporary bridges and dams on historic canals, and municipal structures in national park townsites. Parks Canada is responsible for approximately 800 km of highways and 97 bridges, which form part of the Trans-Canada Highway and sections of various provincial highways. Parks Canada is also responsible for: waterway management infrastructure, including over 200 dams controlling water levels and 89 bridges; municipal infrastructure including roads and bridges; and water and wastewater treatment systems within national park townsites.

Supporting assets (7 % of total asset portfolio) Supporting assets are associated with Program Activities 7/8 – Corporate Services. While not always visible, they are necessary to support the delivery of Parks Canada's various programs. They include assets such as maintenance compounds, administration centres and fleet.

Parks Canada's fleet is comprised of approximately 1,300 light vehicles, 400 pieces of heavy equipment and 1,000 pieces of off-road and marine equipment. Parks Canada is continuously renewing its wide range of motorized inventory that includes high-speed snow ploughs, to trucks and cars, to snowmobiles and ATVs. The Agency considers green options in every investment decision and has been successful in taking advantage of subsidies offered by other government agencies in greening its fleet.

Capital Asset Management Strategy

To address the risks associated with the deteriorated asset base, Parks Canada will significantly increase asset spending, and improve management frameworks as well as asset information.

Combining existing budgets with the forecast funding generated from Parks Canada's User Fee Strategy and the $209 million over five years and $75 million ongoing announced in Budget Plan 2005, Parks Canada will spend $512.7 million over the next five years towards resolving the recapitalization shortfall.

The principles associated with realizing mandate, stewardship, safety and environmental leadership objectives, and the achievement of financial sustainability, guide the development of proposed projects and funding allocations. Additionally, the benefits of increased spending will be maximized through seeking to incorporate state of the art environmental leadership initiatives in projects.

Emerging issues will change the relative priority of individual projects. Parks Canada manages its capital program, allowing for adjustments and ensuring that the highest priority projects are funded. Parks Canada's capital planning process articulates the planning cycle and the project approval authorities and process. Linked to the Program Activity Architecture, the process enables Parks Canada to plan and report on asset investments in full support of program objectives and ensures appropriate mechanisms for the monitoring, adjustment and oversight of the capital program.

To effectively manage the increased capital program and to fully assume its asset custodial obligations, Parks Canada is incrementally increasing its asset management capacity. This will include capacity building for risk management and strategic asset management through the development of policies, maintenance standards and guidelines, and the refinement of investment priorities to better achieve outcomes. Furthermore, Parks Canada will increase its capacity to deliver projects and to manage the day-to-day operations of its complex asset base as well as ratifying a service level agreement with Public Works and Government Services Canada.

Parks Canada has developed and is now implementing an asset management system that will provide access to reliable asset information to support strategic decision making, compliance with legal and due diligence obligations. The information will improve the understanding of the role assets play in the delivery of programs as well as facilitate oversight of asset management activities.

Table 8: Details on Project Spending (in millions of dollars)

Part 2

 
Current
Estimated
Total Cost

Forecast
Spending
to 31-Mar-06

Planned
Spending
2006-07

Planned
Spending
2007-08

Planned
Spending
2008-09

Future
Years
Spending
Establish Heritage Places
Ontario
Bruce Peninsula NP – Land Acquisition
13.5

8.1

0.3

0.3

0.3

4.5
Conserve Heritage Resources
Quebec
Quebec City – Dufferin Terrace Stabilization & Major Repairs
11.6

2.1

3.1

2.8

0.6

3.0
Manitoba
Prince of Wales – Wall Conservation
3.1

1.2

0.5

0.5

0.5

0.4
Ontario
Ontario East – Fort Henry NHS Major Repairs
10.0

7.0

3.0



Promote Public Appreciation & Understanding
Quebec
Quebec City – Old Port of Quebec Interpretation Centre enhancements
24.0

1.0

5.9

14.7

2.4

Enhance Visitor Experiences
Alberta
Banff NP – Rocky Mountain House Redevelopment
3.7

0.9

2.4

0.4


Banff NP – Tunnel Mountain Water & Sewer Recap.
3.9

0.7


1.0

1.0

1.2
Kootenay NP – Sinclair Canyon Utilities replace electrical distribution system
4.4

0.1

1.0

0.4

1.0

1.9
British Columbia
Gwaii Haanas NP – Haida Heritage Center
4.5

2.8

1.7



Ontario
Bruce Peninsula NP – New Visitor Center
7.3

6.3

1.0



Newfoundland
Newfoundland East – Signal Hill Visitor Centre Recapitalization
2.2

1.5

0.7



Throughway Management
Alberta
Banff NP – Trans Canada Highway Twinning
57.5

13.0

25.0

12.0

7.5

WAMSC – Waterton Lakes Belly River Bridge
2.7

0.0

0.2

2.5


Ontario
Central Ontario – Trent Severn Dam Lock 37 Urgent Recapitalization and Repairs
5.0

0.8

4.2



Total Major Capital (>2M)
 

45.5

49.0

34.6

13.3

11.0
Total Minor Capital (>2M)
 

30.7

46.4

68.5

100.8

123.1
Total Program Spending
 

76.2

95.4

103.1

114.1

134.1

Table 9: Details on Transfer Payments Programs (in thousands of dollars)

Name of Transfer Payment Program: Contribution in support of the Commercial Heritage Properties Incentive Fund
Start Date: 2003-2004 End Date: 2006-2007 Total Funding: $26.4 million
Purpose of Transfer Payment Program: Engage a broad range of businesses in the task of preserving Canada's heritage properties

Objective(s), expected result(s) and outcomes:

Expected results: Participation of private sector partners (taxable Canadian corporations) in preserving Canada's heritage through rehabilitation of historic properties for commercial or rental use.

Expected outcomes: Better preservation and protection of Canada's historic places and greater public and private sector awareness of the importance of conservation and of the significance of Canada's historic places.

Ensuring that more historic properties are “given a function in the life of communities”through use for commercial or rental purposes.

Name of Transfer Payment Program: Historic Places Initiative Class Contribution Program
Start Date: 2002-2003 End Date: Ongoing Total Funding:
Purpose of Transfer Payment Program: To provide direct support for provinces and territories to participate in the development of the Canadian Register of Historic Places and the Standards and Guidelines for the Conservation of Historic Places in Canada, and to engage municipalities, stakeholders and the general public in the conservation of historic places.

Objective(s), expected result(s) and outcomes:

Expected results: Ongoing population and maintenance of a Canadian Register of Historic Places; refinement and dissemination of national Standards and Guidelines for the Conservation of Historic Places; partnership between Parks Canada and provincial and territorial authorities to identify, preserve and protect Canada's historic places; and creation of the basis for further initiatives to encourage preservation and protection of Canada's historic places.

Expected outcomes: Better preservation and protection of Canada's historic places; and greater public awareness of the importance of conservation and of the significance of Canada's historic places.

 
Forecast Spending
2005-2006

Planned Spending
2006-2007

Planned Spending
2007-2008

Planned Spending
2008-2009
Conserve Heritage Resources
 
 
 
 
Contributions – CHPIF*
3,540

6,298

3,805

1,018
Contributions – HPI
9,000

8,000

5,000

5,000
Total Transfer Payment Programs
12,540

14,298

8,805

6,018

* Cash flow reflects PCA's reference levels

Table 10: New Parks and Historic Sites Account – Source and Use of Funds ($ thousands)

   
Forecast
2005-06

2006-07

2007-08

2008-09

2009-10

2010-11
Source of Funds  
 
 
 
 
 
 
from Payment Vote 35  
1,800

3,000

3,000

3,000

3,000

3,000
from Sale of Land and Buildings  
995

500

500

500

500

500
from General Donations  
4

0

0

0

0

0
from Carryforward of Previous Years  
17,262

14,231

6,231

1,231

0

0
  Total
20,060

17,731

9,731

4,731

3,500

3,500
Use of Funds  
 
 
 
 
 
 
for Capital Projects  
5,829

10,500

6,500

2,731

1,500

1,500
for Cost Sharing Contributions  
0

1,000

2,000

2,000

2,000

2,000
  Total
5,829

11,500

8,500

4,731

3,500

3,500

Table 11: Parks Canada Planned Audits and Evaluations 2006-2007

  Project Type Description
INTERNAL AUDIT Audit and Evaluation Follow Ups Follow Up Follow up on progress in implementing management responses to Audits and Evaluations within one year of approval of the complete report by the Audit and Evaluation Committee.
Financial and Administrative Management (Southwest NWT, Cape Breton, Northern New Brunswick, Sasketchewan Sud, Mingan, Gwaii Haanas, Gaspésie, Western Québec ) Assurance Parks Canada is organized into 32 field units, four service centres and national office consisting of 6 branches. Audits related to contracting, travel claims, accounts payable, revenue, inventory, and financial coding are done in a sample of these units each year with a view to covering all the units at least once over several years. Failure to comply with government and Agency policy can lead to theft, fraud, misuse or inefficient use of public funds along with the associated risks of loss of reputation and negative media coverage.
Asset Management System Framework Development of an audit framework for the asset management system (i.e. a description of the system, risks, and future audit work). Due to resource constraints, this project was not completed last year as intended.
Internal Audit Tool Framework Development of audit tools to provide better support and more uniformity in audit processes. Handbooks, policies and guidelines are some of the mandatory tools to ensure a good framework. New audit programs also need to be developed to increase the extent of our financial and administrative audits.
Staffing Assurance PCA, as an independent employer, developed its own staffing policies based on the Agency Code of Ethics. The system tailored to PCA organizational needs gives management flexibility when selecting, appointing and developing employees. The audit objective is to ensure that staffing decisions are made in respect of the policies.
EVALUATION Evaluation of Species at Risk Programs Framework A formative Evaluation of Species at Risk Programs is required by TBS as part of the funding condition. The evaluation is a inter-departmental project (PCA, DOE and DFO) led by Environment Canada. The evaluation will assess SARA programs'progress in the last two years and their likelihood to achieve their desired outcomes. Overall, federal funding for SARA Programs is $228M for the period 2003/04-2007/08 of which $37M is allocated to the PCA.
Formative Evaluation of CHPIF Evaluation This formative evaluation of Commercial Heritage Properties Incentive Fund (CHPIF) started in 2005-2006 and will be completed by June 2006.
Capital Programs Evaluation The assessment will cover how the new money is prioritized and how well the program is delivered.
Performance and Evaluation Framework for Learning Strategy Framework Parks Canada is currently developing a learning strategy to provide overall direction for learning activities including the role of performance appraisals, learning plans, professional technical learning, common corporate skills, and managerial skills. Future evaluations would cover the commitment to evaluate the Agency's employee orientation program outlined in the Evaluation and Results Framework for Ecological Integrity Training (2002)
PERFORMANCE DPR Coordination of report Coordinate input and write Departmental Performance Report with emphasis on aiding managers to develop systems to report on key aspects of Agency's performance.
Performance Framework for Service Centers Advice Identification of key results and supporting measurement systems and processes for service centres.

Table 12: Sustainable Development Strategy

Parks Canada's strategic outcome is 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 the ecological and commemorative integrity of these places for the present and future generations.”The Agency sees this strategic outcome aligning very closely with the Government of Canada's Sustainable Development Strategy vision and the goals of sustainable development.

The Government of Canada's vision includes:

  • Commitments to a sustainable Canada that unifies environmental, social and economic values, linking today's decisions to tomorrow's consequences;
  • Stewardship of our natural environmental heritage;
  • Development decisions shaped by a sustainable development knowledge base that informs public debate and ensures integrated decision-making;
  • Working in partnership with all levels of government, Aboriginal organizations, communities and others.

Parks Canada Planned Actions to Support Sustainable Development

The actions in the Parks Canada Sustainable Development Strategy 2004 – 2007 (http://www.pc.gc.ca/docs/pc/strat/sdd-sds/index-eng.asp) supporting Government SDS priorities include commitments to:

  • Expand the systems of national parks and national marine conservation areas of Canada;
  • Designate new national historic sites of Canada;
  • Maintain or restore the ecological integrity of national parks and the sustainability of national marine conservation areas;
  • Manage human use impacts;
  • Manage Townsite communities located within national park boundaries according to environmental sustainability, guided by the principles of no net negative environmental impact;
  • Reduce the annual output of greenhouse gas emissions; and
  • Engage Canadians so that they feel a strong connection to protected heritage areas.

Progress made to date

Parks Canada has signed two agreements that will result in the creation of a new national park reserve in the Torngat Mountains of Labrador, and has also signed an agreement to expand the Tuktuk Nogait National Park of Canada in the Northwest Territories. The St-Lawrence Islands National Park of Canada will essentially double in size through negotiation efforts of the Nature Conservancy of Canada, strengthening the protection of some very ecologically significant land. An agreement-in-principle has been signed toward the eventual establishment of a national marine conservation area over the waters of western Lake Superior.

In 2004/05, the Minister made six designations of places, persons and events of national historical significance, three of which related to strategic priorities of the National Historic Sites System Plan. The Minister will consider a number of additional recommendations put forward by the Historic Sites and Monuments Board of Canada in the 2005/06 period. In addition, over 20 commemorative plaques have been placed since 2004.

To address ecological integrity and the sustainability of national marine conservation areas, Parks Canada helped secure additional funding through Budget 2005, that when added to funding in Budget 2003, provides $135 million over five years and then a total of $40 million ongoing. These funds are allowing Parks Canada to more fully respond to the four themes of Scientific knowledge and better understanding of ecological integrity, Active management and restoration, Regional and Aboriginal partnerships; and Informing, involving and influencing Canadians. Work will be done at all national parks with this funding to go beyond what was originally an effort focused on higher priority projects.

Progress on reducing greenhouse gas emissions is continuing and has included the purchase of hybrid and alternative-fuel vehicles through the Natural Resource Canada Federal Vehicle Initiative. An Agency directive has recently been issued to improve the environmental performance of the Parks Canada fleet, and several energy efficiency and renewable energy projects are currently being implemented.

In 2005, Parks Canada announced the creation of the External Relations and Visitor Experience Directorate to give greater focus to fostering awareness and support among Canadians for Canada's special heritage places, but will also direct efforts at building a culture of conservation. Parks Canada recognizes that support among Canadians is needed to achieve the Agency's goals, which are also goals of the Government of Canada's sustainable development vision.

Efforts to green Parks Canada operations

Parks Canada capital investment principles, approved in 2005, direct that investments should reduce any existing negative environmental impact and, in the case of contemporary assets, wherever possible, reduce the existing footprint. These same principles state that capital investments should exhibit cultural and environmental leadership, follow green design and operating principles, and use sustainable and environmentally sound energy sources within appropriate and affordable standards.

Parks Canada is continuously renewing its wide range of motorized inventory that includes high-speed snow ploughs, to trucks and cars, to snowmobiles and ATVs. The Agency considers green options in every investment decision and has been successful in taking advantage of subsidies offered by other government agencies in greening its fleet.

Parks Canada will seek opportunities to work with the private sector on initiatives that green park and site facilities and programs. For example, opportunities exist to purchase electric power generated by clean methods that reduces the demand for power generated through the burning of fossil fuels.