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Section II: Program Activities and Planned Results

Program Activity 1: Establish Heritage Places

Planned Spending ($ thousands) and Full-Time Equivalents (FTE)

Establish Heritage Places	Forecast Spending	Planned Spending
	2005-2006*	2006-2007	2007-2008	2008-2009	2009-2010	2010-2011
Capital	1,000	1,000	1,000	1,000	1,000	1,000
Salary**	8,016	7,868	7,900	7,809	7,809	7,809
Other Operating	10,476	14,281	14,237	14,025	14,025	14,025
Sub Total	19,492	23,149	23,137	22,834	22,834	22,834
FTE	124	126	126	126	126	126
Allocation of Corporate Services	2,746	3,136	2,818	2,828	2,848	2,848
Total (including Corporate Services)	22,238	26,285	25,955	25,662	25,682	25,682
FTE (including Corporate Services)	148	150	150	150	150	150

* Reflects the best forecast of total net planned spending to the end of the fiscal year.
** Salary totals include Employee Benefit Plans

Description

This program activity covers systems planning, and establishing national parks, national marine negotiating with stakeholders for inclusion in the conservation areas, and national historic sites of national systems, obtaining ministerial approval, Canada, as well as other heritage places.

Planned Results and Performance Expectations

1. ESTABLISH HERITAGE PLACES
Planned Result	Performance Expectation
1. Create national parks and national marine conservation areas in unrepresented regions.	1. Increase the number of represented terrestrial regions from 25 in March 2003 to 34 of 39 by March 2008, and increase the number of represented marine regions from two in March 2003 to eight of 29 by March 2008.
2. Complete or expand some existing parks.	2. Expand three national parks by March 2008 and increase the targeted land holdings in three unfinished national parks.
3. Designate and commemorate places, persons and events of national historic significance, particularly in under-represented priority areas.	3. Designate, on average, 24 new place persons and events per year, of which, on average, 33% relate to at least one of the strategic priorities (i.e., Aboriginal people, ethnocultural communities and women) 4. On average, 30 commemorative plaques placed annually.
4. Designate other heritage places (e.g., Historic Places Initiative, programs related to Federal Heritage Buildings, Heritage Rivers, Railway Stations, Prime Minister Grave Sites, World Heritage Sites, Man and Biosphere).	5. List 10,000 designated historic places on the Canadian Register of Historic Places by March 2009, and 17,500 by 2014. 6. Designate in partnership with others, historic places (Federal Heritage Buildings, Heritage Rivers, Heritage Railway Stations, Prime Minister Grave Sites), nominate World Heritage Sites, and support nomination of Man and Biosphere Reserves, as opportunity permits.

Strategies to Achieve Planned Results

Planned Result 1: Create National Parks and National Marine Conservation Areas in Unrepresented Regions

National Parks and National Marine Conservation Areas Systems

The plans to achieve the results and performance expectations are guided by systems plans. Since the early 1970s, the National Parks System Plan (http://www.pc.gc.ca/docs/v-g/nation/nation1-eng.asp) has guided new park establishment. The plan divides Canada into 39 distinct natural regions, based on its physiographic and forest characteristics, and sets a goal of representing each natural region in the national parks system. Completing the system will mean that at least one national park protects a representative example of all 39 natural regions, thereby allowing Canadians the opportunity to understand and appreciate the diversity of the Canadian landscape. Currently, 28 of the 39 natural regions are represented, making the system just over 70% complete. See Figure 5 – The System of National Parks of Canada.

A system plan for national marine conservation areas (NMCAs), entitled Sea to Sea to Sea (www.pc.gc.ca – Library), divides Canada's Atlantic, Arctic, and Pacific oceans, together with the Great Lakes, into 29 marine regions based on oceanographic and biological characteristics. The long-term goal is to protect and conserve, for all time, a representative sample of each of the 29 marine regions. The objective of an NMCA is to protect and conserve a marine area representative of its marine region for the benefit, education and enjoyment of the people of Canada and the world. The 2002 Canada National Marine Conservation Areas Act sets out a framework for the establishment and management of the system. See Figure 6 – The System of National Marine Conservation Areas of Canada.

Federal Action Plan (2002) to Establish National Parks and National Marine Conservation Areas

Parks Canada continues to work closely with Aboriginal people and partners to meet the 2002 Federal Action Plan to establish ten new national parks and five new national marine conservation areas, and to expand three existing national parks, by March 2008. These partners include other governments, local communities, federal departments and the public.

Progress on the various park and NMCA proposals is guided and influenced by policy, the terms of Memoranda of Understanding with provincial governments or First Nations that govern the establishment process, or terms of reference for feasibility studies of individual proposals. Building long-term relationships with Aboriginal people is key to each project's success, as is engaging local communities, stakeholders and the general public.

Budget Plan 2003, provided $144 million over five years to move forward on the government's commitments, and ongoing funding of $29 million per year thereafter to operate the new national parks and NMCAs created. This funding has enabled significant progress to be made across the country. Park agreements have been signed to allow for the establishment and operation of three new national parks or park reserves – Ukkusiksalik, Gulf Islands and Torngat Mountains – and for an expansion to Tuktut Nogait National Park of Canada, within the Sahtu settlement area.

With the existing approved funding, negotiations to create or expand up to five new national parks and two NMCAs, and to expand two parks will proceed. Parks Canada will be able to continue with feasibility studies for the remainder of the Action Plan, however completion will not be achieved without additional funding.

The agreements reached for Ukkusiksalik, Gulf Islands and Torngat Mountains are the culmination of relationships developed with various partners, which will carry on in planning, managing and legally protecting the parks. Steps are being taken to put in place mechanisms for managing collaboratively with First Nations or Inuit partners.

The Action Plan commits to the establishment of five new national marine conservation areas. There are currently only two NMCAs. The creation of an NMCA reserve adjacent to Gwaii Haanas National Park Reserve and Haida Heritage Site will represent two marine natural regions with the result that, once the 2002 Action Plan is completed, eight marine natural regions will be represented.

Establishment Process – Systems Planning

Five main steps are normally followed in the process that leads to the establishment of a national park or NMCA. They are the foundation of systems planning, which guides new park and NMCA establishment. These are:

1. Identify areas representative of a natural region or marine region
2. Select a national park or NMCA potential area
3. Assess potential park or NMCA feasibility, including consultations
4. Negotiate new park or NMCA agreement(s)
5. Formally establish the national park or NMCA (reserve) in legislation^*

* For NMCAs, an Interim Management plan is required before formal legislation.

Plans to Create National Parks

The creation of national parks is a complex process, in which various interests must be understood and reconciled to reach consensus. In fact, moving forward on each proposal to create a new national park is very much dependent on gaining the support of partners involved, often a time-consuming and challenging process.

For example, the first land withdrawal to protect lands in the East Arm of Great Slave Lake area (NWT) was put in place in 1970. The proposal to establish a national park in this area is now moving forward, as the local First Nations Peoples support consideration of a possible national park as part of a broader protection initiative. Parks Canada is assisting them to engage in the process through contribution agreements.

The signing of a park agreement and land transfer to the federal government enables a park to become operational under the provisions of the agreement. The final step of the park establishment process is to formally protect the national park or park reserve under the Canada National Parks Act. For example, on October 1, 2005, Gros Morne was gazetted to become an official national park of Canada. On December 1, 2005, the Labrador Inuit Land Claims Agreement came into force, which also formally established the Torngat Mountains National Park Reserve under the act. Over the five-year timeframe of this corporate plan, four other national parks and one national park reserve will be proclaimed: Pukaskwa, Bruce Pensinsula, Wapusk and Ukkusiksalik National Parks of Canada, and Gulf Islands National Park Reserve of Canada.

Going forward, Parks Canada will work with its partners on planning for proposed national parks in the following eight natural regions, to fulfill the associated Action Plan objective and performance expectation. Progress is mapped according to the five steps of the establishment process outlined above.

Figure 8. Unrepresented natural regions, the pace of progress and actions to be undertaken in the future.

Figure 8: Unrepresented terrestrial regions, status and planned actions

Unrepresented regions	Status	Longer-term actions to be undertaken
Region 3: Interior Dry Plateau South Okanagan–Lower Similkameen	Step 3: Feasibility study The feasibility study launched in 2004 will continue, with the goal being to complete it by the end of 2007.	During 2006/07, a preferred park boundary option will be developed with the province and presented to First Nations, stakeholders and the public in a third round of consultations. Technical studies will be completed and a final report to the steering committee prepared.
Region 7: Northern Interior Mountains and Plateau–Wolf Lake	Steps 2 and 3: Potential park area selection/Feasibility study Parks Canada has been interested in and discussed the Wolf Lake area in southern Yukon with the local community. The Government of Yukon has indicated its lack of support for the Wolf Lake area.	In 2006/07, either the Wolf Lake area will be re-confirmed as a potential park area or an alternative will be selected. Once a site has been confirmed, a feasibility study will be launched. Further discussions and studies will be required.
Region 14: Manitoba Lowlands Manitoba Lowlands	Step 4: Consultations and negotiations The final round of consultations called for under a March 2004 Memorandum of Understanding between the Government of Canada and that of Manitoba has not been completed, as Parks Canada and Manitoba continue to seek approaches to satisfy concerns raised by some communities.	With the support of the Government of Manitoba, Parks Canada will continue work to implement the terms of the 2004 MOU, by concluding a final round of public and community consultations and negotiating a park establishment agreement
Region 17: Northwest Boreal Uplands East Arm of Great Slave Lake	Steps 3 and 4: Feasibility study Negotiations The community of Lutsel K'e has indicated support for moving forward on a major protected area proposal. The relationship between the park proposal and the Akaitcho/Treaty 8 negotiations needs to be determined and then negotiations need to commence. Discussions with the Northwest Territory Métis Nation began late in 2005.	Parks Canada will work with the community of Lutsel K'e on assessing boundary options and undertaking consultations, as required. Canada could possibly establish a national park reserve in the interim by reaching agreements with the Lutsel K'e Dene and through the Akaitcho/Treaty 8 Process, at the earliest by 2008.
Region 19b: Great Lakes St. Lawrence Precambrian	Step 2: Potential park area Selection options for the tenth proposal of the Action Plan will be considered and a proposal will be announced in 2006/07.	Parks Canada will have to confirm a site that meets its requirements for representation and ecological integrity, and before undertaking any further work, will need to confirm it with the province.
Region 21: East Coast Boreal Mealy Mountains	Step 3: Feasibility Study The feasibility study will continue. The main issues requiring further consultations and decisions include a boundary proposal, administration of traditional uses, and possible land selection by the Innu Nation through its land claim negotiations.	The feasibility study will focus on specific issues identified during the early rounds of consultations, with the intent being for the steering committee to reach a recommendation on the study's outcome by March 2007. If the feasibility study outcome is positive, then negotiation of a park agreement will begin.
Region 24: Northern Labrador Mountains Torngat Mountains	Step 5: Formal establishment Under the Act bringing into force the Labrador Inuit Land Claim Agreement, the Canada National Parks Act was amended in 2005 to establish the Torngat Mountains National Park Reserve. The "reserve"designation reflects an outstanding land claim by the Nunavik Inuit of Quebec.	An agreement will still be required with the Nunavik Inuit for the national park reserve to move to national park status. Parks Canada's goal is to conclude a Park Impact and Benefit Agreement by 2006/07.
Region 38: Western High Arctic Northern Bathurst Island	Steps 3 and 4: Feasibility study/Negotiations In accordance with the 1993 Nunavut Land Claim Agreement, an Inuit Impact and Benefit Agreement (IIBA) will be required to establish this national park. The IIBA for the establishment of the three Baffin-region national parks could serve as a model. A land withdrawal to provide interim protection remains in place until 2009.	The Government of Canada, the Government of Nunavut, and the Qikiqtani Inuit Association will hold a workshop in 2006 to consider next steps to advance the proposal. This workshop will hopefully open the way to confirming a final boundary for the national park, and open negotiations to establish the national park.

Plans to Create National Marine Conservation Areas

The Government of Canada has responded to a rising sense of public urgency to protect and conserve marine environments with its 2005 announcement of the Federal Marine Protected Areas Strategy – a commitment under Canada's Oceans Action Plan – to provide a coordinated approach to creating a network of federal marine protected areas. This network will include Parks Canada's national marine conservation areas program, as well as other federal marine protected areas.

National marine conservation areas are managed to protect and conserve representative marine ecosystems while providing for human activities to continue in an ecologically sustainable manner. NMCAs include both the water column and the submerged lands beneath, and can also include adjacent lands, such as islands and coastal areas. Traditional activities in the marine environment, such as fishing, commercial shipping, transportation, recreation and corridors can continue in NMCAs but within an enhanced conservation management regime. Parks Canada works with Fisheries and Oceans Canada and Transport Canada to manage these activities within national marine conservation areas. The exploration for, and extraction of, non-renewable resources are not permitted in NMCAs, and the dumping of wastes and dredging of the seabed are only permissible under permit.

Currently, there are two operational sites representing two of the 29 marine natural regions and covering 1,251 square kilometers, making the system only 7 percent complete. Saguenay–St. Lawrence Marine Park, in Quebec, is managed under its own legislation that includes objectives similar to those of the Canada National Marine Conservation Areas Act. Fathom Five National Marine Park, in Ontario, is managed under a 1987 federal-provincial agreement that provided for the establishment of the marine park. These areas are operated and managed within the NMCA program and follow its policies and guiding principles.

Four NMCA feasibility studies and consultations are underway – Southern Strait of Georgia and Gwaii Haanas proposed NMCA reserves on the Pacific coast; western Lake Superior in the Great Lakes; and the waters surrounding the Îles-de-la-Madeleine in the southern Gulf of St. Lawrence. A fifth proposal will be announced in the near future.

The Agency plans to represent eight of the 29 marine regions by March 2008. However, its current level of funding for the establishment of NMCAs is insufficient to meet this expectation. Parks Canada will continue to work with partners to create the five national marine conservation areas called for by the Action Plan. Progress on the following proposed areas is mapped according to the five-step establishment process outlined on page 30.

Figure 9. Unrepresented marine natural regions, the pace of progress and actions to be undertaken in the future.

Figure 9: Unrepresented marine regions, status and planned actions

Unrepresented regions	Status	Longer-term actions to be undertaken
Pacific Regions 1 & 2: Hecate Strait & Queen Charlotte Shelf Gwaii Haanas	Step 4 and 5: Negotiation/Interim management plan A collaborative process to develop an interim management plan and zoning strategy will be undertaken that will include consultations with partners, stakeholders, and the public. The consultation process will also foster shared understanding of the reserve's management with the Council of the Haida Nation and other federal departments, in particular Fisheries and Oceans Canada.	It is expected that the interim management plan will be completed by 2008. Once it is completed, Parks Canada will present the interim management plan as part of a report to Parliament for the purpose of protecting the area under the Canada National Marine Conservation Areas Act.
Pacific 5: Strait of Georgia– Southern Strait of Georgia	Step 3: Feasibility study The feasibility study, including consultations with First Nations Peoples, the public and stakeholders, is continuing.	In 2006/07, a second round of consultations will focus on responses to issues identified in the 2005 consultations, and the development of a vision, goals and objectives for the proposed NMCA reserve. Following these consultations, preliminary concepts of what an NMCA could be like, including boundary options and zoning, will be presented for feedback. The goal is to submit a feasibility report with recommendations to governments by mid-2007.
Great Lakes 1: Lake Superior – Western Lake Superior	Step 4: Negotiations Issues to be resolved include reaching understandings with First Nations Peoples related to their involvement in planning and management, and negotiation of a final establishment agreement that expands on commitments in the agreement in principle. The November 2005 Agreement-in-principle between Canada and Ontario provides direction on the items to be negotiated as part of the final NMCA establishment agreement.	Development of an interim management plan, with consultations, and creation of an interim management board, will be among the next steps. Parks Canada and the Government of Ontario will work to negotiate a final NMCA establishment agreement. The contents of this agreement, along with understandings reached with First Nations Peoples, will determine the final content of the interim management plan.
Atlantic 6: Magdalen Shallows Iles de la Madeleine	Step 3: Feasibility study The feasibility study, announced in March 2004, will continue in 2006/07.	Through consultations, Island residents, stakeholders, and First Nations Peoples will be involved in the development of draft NMCA concepts.
NMCA Site 5:	Step 2: Select potential area for an NMCA In late 2005, several possible sites that had been confirmed through previous field studies as representative marine areas, were assessed and recommendations were made.	Once the required level of political support from the relevant provincial or territorial government is in place, a feasibility study will likely be launched in 2006/07 for the agreed-upon candidate site.

Planned Result 2: Complete or Expand Some Existing National Parks

National Park Completion and Expansion

Acquiring additional land either inside an area identified in a federal-provincial national establishment agreement for an existing national park (completion) or outside current park boundaries (expansion) can serve to both improve the representation of a natural region and enhance the ecological integrity of a national park. Parks Canada plans to complete three existing national parks on a willing seller-willing buyer basis and to expand three other existing national parks by March 2008, as part of the 2002 Action Plan.

Plans to Complete Selected Parks

Parks Canada is involved in an ongoing process of completing three existing national parks, through land acquisition, in accordance with the terms of their establishment agreements that provide for specified lands to be purchased on a willing seller basis. Two of these parks have agreed-upon boundaries (Bruce Peninsula National Park of Canada, in Ontario, and Grasslands National Park of Canada, in Saskatchewan), and the third, Gulf Islands National Park Reserve of Canada, has an agreed-upon process for land acquisition. Land acquisition in these parks has been proceeding for some years, and many more years will be required to complete these parks. (See Figure 5. The System of National Parks of Canada).

Plans to Expand Selected Parks

The Action Plan identified three existing national parks that require the addition of adjacent lands through park expansion. Parks Canada works with other governments, Aboriginal organizations and stakeholders to identify appropriate boundaries, consult on the proposed expansion area in a manner similar to that for a feasibility study, and reach agreement on protecting the expansion area under the CNPA. For example, in 2005, the Minister of the Environment signed an Impact and Benefit Plan with the Deline Land Corporation allowing for the addition to Tuktut Nogait National Park of Canada of 1841 square kilometers of land within the Sahtu Settlement Area. Similarly, in the lower part of the Nahanni watershed, Parks Canada and the Dehcho First Nations have a Memorandum of Understanding in place to guide planning for park expansion. Most of the lands of high conservation value have been withdrawn from disposition as part of the Dehcho Process.

The process involved in identifying new boundaries and seeking public support for them is similar to that followed during new park feasibility studies. Establishing new national parks with ecologically sound boundaries is the most effective way of ensuring that their ecological integrity will persist over time. Likewise, parks that lack regional representation and ecological integrity require an analytical process to identify boundary expansions that will make them more representative and ecologically sound.

Boundaries that meet Parks Canada's core objectives for representation, ecological integrity, public understanding and visitor enjoyment are a high priority. This involves developing a statement of Parks Canada's goals and objectives for the proposed national park or expansion and identifying a set of measurable conservation, education and visitor experiences targets for each objective. Through analysis of the conservation targets, using a geographic information system (GIS), the ideal size and configuration of a proposed park or addition can be approximated. The conservation targets are also a baseline for assessing any proposed boundary modification that may be brought forward.

Parks Canada and the Nature Conservancy of Canada (NCC) are partners in an agreement to work collaboratively with a focus on national parks where ecological integrity is under severe threat, and where the acquisition of certain lands would greatly improve the situation. Following the necessary consultations with local residents, other levels of government, and Aboriginal peoples, lands may be added to existing national parks or be otherwise conserved by the NCC or others. The priority list includes Point Pelee, Georgian Bay Islands, Bruce Peninsula, Prince Edward Island, Grasslands and Riding Mountain National Parks of Canada. The NCC may also assist Parks Canada to achieve its completion targets for Gulf Islands National Park Reserve of Canada, as part of its priority list. Under this agreement, approximately 10 square kilometers of lands was recently transferred to Parks Canada from the St. Lawrence Parks Commission, effectively doubling the size of the St Lawrence Islands National Park of Canada.

Conclusion (Planned Results 1 and 2)

Establishing national parks and national marine areas, as well as park completion and expansion, are fundamental activities to ensure that Canadians can enjoy and benefit from representative examples of Canada's diverse ecosystems now and in the future. The challenges to completing the national parks and NMCAs systems are substantial. Parks Canada will continue to work in partnership with others to achieve these planned results.

Figure 10: Progress on proposals to expand three existing national parks

Nahanni National Park Reserve of Canada, Northwest Territories: Region 8 – Mackenzie Mountains A mineral and energy resource assessment is in progress and due to be completed in 2006. Natural and cultural resource research to support boundary decisions is underway. Issues that could hinder timely progress may include high mineral potential and the acquisition of third party interests. 1) In the lower watershed, Parks Canada, in partnership with the Dehcho First Nations, will assess the outcomes of this research and identify boundary options. 2) In the upper Nahanni watershed, consultations with the Sahtu land corporations will focus on developing support for a land withdrawal there and on developing boundary options. An Impact and Benefit Plan will be negotiated under the terms of the Sahtu Final Agreement.

Tuktut Nogait National Park of Canada, Nunavut: Region 15 – Tundra Hills 1) Final steps for the Sahtu Settlement Lands addition to Tuktut Nogait include a Report to Parliament and bringing the lands under the CNPA. The lands are withdrawn for park purposes now. 2) Progress on the proposal to add lands in Nunavut, adjacent to the park's eastern boundary and offering representation of the Arctic coast and the watershed of Bluenose Lake, is likely to be slow. The community, Kugluktuk, has other pressing issues. An Inuit Impact and Benefit Plan must be negotiated.

Waterton Lakes National Park of Canada, Flathead River Valley in British Columbia: Region 5 – Rocky Mountains Canada remains interested in protecting parts of the Flathead River Valley, in southeast British Columbia, that are located adjacent to the existing park. Should the province agree, Canada remains interested in proceeding, and a feasibility study would be launched, including public consultations to examine the possibility of establishing a national park reserve in the Flathead River Valley.

Planned Result 3: Designate and Commemorate Places, Persons and Events of National Historic Significance, Particularly in Underrepresented Priority Areas

The System of National Historic Sites of Canada

Canada's System of National Historic Sites fosters public awareness and appreciation of Canada's past for the benefit, education and enjoyment of this and future generations through opportunities for meaningful visitor experiences. It does so in a manner that respects the significance and irreplaceable legacy represented by commemorations of the places, people and events that shaped Canada's past, and the cultural resources associated with Canada's historic places. It also encourages conservation and presentation of national historic sites owned and managed by third parties.

The National Historic Sites of Canada System Plan (October 2000) presents a long-term strategy to enhance the commemoration of places, persons, and events of national historic significance. (For more details, please see http://www.pc.gc.ca/docs/r/system-reseau/sites-lieux1-eng.asp) The Plan identifies the histories of Aboriginal peoples, ethnocultural communities and women as being insufficiently represented in the system, and establishes these areas as the three strategic priorities for future designations. The implementation of the National Historic Sites of Canada System Plan is the responsibility of several different stakeholders, of which Parks Canada is only one. Others include the public, who make most of the nominations for designation, the Historic Sites and Monuments Board of Canada, which reviews all submissions and recommends the designation of places, persons and events that represent nationally significant aspects of Canadian history, and the Minister of the Environment, who makes the final designations.

As of March 31, 2005, Canada's System of National Historic Sites includes 912 designated sites. Of these, 153 are directly administered by Parks Canada. The system also includes 587 persons of national historic significance and 360 historically significant events.

The number of total designations per year and the number of designations related to Parks Canada's strategic priorities – Aboriginal people, ethnocultural communities and women – were down significantly in 2004/2005 compared to the average over the previous four years. (The target is that, on average, 11 designations per year relate to the history of Aboriginal peoples, ethnocultural communities and women). Parks Canada will continue to strengthen and expand partnerships with diverse communities and national associations to encourage nominations to the Historic Sites and Monuments Board of Canada.

Plans to Designate and Commemorate National Historic Sites

A very rigorous process has been developed to designate places, persons, or events of national historic significance in order to meet Canadians' expectations that all national historic recognitions have deep meaning and significance. Parks Canada is continuing its efforts to ensure that more Canadians are aware of the designation program and know how to initiate and prepare a nomination. This includes a major outreach program to engage ethnocultural communities that features information meetings and user-friendly educational material. Parks Canada is also working with individuals and groups interested in women's history to encourage nominations. The Agency continues to invest in specific consultation projects at the local level, particularly those related to the history of Aboriginal Peoples, in order to enhance the system of National Historic Sites of Canada. (For more information, please visit: http://www.pc.gc.ca/culture/proj/rec/index-eng.asp and http://www.pc.gc.ca/docs/r/system-reseau/sites-lieux1-eng.asp)

The Agency is fully aware of the increased public interest in heritage, whether it is to preserve the particular character of a community, to understand what makes up the Canada of today, or to share Canadian history with the world. Canadians are increasingly involved in decisions, policies and programs connected to the safeguarding of the Canadian identity. Drawing on this growing interest, Parks Canada will continue to provide fora and mobilize stakeholders and resources in order to promote greater awareness from all parts of society of what is at stake, the pressing need to invest in protecting places of national significance and the options available to prevent further losses.

Planned Result 4: Designate Other Heritage Places

Other National Programs

The Historic Places Initiative: The Canadian Register of Historic Places
In June 2001, the Government of Canada allocated $24 million for the Historic Places Initiative (HPI) (www.historicplaces.ca). The HPI is a very significant heritage conservation collaboration that builds on a foundation of programs and policies developed by numerous jurisdictions and heritage organizations in Canada. Its aim is to stop the loss of built heritage and build a culture of heritage conservation. The keystone of the initiative is cooperation among all levels of government across the country.

Established as an element of the HPI, the Canadian Register of Historic Places is managed by Parks Canada to be an easy-to-use reference on historic places in Canada. It is an important Web-based source for planners, policymakers, community organizations, teachers, students and families interested in learning about, and helping preserve, the past. Most jurisdictions have already listed historic places on the Register. For the first time, in one place, Canadians have ready access to information on historic places that are recognized by different jurisdictions throughout Canada.

Parks Canada, through the Directory of Federal Heritage Designations, is responsible for preparing the Register documentation for all national historic sites (912), designated federal heritage buildings (1,335) and heritage railway stations (166). With respect to federal heritage designations to be added on the Canadian Register of Heritage Places, the target is to submit 100% of federal records by March 2008. The target over the next ten years is for all jurisdictions to review the eligibility of all historic places recognized prior to January 1, 2004, and to submit all eligible historic places to the Canadian Register.

The other core programs supported through the HPI include the development of the Standards and Guidelines for the Conservation of Historic Places in Canada, the development of a certification program for projects seeking financial incentives, and the introduction of the Historic Places Class Contribution Program, managed by Parks Canada, to support provincial and territorial participation in the HPI. Work will continue in order to seek approval and funding for the outstanding program elements of HPI: new federal legislation, a program to engage Aboriginal people, a renewed National Historic Sites cost-sharing program, and an improved financial incentive program to engage the private sector.

Other Programs to Designate or Commemorate Heritage Places
Details concerning the rationale and performance of each of the Agency's other programs to designate or commemorate heritage places may be found in the Background for Parks Canada Performance Report at http://www.pc.gc.ca/docs/pc/rpts/rmr-dpr/2005-eng.asp

In each of these programs, Parks Canada must work with a variety of partners and stakeholders to achieve the program objectives. Parks Canada has a limited role in the programs listed below and cannot set definitive performance targets on its own. However, advances have been made in extending the number of commemorated or designated buildings, heritage rivers and biosphere reserves. A brief description of each of the relevant programs follows.

Federal Heritage Buildings Program: Under the Treasury Board Heritage Buildings Policy
http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/realproperty/hbp-eng.asp

All government departments must protect the heritage character of their designated buildings. Parks Canada administers this policy through the Federal Heritage Buildings Review Office, which acts as a secretariat coordinating the evaluation of buildings, submitting recommendations for designation to the Minister of the Environment, providing advice to custodial departments, and maintaining the Register of the Government of Canada Heritage Buildings.

The policy requires that all buildings 40 years or older under government ownership must be evaluated against criteria that measure historical association, architectural significance, and each building's place within its current environment, in order to protect those with significant heritage character. Parks Canada is the custodian of the largest number of federal heritage buildings, administering 38% (505) of the 1,335 designated federal heritage buildings.

Heritage Railway Stations Program: The Heritage Railway Stations Protection Act, proclaimed in 1990, affirms the federal government's commitment to safeguard the historical character of heritage railway stations under the ownership of federally regulated railway companies. The Historic Sites and Monuments Board of Canada Secretariat administers this Act, provides advice and recommendations on appropriate conservation measures to the Minister and the custodial railway companies, and maintains the heritage railway stations list (www.pc.gc.ca/clmhc-hsmbc/gfp-hrs/index-eng.asp). Seventy-four stations have been sold to outside parties and are now protected under provincial legislation. There are a total of 166 railway stations in the program. Parks Canada provides research and database support to the Historic Sites and Monuments Board of Canada, and contracts with Public Works and Government Services Canada for professional and technical advice.

The Canadian Heritage Rivers System (CHRS): The CHRS is a public trust. Local citizens champion the program. Governments – federal, provincial and territorial – lend support and guidance, and provide approvals as required. Parks Canada maintains a small secretariat for the program, whose role includes making recommendations to the Minister of the Environment for designations, and providing technical and financial assistance for others making nominations or recommendations.

National Program for the Grave Sites of Canadian Prime Ministers: Under this program, Parks Canada ensures that the grave sites of Canada's prime ministers are conserved and recognized in a respectful and dignified manner. Parks Canada monitors the condition of the grave sites periodically and, in consultation with the families of former prime ministers, organizes dedication ceremonies, arranges for the marking of these special places, and maintains a Web site (http://www.pc.gc.ca/clmhc-hsmbc/pm/index-eng.asp).

International Obligations

World Heritage Convention
Parks Canada is the lead federal agency for the implementation of the World Heritage Convention in Canada (http://www.pc.gc.ca/progs/spm-whs/index-eng.asp)

It operates a secretariat in support of Canada's obligations under the Convention, including maintaining a documentation centre of program records. The United Nations Educational, Scientific and Cultural Organization World Heritage Committee is responsible for placing properties on the World Heritage List. As state member for Canada under the World Heritage Convention, Parks Canada provides periodic and reactive monitoring reports to UNESCO's World Heritage Centre that demonstrate how the requirements of the World Heritage Convention are met in the management of Canadian world heritage sites.

World Heritage Sites
In 1972, the UNESCO General Conference adopted the Convention Concerning the Protection of the World Cultural and Natural Heritage (the World Heritage Convention). It established the World Heritage List as a means of recognizing that some places, either natural or cultural, are considered to be of outstanding value to humanity and therefore the responsibility of the international community. Participating nations pledge to care for world heritage sites in their own territory and to avoid deliberate measures that could damage world heritage sites in other countries. As such, the World Heritage List serves as a tool for conservation.

In 2005, Canada was elected to UNESCO's World Heritage Committee. This is a testimony to the continuous efforts by Parks Canada to refine and expand its expertise and leadership in the protection, presentation and management of heritage sites. This recognition established Parks Canada as one of the leading heritage organizations in the world. The respect that the Agency has earned internationally over the past 20 years for its leadership both in Canada and globally in protecting heritage sites of outstanding universal value is an important asset on which Parks Canada will continue to build.

This achievement offers an opportunity for Parks Canada to play an even larger role in international heritage conservation. The World Heritage Committee is responsible for defining how the World Heritage Fund will be used. It also decides which heritage sites will be inscribed on the World Heritage List. Equally important, the committee examines the reports submitted by participating countries on the state of conservation of the heritage sites inscribed on the list, and is empowered to ask countries to take action in response to concerns.

There are currently 812 sites on the World Heritage List, 13 of which are located in Canada.

The nine world heritage sites managed in whole or in part by Parks Canada are:

• Nahanni National Park Reserve (Northwest Territories)
• Wood Buffalo National Park (Alberta and Northwest Territories)
• Gros Morne National Park (Newfoundland and Labrador)
• Canadian Rocky Mountain Parks (Alberta and British Columbia) [Banff, Jasper, Kootenay and Yoho National Parks of Canada)
• Kluane/Wrangell – St. Elias/Glacier Bay/Tatshenshini-Alsek (Yukon and British Columbia) [Kluane National Park and Reserve of Canada]
• Waterton-Glacier International Peace Park (Alberta) [Waterton Lakes National Park of Canada]
• L'Anse aux Meadows National Historic Site (Newfoundland and Labrador)
• Historic District of Québec (Quebec) [includes Fortifications of Québec National Historic Site of Canada along with other Parks Canada administered national historic sites]
• SGaang Gwaii (Anthony Island) (British Columbia)

Sites managed by others:

• Head-Smashed-In Buffalo Jump (Alberta)
• Dinosaur Provincial Park (Alberta)
• Old Town Lunenburg (Nova Scotia)
• Miguasha Park (Quebec)

In January 2005, the Rideau Canal National Historic Site of Canada became the first of the 11 properties on Canada's recently released Tentative List for World Heritage Sites to be formally nominated for consideration by the World Heritage Committee. A decision is anticipated in 2007. The ten other properties will be nominated as the relevant consultations and documentation are completed, with the objective of recognizing and conserving Canada's places of outstanding universal value.

Other International Programs

Man and the Biosphere is a collaborative program of local communities, business enterprises and levels of government that leads to the creation of biospheres in Canada. Parks Canada is a member of the Canadian Biosphere Reserves Association and provides funding to support the Association's annual meeting and newsletter.

Biospheres put into practice principles of sustainable development and serve as sound examples in conservation and education. Those biosphere reserves, centered on national parks, meet the goals of the Minister's Round Table (2005) recommendation to cultivate practices and communities where stewardship, sustainability and best practices are encouraged and rewarded.

Parks Canada serves as 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).

Collaboration to Strengthen National and International Agreements

Parks Canada is working with the Canadian Wildlife Service and the Federal/Provincial/Territorial Canadian Parks Council to develop a National Protected Areas Status Report in 2006 that examines the current state of protected areas design, planning, establishment and management in Canada. The status report will contribute to reporting under the Convention on Biological Diversity's program of work on protected areas.

Conclusion (Planned Results 3 and 4)

Establishing heritage places is essential to keeping our history and cultural resources relevant. Parks Canada continues to focus on progress in the three priority areas for designating persons, places and events of national historic significance to ensure that the full richness of Canadian heritage is reflected.

Program Activity 2: Conserve Heritage Resources

Planned Spending ($ thousands) and Full-Time Equivalents (FTE)

Conserve Heritage Resources	Forecast Spending	Planned Spending
	2005-2006*	2006-2007	2007-2008	2008-2009	2009-2010	2010-2011
Capital	15,067	15,686	20,906	24,386	30,186	30,186
Salary**	92,809	97,499	99,335	99,206	99,206	99,206
Other Operating	73,392	82,512	70,940	70,893	70,893	70,893
Sub Total	181,268	195,697	191,181	194,485	200,285	200,285
FTE	1,318	1,323	1,323	1,321	1,321	1,321
Allocation of Corporate Services	20,323	23,204	20,856	20,927	21,075	21,075
Total (including Corporate Services)	201,591	218,901	212,037	215,412	221,360	221,360
FTE (including Corporate Services)	1,501	1,506	1,506	1,504	1,504	1,504

* Reflects the best forecast of total net planned spending to the end of the fiscal year.
** Salary totals include Employee Benefit Plans

Description

This program activity relates to the maintenance or improvement of ecological integrity in national parks; the sustainable use of national marine conservation areas and the protection of unique marine ecosystems; the maintenance and improvement of commemorative integrity in national historic sites managed or influenced by Parks Canada; and the protection and management of cultural resources under the administration of Parks Canada that are not associated with national historic sites.

Relevant activities related to national parks and national marine conservation areas include ecological research and monitoring (e.g., to gain a better understanding of the state of health, natural ecological processes and biodiversity of parks and national marine conservation areas; the number and extent of invasive exotic species; and the impact of sewage, petrochemicals and other stressors on ecosystems). They also include the management of fire and invasive species; flood and avalanche control; restoration of ecosystem biodiversity; training of resource conservation staff and partners; protection and management of ecological and cultural resources; and negotiation with stakeholders and others to influence actions that occur on lands located adjacent to protected heritage areas.

Relevant activities related to the practice of cultural resource management include the inventorying of resources; the evaluation of resources to determine cultural resources and their ongoing activities. Cultural resource management also includes activities related to planning, research, conservation and presentation, as well as the preparation of appropriate plans for achieving the desired state or condition, conservation and protection of national historic sites, and the preparation of commemorative integrity statements.

Planned Results and Performance Expectations

2. CONSERVE HERITAGE RESOURCES
Planned Result	Performance Expectation
5. Maintain or improve the ecological integrity of national parks and the sustainability of national marine conservation areas.	7. National park and NMCA management plans will be on schedule and consistent with management plan guidelines by March 2010. 8. Develop fully functioning EI monitoring and reporting systems for all national parks by March 2008. 9. Develop selected indicators and protocols for measuring NMCA ecological sustainability by March 2009. 10. Improve aspects of the state of EI in each of Canada's 42 national parks by March 2014. 11. Meet targets for five measures of environmental impacts of Parks Canada's operations: greenhouse gas emissions, petroleum storage tanks, contaminated sites, halocarbons and polychlorinated biphenyls (PCBs).
6. Maintain or improve the commemorative integrity of national historic sites; maintain or improve the state of other cultural resources administered by Parks Canada.	12. Complete NHS management plans, consistent with management plan guidelines, by December 2006. 13. Improve 80% of the elements of commemorative integrity rated as poor to at least fair condition within five years of the original assessment. 14. Improve the state of other cultural resources managed by Parks Canada by March 2014.
7. Support and encourage commemorative integrity of national historic sites; contribute to maintaining and improving the state of heritage resources not administered by Parks Canada.	15 Other owners of national historic sites are aware of CI and have access to information on best practices in maintaining CI. 16. Provide advice, recommendations or certification of interventions to built cultural heritage consistent with The Standards and Guidelines for the Conservation of Historic Places in Canada as opportunity permits.

Management Planning

One of the most important ways in which Parks Canada conserves heritage resources and achieves goals associated with Planned Results 5 and 6 is through developing and implementing management plans for each national historic site, national park and national marine conservation area of Canada administered by the Agency. It is important to note that management plans set out strategic direction that relates to all Parks Canada program activities, however, the performance expectations for management planning remains under Program Activity 2 since the plans are integral to the legislated commemorative and ecological integrity, and sustainable use mandates of Parks Canada's national heritage places.

Planned Result 5: Maintain or Improve the Ecological Integrity of National Parks and the Sustainability of National Marine Conservation Areas

The Canada National Parks Act states "maintenance or restoration of ecological integrity, through the protection of natural resources and natural processes, shall be the first priority of the Minister when considering all aspects of the management of parks."The Act also states "…the parks shall be maintained and made use of so as to leave them unimpaired for the enjoyment of future generations." Taken together, these clauses form the basis of Parks Canada's efforts to maintain or improve ecological integrity in Canada's national parks.

In 2005, the Commissioner of the Environment and Sustainable Development completed an audit to examine the progress Parks Canada has made in protecting ecological integrity in Canada's national parks. The audit found that Parks Canada is acting on its commitments and noted several positive examples. However, the audit also made several recommendations to advance progress and address shortcomings. Parks Canada responded with an Action Plan to deal with all of the audit recommendations. The complete audit report can be found at http://www.oag-bvg.gc.ca/domino/reports.nsf/html/c2005menu-eng.html.

Figure 11: Notable recommendations made in the 2005 audit on ecological integrity in Canada's national parks by the Commissioner of the Environment and Sustainable Development, including summary of Parks Canada management response

Recommendation (summary)	Parks Canada Response (summary)
Parks Canada needs to ensure that updating park management plans is a priority. Parks should assess their active management and restoration needs, establish clear objectives and key actions based on these needs, and identify gaps (2.39 in Audit report).	Agreed. Parks Canada confirms its plan to have national park management plans up-to-date and consistent with the latest management guidelines by March 2010. Revisions are being made to the guidelines to put greater emphasis on managing for results and will require that national park management plans clearly define objectives and key actions for both monitoring and restoration.
Parks Canada needs to ensure that measures to improve monitoring and restoration are completed and consistently implemented at the park level. This includes improvements to monitoring programs and implementation of the Agency's data management system, as well as guidelines for monitoring and restoration.	Agreed. With funding received in Budgets 2003 and 2005, Parks Canada is implementing a system-wide ecological integrity monitoring and reporting program. This program will be fully functional by March 2009. Improved data management will be a key component of this program initiative.
Parks need to establish clear objectives and actions for integrating public education and visitor experience with monitoring and restoration activities.	Agreed. The revised Parks Canada guidelines for management planning will promote the integration of monitoring and restoration activities with public education and visitor experience objectives and actions.

With the funding made available in Budgets 2003 and 2005 of $135 million over five years and $25 million and $15 million per year ongoing, respectively, Parks Canada is now able to more fully respond to the four themes of:

1. Scientific knowledge and better understanding of ecological integrity
2. Active management and restoration
3. Regional and Aboriginal partnerships
4. Informing, involving and influencing Canadians

A significant plan adjustment from the previous year, due in large measure to the funding made available in Budget 2005, is the expansion of the program of investment in these four themes, going beyond only projects and national parks that were identified as higher priority to include all parks in the National Parks System.

Theme 1: Scientific knowledge and better understanding of ecological integrity

The Canada National Parks Act defines ecological integrity as: "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 changes and supporting processes."

Having the right information is fundamental in order to effectively manage the complex and varied components of ecological integrity. The establishment of Parks Canada's framework for monitoring and reporting, in conjunction with active management of the ecosystem, will result in informed decision-making for prioritizing actions to improve the ecological integrity of national parks.

Consistent with the recommendation made by the Commissioner of the Environment and Sustainable Development, and fulfilling the commitment made in previous Corporate Plans, Parks Canada has begun implementing a system-wide ecological integrity monitoring and reporting program. This program focuses on six to eight key indicators that will be monitored consistently in each national park over time, supported by bioregional monitoring specialists who are now engaged in the implementation. The program will be fully functioning by March 2008.

The Agency will use the integrated ecological integrity monitoring and reporting program to build a credible knowledge base to support park management and planning, as well as state-of-the-park reporting and decision-making to guide active management and restoration efforts in Canada's national parks. Improved internal data management will be a key component of this program initiative. Measures to improve external reporting of scientific findings will also be pursued to increase understanding among the public.

The implementation of the ecological integrity and monitoring program will be assessed through the Parks Canada Action Plan Getting to 2008. Figure 12 indicates the success criteria:

Figure 12: Success criteria for implementation of Getting to 2008, Parks Canada's ecological integrity and monitoring program

Criteria Used to Measure Success of the Monitoring and Reporting Program	As Defined by the Following Characteristics
Comprehensive	Scientific credibility Data management and statistical design
Useful	Bioregional cooperation Stakeholder involvement Linkage to plans
Achievable	Feasible strategies for addressing gaps

Parks Canada holds a Minister's Round Table at least once every two years to provide a forum for interested persons to advise the Minister of the Environment on the performance of the Parks Canada Agency. (For more details on the most recent Minister's Round Table, please see http://www.pc.gc.ca/agen/trm-mrt/2005/index-eng.asp). The actions being taken to involve stakeholders and local communities in establishing the monitoring and reporting system, as well as the emphasis on public education and visitor experience objectives in the new Parks Canada Management Planning Guidelines, respond to recommendations made at the 2005 Minister's Round Table on Parks Canada. The actions also address a recommendation from the 2003 Minister's Round Table to help communities see the value of conserving national parks and adjacent lands/ecosystems, as well as a 2005 recommendation to build a culture of conservation through education and outreach.

Building passion among Canadians for the protection of national parks is a key part of meeting ecological integrity objectives. To this end, Parks Canada is developing learning strategies for each national park to enhance public education (See also Program Activity 3).

Theme 2: Active Management and Restoration

The knowledge generated by monitoring and research programs will assist in meeting the objective of maintaining the ecological integrity of national parks, help establish restoration goals in national parks and aid in the rehabilitation of biodiversity and landscapes. Restoration in national parks should recognize the dynamic nature of park ecosystems and focus on the development of resilient, self-sustaining ecosystems that are characteristic of the park's natural region. Active management is the process whereby restoration activities are achieved and will continue to focus on three areas:

1. Reintroducing fire into fire-dependent ecosystems;
2. Restoring biodiversity and impaired ecological processes, structures and functions;
3. Implementing strategies to ensure the sustainability of the resources while optimizing opportunities for meaningful visitor experiences.

Priorities for these three active management initiatives will be set with the involvement of the Agency's partners.

Figure 13: A selection of current active management actions to support ecological integrity

Park	Action	Investment
Prince Edward Island National Park of Canada: Reducing the Footprint and Enhancing Visitor Experience	Development of multi-use, active transportation corridor and vegetation restoration.	$6 million
Lake Louise: Habitat Restoration	Backcountry campground and trail adjustments designed to improve grizzly bear habitat implementation of a public transportation system and infrastructure improvements at key day use areas.	$8 million
La Mauricie National Park of Canada: Restoring Ecological Integrity of the Lakes and Streams	Restoration of water levels and shoreline of selected lakes, reintroduction of native Arctic Char and Brook Trout and development of a new concept of recreational experience and harmonious discovery of the park's aquatic ecosystems.	$2.5 million
Grasslands: Restoring Ecological Processes	Re-introducing the ecological role of large herbivore, restoration of native prairie and managing exotic vegetation.	$1.3 million
Jasper: Restoring Montane Ecosystem	Reconfigure and expand the trail network, and reclaim wildlife habitat.	$1.7 million

These ecosystem restoration and active management efforts will be expanded subject to new resources from Budget 2005. In keeping with recommendations in the 2005 Commissioner of the Environment and Sustainable Development Report, a program-wide set of guidelines for ecosystem restoration is being developed and will be finalized by March 2007.

This will form the basis, along with the results of the monitoring program, for subsequent development of a comprehensive set of priorities for restoration for the entire National Parks System. An inventory and prioritized set of restoration targets will be developed by March 2009.

The Agency will be expanding its program of parks restoration projects as our understanding of specific opportunities and requirements improve. The initiatives to date include the reintroduction of plains bison to the grasslands ecosystem in Grasslands National Park of Canada; restoration of Point Pelee habitat by relocating park infrastructure; and measures to protect grizzly bears and their habitat in Mountain Parks by improving public transit. These projects focus on maintaining biodiversity, rehabilitating ecological processes and reducing the negative impact of the top stressors.

Invasive species represent a significant threat to economy, environment and society. Ministers responsible for Forests, Wildlife, Endangered Species and Fisheries and Aquaculture approved an Invasive Alien Species Strategy for Canada in September 2004. Parks Canada will be working with other agencies to produce a State of Invasive Alien Species in Parks and Protected Areas report for a Ministers meeting proposed for fall 2006.

Disease is another class of stressors affecting specific national park wildlife that could have significant implications for ecological integrity and the Canadian economy in the near future. Parks Canada will continue to work in partnership with other governments, agencies and Aboriginal communities to monitor prevalence and manage exotic and zoonetic diseases in wildlife to avoid unacceptable impacts on human health, ecosystems or livestock. Key areas for wildlife disease management are bovine tuberculosis in the Riding Mountain area, bovine tuberculosis and brucellosis in the Wood Buffalo area and chronic wasting disease, which is currently identified in Saskatchewan and Alberta and has the potential to spread to National Parks.

Theme 3: Regional and Aboriginal partnerships

National parks are usually core-protected areas within a larger ecosystem or landscape. By engaging partners at the regional and local levels, Parks Canada will identify collaborative strategies to improve ecological integrity in national parks. Parks Canada, at the field unit level, will reach out to engage neighbouring communities and other governments, as well as the tourism and other business sectors operating within greater park ecosystems to accomplish this goal. Examples of planned engagement include:

• Collaboration with community groups in land use discussions outside the park, active involvement in data collection and community meetings on conservation issues, and community planning;
• Coordination of volunteer and cooperating association programs to ensure that individuals and organizations contribute their energy and talent to help achieve mutual objectives.

Aboriginal communities are playing an increasingly active and positive role in helping to establish and manage national parks, a strength that Parks Canada intends to build upon. Parks Canada will continue to focus on improving regional cooperation and on its relationships with Aboriginal peoples. Consistent with recommendations made at the 2005 Minister's Round Table, the Agency will ensure full inclusion of Aboriginal communities in the planning or identification of ecological integrity initiatives, drawing upon the wisdom and practical experience of Aboriginal peoples as neighbouring landowners and traditional users of national parks. Pilot projects focusing on integrating Traditional Ecological Knowledge into park management decisions are ongoing in Kluane National Park of Canada and in the national parks of Nunavut Territory.

In order to provide guidance to the Agency and its partners on the integration of Traditional Ecological Knowledge into park management, a Traditional Knowledge Strategy will be developed by the fall of 2007. Building on existing benchmarks (e.g., Historic Sites and Monument Board Oral Histories and Oral Traditions), the Traditional Knowledge Strategy will provide a statement of principles and best practices to guide Parks Canada on the consistent integration of TK into park management. Examples of work currently underway to advance Traditional Knowledge come from Kluane National Park Reserve of Canada where protocols are being developed to acquire and assess this type of knowledge, and several parks in the Nunavut Field Unit.

Theme 4: Informing, Involving and Influencing Canadians

Reaching park visitors and Canadians through relevant and meaningful learning programs is critical to building understanding and support for the maintenance of ecological integrity in national parks.

Parks Canada has received ongoing funding in Budget 2005 to increase its staff capacity for the development and delivery of educational programming in and around national parks. These new and enhanced programs will focus on increasing the understanding of the ecosystems of the park and the ecological integrity challenges and threats faced at the park level, and motivating Canadians to become involved in environmental stewardship. Education activities will be developed using an understanding of the audiences'needs and interests and with information drawn from research, monitoring and active management programs.

Figure 14: Examples of current ecological integrity education actions

Park	Action	Investment
Fundy National Park of Canada	Creating a renewed and enhanced capacity to effectively deliver messages through an Ecological Integrity Learning Centre and improved heritage presentation programming will enhance ecological integrity and visitor experiences.	$3.7 million
Banff National Park of Canada	Informing, influencing and involving Canadians through a public education program on ecological integrity.	$4 million

Protecting Species at Risk
Over half of Canada's endangered and threatened species can be found in the protected heritage areas administered by Parks Canada. Parks Canada will protect these species and their critical habitat in the Agency's heritage areas, and will support their recovery by leading the development and implementation of recovery strategies, surveying and monitoring their status, and conducting public education programs. Recovery planning is an obligation under the Species At Risk Act and the Agency has committed to lead on developing recovery plans for 10% of all species considered as threatened, endangered and extirpated in Canada, and participate in developing recovery strategies for the additional 40% of those species that are found in national parks. Specifically, Parks Canada will lead recovery planning for 29 species at risk in 2006 and 20 in 2007, including plants, butterflies, a snail and a slug, snakes, a turtle and a salamander, birds and mammals.

Parks Canada invests significant resources to actively protect and recover species at risk within national parks and national historic sites. Each year more than 100 projects are underway across Canada, involving over 100 staff, and requiring an investment of more than $3 million. As species at risk are typically not limited by the boundaries of a national park, their protection and recovery requires collective action by many partners. With existing funding, the Agency is conducting three major projects that involve coordination with other governments, local communities and stakeholders to recover species at a broader ecosystem level (Fig. 15).

Maintain the Sustainability of National Marine Conservation Areas
Parks Canada has responsibilities assigned to it through the 2002 Canada National Marine Conservation Areas Act related to protecting and conserving representative marine areas for the benefit, education and enjoyment of the people of Canada and the world. Specifically, national marine conservation areas are to be managed and used in a sustainable manner that meets the needs of present and future generations without compromising the structure and function of the ecosystems with which they are associated.

Parks Canada's work complements what is being done elsewhere in the federal government as part of Canada's Oceans Strategy, a strategy led by the Department of Fisheries and Oceans. The Oceans Strategy seeks to address the ever-increasing number of demands being placed on our oceans and their resources by such things as aquaculture, oil and gas exploration and development, and eco-tourism as well as the ongoing demands by the fishing and marine transportation industries. The Oceans Strategy's challenge is to support this growth in activity, which supports jobs and gives Canada an important economic boost, with a strong commitment to maintaining and enhancing the well-being of the marine environment. For more background on the Government of Canada's policy framework to coordinate the management of ocean activities, please visit see http://www.cos-soc.gc.ca/dir/cos-soc-eng.asp.

Although the focus at Parks Canada has been on establishing new national marine conservation areas, the Agency will also develop selected indicators and protocols for measuring the ecological sustainability of current and future NMCAs. Assessing the health of a national marine conservation area begins with understanding its marine ecosystems and uses. A countrywide NMCA zoning concept to enable both protection and sustainable use is also being developed.

Figure 15: Projects to recover species at a broader ecosystem level

Park	Action	Investment
Gulf Island National Park Reserve of Canada	Garry Oak ecosystem restoration and butterfly reintroduction.	$1.4 million
Grassland National Park of Canada and greater park ecosystem	Crossing the Medicine Line: The Frenchman River-Bitter Creek Conservation Action Plan	$1 million
St. Lawrence Island National Park of Canada and greater park ecosystem	Thousand Islands ecosystem species at risk habitat availability	$0.8 million

Fundamental to sustaining NMCAs and building support for new ones is the need to create general public awareness and visitor appreciation through hands-on marine experiences, and an understanding with partners of how these areas are to be managed. Strategies to make progress in these areas will be developed.

Work on measuring and monitoring marine ecological integrity is currently being developed in conjunction with work on national parks terrestrial monitoring systems; however, meaningful progress will be limited until additional funding is made available for this activity.

Environmental Management
Parks Canada's operations have an impact on maintaining the ecological integrity and commemorative integrity of Canada's special heritage places. Parks Canada plans to continue managing carefully its work in order to minimize environmental impact and take advantage of "green" technologies and practices. The Agency takes care to consider any impact of environmental management actions on the integrity of cultural resources.

Environmental assessment is a key step in supporting management decisions relative to developing and approving projects, plans, policies and programs. The Agency's objective over the next five years is to streamline and integrate environmental assessment with the planning and decision-making processes in response to the 2005 Report of the Commissioner on Environment and Sustainable Development recommendations on strategic environmental assessment. Parks Canada has 11 Class Screening Reports in place, with five forthcoming. The Agency will continue to work with the Canadian Environmental Assessment Agency in developing and implementing elements of the federal environmental assessment consolidation direction.

Parks Canada has created a National Environmental Management System Framework to internally organize its actions and will implement priority aspects of the framework. The Agency will:

• Reduce greenhouse gas emissions by 5.2% from the 1998/99 baseline level by 2010/11 to meet the commitments of the Federal House in Order Initiative.
• Assess each known and suspected contaminated site it is responsible for and apply due diligence in the development of remediation or risk management plans, giving priority to the highest risk sites. A complete list of Parks Canada's contaminated sites can be found at (http://www.tbs-sct.gc.ca/fcsi-rscf/home-accueil.aspx?Language=EN&sid=wu101013321713)
• Manage and operate petroleum storage tanks in accordance with current regulations and codes of practice.
• Reduce the use of halocarbons with a high ozone-depleting potential through equipment replacement and the selection of effective interim replacement substances in accordance with applicable regulations.
• Phase out PCBs, ensuring storage and disposal in compliance with current regulation and work towards compliance with the upcoming proposed regulations by Environment Canada.

Townsite communities located within national park boundaries will be managed according to environmental sustainability and be guided by the principles of no net negative environmental impact. See Program Activity 5 for more information.

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.

The Agency will ensure compliance with all current regulations as well as upcoming regulations by completing and keeping inventories up to date for halocarbons, PCBs and petroleum storage tanks in the national EMS registry. Procedures and capabilities will be developed to manage the various pieces of equipment that contain these three groups of products, through its life cycle. The final step will be to develop and implement action plans to reduce the use of halocarbons with a high ozone depleting potential through equipment replacement, to phase out PCBs in use and in storage, to manage petroleum storage tanks and, to ensure compliance with relevant regulations.

Parks Canada expects to assess and remediate much of its contaminated sites through the Federal Contaminated Sites Action Plan (FCSAP) funding arrangement (Figure 16). Parks Canada spent an estimated $2.5 million in 2005/2006 for assessment and remediation projects. Projected expenditures for 2006/2007 and beyond will also exceed $1 million. Following the completion of Phase II assessments completed in 2006, the next step is for field units to develop risk management or remediation plans for all contaminated sites by March 2009.

For further background on the management of contaminated sites, please visit http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/RealProperty/tbfcsswlip1-eng.asp#5.%20Policyrequirements

Figure 16: Status of contaminated sites on land administered by Parks Canada

Status	Action required	Action not required	Insufficient information	Total
Under assessment	140	11	41	192
Under remediation	2	0	0	2
Under risk management	52	3	5	60
Remediation complete (action may be ongoing)	6	11	3	20
Assessed, no action required*	6	55	2	63
Totals	206	80	51	337

* At the six sites identified in the first column there would be a need for action if different or future land use is planned.

Planned Result 6: Maintain or Improve the Commemorative Integrity of National Historic Sites Administered by Parks Canada and other Cultural Resources Administered by Parks Canada

Protecting Commemorative Integrity

A national historic site possesses commemorative integrity when: the resources directly related to the reasons for designation as a national historic site are not impaired or under threat; the reasons for designation as a national historic site are effectively communicated to the public; and the site's heritage values (including those not related to the reasons for designation as a national historic site) are respected in all decisions and actions affecting the site.

The family of national historic sites of Canada includes those administered by Parks Canada (153) and other federal government departments (53), as well as those owned by heritage agencies, corporations, other levels of government and private citizens (706).

In 2003, the Auditor General examined the protection of cultural heritage in the federal government and found that two-thirds of Parks Canada's cultural heritage assets were in fair to poor condition and exposed to serious risk of loss. The government has recognized the serious threat to Canada's cultural heritage and established funding over five years through Budget Plan 2005 to address deteriorating assets and also established long-term funding. Funding to protect cultural heritage assets and improve commemorative integrity will increase over the period from 2005/06 to 2010/11 by $55 million.

The Agency assesses national historic sites using its Commemorative Integrity Evaluation Process. A Commemorative Integrity Statement identifies where the site's values lie, what conditions must be met for its values and resources not to be impaired, and what constitutes an effective communication of the reasons for its national historic significance. Based on the site's Statement, the evaluation team examines and describes the resource condition, which informs management of the site resources. Commemorative integrity evaluations also address public understanding requirements (see Program Activity 3). Parks Canada will give priority to improving the resource condition of 80% of the elements of commemorative integrity rated as poor to at least fair condition, placing special emphasis at this time on built heritage assets.

Parks Canada has recently addressed some of the most at-risk assets, including investment to restore the walls at the Prince of Wales Fort National Historic Site of Canada in Churchill, Manitoba; funds to restore Dufferin Terrace in Quebec City; and funds to restore part of the Saint-Louis Fort and Châteaux National Historic Site of Canada.

Many of Canada's historic places feature in situ buildings or archaeological resources, however for Aboriginal peoples historic places are often cultural landscapes, ceremonial places or sacred sites. Through discussions with Aboriginal peoples, and drawing upon the wisdom of Elders, Parks Canada is exploring how best to engage Aboriginal peoples in the conservation and celebration of their historic places. Community capacity building, skills development and transmission of traditional knowledge to youth from Elders are areas to be explored.

Other Cultural Resources Administered by Parks Canada

Parks Canada is also responsible for cultural resources not associated with national historic sites, defined as being human works or places that show evidence of human activity or have spiritual or cultural meaning, and that have been determined to have historic value. These types of cultural resources are found extensively throughout national parks and national marine conservation areas. They include such things as archaeological sites and artefacts, classified or recognized federal heritage buildings (e.g. warden cabins), shipwrecks, historic objects and cultural landscapes.

A first step towards the long-term goal of maintaining and improving the state of cultural resources by March 2014 is to continue and intensify activities related to the inventory and evaluation of these resources, thus ensuring their historic value is respected. Towards this end, a holistic evaluation tool, similar to that used for national historic sites, is being developed in 2006 for the evaluation of cultural resources, and will be piloted at two national parks. Parks Canada is also in the process of reviewing its cultural resource collections, which include archaeological and historic objects, to determine their relation to Parks Canada's program needs and steps that may be undertaken to improve reporting on their condition. It is estimated this multi-year, multi-disciplinary project will be completed in 2009/10.

In addition, Parks Canada is investigating the feasibility of a cultural resource information system. It could include cultural resources and their records administered by Parks Canada (inventory), record the results of evaluations of these cultural resources (evaluation), and update and report on their condition (monitoring).

Many federal heritage buildings are located in other heritage areas administered by Parks Canada. As the federal government's agency for administering the Treasury Board Heritage Buildings Policy, and the custodian of the largest number of federal heritage buildings, the expectation is for Parks Canada to lead by example. To meet Parks Canada's obligations under the Treasury Board and Parks Canada Cultural Resource Management policies, the short-term objective is to confirm and monitor the physical condition of all federal heritage buildings in national parks and to establish targets to ensure they are brought to a good state of repair.

Parks Canada has adopted the Standards and Guidelines for the Conservation of Historic Places in Canada in its stewardship of Canada's national historic sites and other heritage properties (described in detail under The Historic Places Initiative below).

Parks Canada's mandate goes beyond the national historic sites operated by the Agency to include a role promoting commemorative integrity across the country, including other domestic jurisdictions. Under the National Historic Sites Program, Parks Canada has focused on engaging partners in protecting their heritage sites through the promotion of a comprehensive strategy that includes financial incentives. Parks Canada is also an expert department in issues relating to cultural resources and provides advice, as required, to other federal departments.

Planned Result 7: Support and encourage maintenance and improvement of heritage resources not administered by Parks Canada

The Historic Places Initiative

Budget Plan 2005 provides $46 million over five years and a permanent $8 million per year allocation to continue working with partners in built heritage conservation. This funding ensures the implementation of programs under the Historic Places Initiative, including long-term viability of the Canadian Register of Historic Places (See PA 1 for more background on the Historic Places Initiative and the register), the promotion of the Standards and Guidelines for the Conservation of Historic Places, and the certification process for conservation projects, particularly for projects seeking funding through Parks Canada's Commercial Heritage Properties Incentive Fund. It also establishes the partnership with provinces and territories on a permanent basis. New opportunities will be sought to extend the reach of these programs to heritage stakeholders, owners and stewards of historic places, Aboriginal people, and others. Parks Canada will also continue to seek support for appropriate programs to empower Aboriginal communities to protect and celebrate their unique historic places.

Parks Canada plays both a leadership and partnership role in the Historic Places Initiative. The collaboration across jurisdictions to build a culture of heritage conservation through the Historic Places Initiative is transforming the management of Canada's historic places. Parks Canada will continue this effort by playing a leadership role in national policy fora that strengthen the delivery of heritage programs across the country, including the development of complementary programs and policies; strengthening the community of heritage professionals, providing a stronger sense of purpose and professional identity to heritage conservation workers, and renewing the work force; and engaging new and broader ranges of stakeholders in heritage conservation. In addition, effort will be made to position heritage on the broader sustainable development agenda and to identify and address barriers to heritage conservation.

It is also imperative for the federal government to become a model custodian of its own historic places. In that regard, Parks Canada will work cooperatively with other federal departments, agencies and crown corporations, and will continue to develop legislative proposals to better protect national historic sites, federal heritage buildings and archaeological resources under federal jurisdiction.

Standards and Guidelines for the Conservation of Historic Places in Canada

The Standards and Guidelines for the Conservation of Historic Places in Canada (2005) – developed through Parks Canada's leadership – is the first pan-Canadian benchmark of standards and guidelines for heritage conservation. In addition to their internal use at Parks Canada, the standards and guidelines are an important tool to influence the condition of heritage resources not administered by Parks Canada. They provide a foundation reference document for the rehabilitation and restoration of the country's heritage properties and buildings and a tool that can be used by architects, engineers, builders and all Canadians. For further information, please visit http://www.pc.gc.ca/docs/pc/guide/nldclpc-sgchpc/index-eng.asp

All provinces and territories are distributing the Standards and Guidelines for the Conservation of Historic Places in Canada to municipalities and citizens, and most jurisdictions are using the Standards and Guidelines in provincial or territorial programs supporting heritage conservation. A key focus for Parks Canada will be to continue to work with provinces and territories to broaden the awareness and use of the Standards and Guidelines by municipalities, the not-for-profit and private sectors, other government departments and citizens. Broadly based adoption and use of the Standards and Guidelines strengthens the capacity of all jurisdictions and organizations to engage in appropriate cultural resource management practices.

National Historic Sites of Canada Cost-Sharing Program

The National Historic Sites of Canada Cost-Sharing Program is an important means by which Parks Canada has directly engaged Canadians in helping to preserve non-federally administered national historic sites. The Program contributes funds toward conservation and presentation projects on a cost-shared basis to a maximum of one million dollars. Since 1987, Parks Canada has invested over $26 million in 53 national historic sites through cost-sharing agreements. Eligible recipients are Aboriginal organizations, heritage organizations, other incorporated bodies, provinces, territories and municipalities. Currently, the cost-sharing program is not open to new applications. However, it has modest funding to assist sites facing imminent threat or impairment.

Interest in the cost-sharing program continues to grow, and is especially acute from sites that are under threat or impairment. Two of every three non-Parks Canada national historic sites are without access to a sustainable source of support for protection and for conveying their history to Canadians. Closing this gap would effectively broaden the reach of the Historic Places Initiative and contribute toward achieving performance expectations for this planned result.

Parks Canada, therefore, will continue to advise the government on the merits of establishing a funding base permitting a level of cost sharing for conservation and presentation that is commensurate with need across the broader family of national historic sites. In advance of this, Parks Canada is updating the program terms and conditions for submission to the Treasury Board for approval.

Commercial Heritage Properties Incentive Fund

In the years ahead, Parks Canada will continue to administer the Commercial Heritage Properties Incentive Fund, a program announced late in 2003 to encourage the rehabilitation of historic buildings. This $30-million fund aims to tip the balance in favour of heritage conservation over demolition.

Taxable Canadian corporations are eligible for reimbursement of a portion of the cost of restoring or rehabilitating historic properties for commercial use. To qualify, buildings must be listed on the Canadian Register of Historic Places and projects must be certified according to the Standards and Guidelines for the Conservation of Historic Places in Canada. Parks Canada will review the program's results in fiscal year 2006/07, and at the end of four years, with the intention of recommending permanent incentives to the government.

Program Activity 3: Promote Public Appreciation and Understanding

Planned Spending ($ thousands) and Full-Time Equivalents (FTE)

Promote Public Appreciation and Understanding	Forecast Spending	Planned Spending
	2005-2006*	2006-2007	2007-2008	2008-2009	2009-2010	2010-2011
Capital	5,487	10,189	17,775	11,964	13,124	13,124
Salary**	41,261	41,701	41,908	41,825	41,825	41,825
Other Operating	10,911	11,323	11,355	11,355	11,355	11,355
Sub Total	57,659	63,213	71,038	65,144	66,304	66,304
FTE	577	577	577	577	577	577
Allocation of Corporate Services	6,591	7,525	6,764	6,787	6,835	6,835
Total (including Corporate Services)	64,250	70,738	77,802	71,931	73,139	73,139
FTE (including Corporate Services)	636	636	636	636	636	636

* Reflects the best forecast of total net planned spending to the end of the fiscal year.
** Salary totals include Employee Benefit Plans

Description

Promotion of public appreciation and understanding involves programs and activities that are aimed at reaching Canadians in the communities where they live, work and learn, and inviting them to become more involved in the protection and presentation of the nation's natural and cultural heritage. To accomplish this, Parks Canada is investing in carefully targeted outreach opportunities such as the Parks Canada Web site, introducing content into provincial and territorial school curricula, urban discovery centres and the use of mass media programming such as television to showcase national parks and national historic sites. Parks Canada also intends to broaden its base of support by informing and involving stakeholders, and encouraging shared leadership in the development and implementation of the Agency's future direction. One key activity is the Minister's Round Table on Parks Canada, which represents the culmination of the Agency's involvement with stakeholders on a biennial basis.

Planned Results and Performance Expectations

3. PROMOTE PUBLIC APPRECIATION AND UNDERSTANDING
Planned Result	Performance Expectation
8. Encourage the support and involvement of Canadians and stakeholders and their knowledge and appreciation of Canada's heritage places.	17. Develop indicators, expectations and protocols for measuring public appreciation and understanding of Canadians and stakeholders by March 2007.

Strategies to Achieve Planned Results

Planned Result 8: Encourage the support and involvement of Canadians and stakeholders and their knowledge and appreciation of Canada's heritage places

Parks Canada seeks to engage the hearts and minds of Canadians through opportunities designed to enhance their appreciation and understanding of heritage places, and to inspire long-term support, involvement and shared leadership in heritage protection and presentation. The Agency, working with partners and stakeholders, must provide appealing and motivating public information and education activities on Canada's natural and cultural heritage to create awareness and develop appreciation. The more Canadians know about their national parks, national historic sites and national marine conservation areas, and see them as relevant and representative, the more they will care about them and support the services and programs provided by Parks Canada and its partners to establish, present and conserve our natural and cultural heritage.

Public Information and Education

The goal of public information and education is to raise Canadians'awareness and understanding of their national heritage, and to foster a sense of ownership and connection to Canada's national parks, national historic sites and national marine conservation areas. Public information and education activities convey to Canadians the national significance of our parks, sites and conservation areas, the challenges that they face, the measures that are being taken to safeguard these special places for future generations, and the steps that Canadians can take to help. These activities must go beyond the mere communication of information to become rich learning experiences that resonate with Canadians to empower them to take action as stewards and to encourage them to visit and personally experience Canada's special heritage places.

Parks Canada's success will rest on its capacity to build support across the country for its mandate, as such, it must go beyond the visitors to its parks and sites, and reach out to all Canadians – in their homes, their schools, their communities and their place of work. In 2006/07, through meaningful collaborations with stakeholders and partners from the public and private sectors, Parks Canada will undertake a national social marketing campaign to create greater understanding of Canada's natural and cultural heritage, and of measures that Canadians can take to ensure the protection of their national heritage. A particular emphasis will be placed on the protection of species at risk and the ecological integrity of our national parks, and on ensuring the commemorative integrity of our national historic sites.

Making Connections with Urban Canadians

Parks Canada will continue its urban outreach efforts through a network of state-of-the-art discovery centres.

The Government of Canada will expand the Old Port of Quebec interpretation centre, develop and install new exhibits and improve visitor infrastructure as part of the 400th anniversary of the founding of Quebec City in 2008. The redeveloped site will be the focal point for the celebrations and be a permanent and lasting legacy in which the Agency can showcase the exceptional character of Canada's heritage places to a large number of Canadians and international visitors.

Negotiations are also under way with Canadian Geographic and other partners for Parks Canada to present Canada's special heritage places in the restored and refitted Crystal Gardens building in Victoria, which will serve as an innovative, interactive, heritage learning centre for all ages.

Bringing Heritage Places to Canadians

Parks Canada will explore the use of communication technologies to help audiences across the country to virtually experience Canada's cultural and natural heritage, and interact with interpreters, wardens, archaeologists, scientists, animators and other staff and partners who play a role in the protection and presentation of these special places. The long term vision for connectivity programs would see schools, parks and sites, and even individuals at home all interconnected.

Engaging Canadians at Home

Based on an increased understanding of its audiences, Parks Canada will proceed to enhance its Web site to include a more dynamic trip planning tool, a substantially improved search function, more frequently updated information, and content tailored for specific audiences including visitors, partners and stakeholders, youth and educators.

Despite the rise in Internet use, it has yet to eclipse television. Parks Canada will continue to develop strategic partnerships with producers and broadcasters to develop and distribute its products and messages nationwide. Parks Canada will continue its successful partnership with CG Kids (Canadian Geographic) into a fifth season. A natural partner for Parks Canada, CG Kids enlightens Canadian children about the geography, culture and ecology of their country through experiences that engage their hearts and their minds. Broadcasted on APTN, TVO, Knowledge Network, Access Alberta, Saskatchewan Communications Network, and BBC Kids, CG Kids will continue to be an effective and efficient way for Parks Canada to reach children in their living rooms with messages related to ecological and commemorative integrity.

Parks Canada will also endeavour to reach more Canadians in their home by having featured articles on national parks and national historic sites in popular and specialized periodicals.

Reaching Out to Special Audiences

In its outreach efforts, Parks Canada will place a high priority on the youth market, the decision makers of tomorrow. Over the last several years, an e-generation has emerged in Canada where young people move seamlessly between real and virtual, online and offline. Parks Canada will seek to better understand this unique audience and how best to reach, engage and involve young people from diverse communities.

Consistent with the Minister's Round Table recommendation on education programming for Canada's youth, Parks Canada will enhance its efforts to reach school audiences by means of a recently established Canada-wide network of education specialists. Working in collaboration with teachers via Web-based and curriculum linked learning materials, the Parks Canada in School program will tell the stories of Canada's national parks and national historic sites.

Immigration has long been, and continues to be, a central feature of Canada's demographic landscape creating an increasingly multi-ethnic and multi-cultural mosaic. Parks Canada will work in collaboration with ethnocultural organizations and stakeholders in order to provide relevant, meaningful learning experiences for these new audiences in ways that foster connections to a cultural and natural landscape with which they may have had little or no direct experience.

Partner and Stakeholder Relations

Parks Canada recognizes that positive relations with stakeholders and partners are essential to achieving our mandate of conservation, education and visitor experience. For Parks Canada to truly share the leadership, the Agency will move beyond stakeholder consultation to more fully involve stakeholders and partners in meaningful ways that bring their unique perspectives into multi-lateral processes that will broadly influence Parks Canada's planning and management.

Strategic Partnerships

Strategic partnerships play an important role in the achievement of the Agency's mandate. By working with other conservation agencies that complement our efforts, Parks Canada can ensure enhanced protection supporting ecological integrity. For example, Parks Canada worked with Nature Conservancy Canada to acquire environmentally sensitive lands, as was recently done to nearly double the size of Canada's smallest national park, St. Lawrence Islands.

Facilitating memorable visitor experiences will also benefit from key strategic alliances. By combining forces with the Canadian Tourism Commission in the field of travel motivation and visitor research, Parks Canada can leverage its research investments and benefit from the Commission's immense tourism expertise. Through partners like Canadian Automobile Association (CAA) and its affiliated travel clubs, the Agency can more effectively reach frequent travelers with information and travel-planning support for memorable Parks Canada experiences.

Educational partnerships such as the "Parks and People"program involving Nature Canada will continue to engage broad networks of dedicated volunteers to help young people learn about nature and ecology through our national parks.

Investing in Organizational Capability

Developing these special partnerships requires increased capacity throughout the organization. To be more effective in engaging and involving our partners and stakeholders, new tools will also need to be developed. These include support systems for contact information, participation tracking and partnering to help the Agency effectively manage its diverse multi-level stakeholder and partner involvements, and encourage staff to develop external relationships. Parks Canada will roll-out a new Relationship management tracking system in 2006.

Parks Canada will also invest in staff training in effective stakeholder involvement and improve the sharing of best practices and case studies in partnering and relationship building.

Program Activity 4: Enhance Visitor Experience

Planned Spending ($ thousands) and Full-Time Equivalents (FTE)

Enhance Visitor Experience	Forecast Spending	Planned Spending
	2005-2006*	2006-2007	2007-2008	2008-2009	2009-2010	2010-2011
Capital	23,001	34,750	45,466	52,032	56,872	56,872
Salary**	98,520	100,014	101,361	102,222	102,222	102,222
Other Operating	51,107	43,502	45,417	43,417	43,417	43,417
Sub Total	172,628	178,266	192,244	197,671	202,511	202,511
FTE	1,401	1,401	1,401	1,401	1,401	1,401
Allocation of Corporate Services	18,675	21,322	19,165	19,230	19,366	19,366
Total (including Corporate Services)	191,303	199,588	211,409	216,901	221,877	221,877
FTE (including Corporate Services)	1,569	1,569	1,569	1,569	1,569	1,569

* Reflects the best forecast of total net planned spending to the end of the fiscal year.
** Salary totals include Employee Benefit Plans

Description

Parks Canada welcomes annually more than 22 million visitors to the national historic sites, national parks and national marine conservation areas of Canada. The Agency sets the stage for visitors to enjoy meaningful, high-quality experiences through the provision of information, infrastructure, facilities, programs, services and personnel. The visitor experience is the cumulative outcome of the individual's visit and his or her interactions with Parks Canada and its partners. This includes pre- and onsite trip planning information, reception and orientation services, interpretation programming, campgrounds, hiking trails and other recreational services, visitor safety programs and ongoing post visit information.

Planned Results and Performance Expectations

4. ENHANCE VISITOR EXPERIENCE
Planned Result	Performance Expectation
9. Encourage experiences and emotional connections, meet visitor expectations and facilitate learning opportunities.	18. 10% increase in the number of visits to targeted national historic sites by March 2008. 19. 50% of visitors to national parks and national marine conservation areas and 80% of visitors to national historic sites participate in learning experiences. 20. 85% of visitors are satisfied, and 50% are very satisfied with their experience at national parks, national marine conservation areas and national historic sites.

Strategies to Achieve Planned Results

Planned Result 9: Encourage experiences and emotional connections by meeting visitor expectations and facilitating learning opportunities.

A visitor's experience at a national park, national historic site or national marine conservation area is unique and personal. It results from purposeful and personal connections with the heritage resources and settings, personal interactions with Parks Canada's guides, storytellers and guardians, and the provision of information, facilities, infrastructure, services and programs designed to respond to the visitors needs and expectations. Parks Canada will continue to provide opportunities to contribute to visitors' personal growth and understanding, through explanation and connection with the authentic and nationally significant resources protected and presented in these places. The relevance of these special heritage places will be underscored through visits and will reinforce a sense of connection with this heritage. Programs, services and facilities will continue to be provided in a manner that respects the Agency's traditional high standards for quality, cleanliness and safety, and a commitment to the protection of the heritage values of these places.

Parks Canada intends to review and enhance indicators, measurement protocols and targets for all aspects of the planned results by March 2007.

Parks Canada is proud of its reputation for providing high quality programs and services. Consistent with recommendations made at the two previous Minister's Round Table on Parks Canada (http://www.pc.gc.ca/agen/trm-mrt/2005/index-eng.asp) and meeting the intentions laid out in the previous Parks Canada Corporate Plan, the Agency has made adjustments to refine its approach toward better understanding the emerging interests of visitors and meeting expectations through a wide spectrum of tailored activities and programs.

Leadership

Parks Canada has created the External Relations and Visitor Experience Directorate to provide national leadership and direction in the area of visitor experience. This followed a recommendation made at the 2005 Minister's Round Table on Parks Canada to create a more effective organizational structure to improve the visitor experience. It also responds to statements made by the Commissioner of the Environment and Sustainable Development on the need for a more integrated approach to build a culture of conservation and facilitate meaningful experiences. The new structure will provide focus and strategic direction to efforts at the national and local levels and will update and improve national policies, processes and tools that reflect the Agency's commitment to enhancing opportunities for visitor experiences.

Research and responding to visitor needs and expectations

It is essential that Parks Canada rapidly gain an improved understanding of visitors'needs and expectations. This will allow the Agency to both influence and better meet visitor requirements. At the 2005 Minister's Roundtable on Parks Canada, participants clearly recommended that efforts be increased to assess and understand current and potential visitors'needs and expectations. The travelling public is a dynamic entity; the cycle of change of their needs, expectations and behaviours is rapid and will require monitoring and analysis at both national and local levels. This will include recreation, leisure and tourism trends, ongoing public opinion polling and analysis of other related information. Such research information will be shared across the organization in order for the Agency to act in unison to respond to evolving markets. This will be accomplished with streamlined communications, establishing a Visitor Experience Network and improved analysis and dissemination of research findings undertaken by the social science community. Social science and other visitor related research capacities and knowledge will also be enhanced and aided through work completed with Cooperative Study Units at various universities.

In order to assess performance in this key area, the Visitor Information Program (VIP) will continue to be adapted. Through the Visitor Information Program, Parks Canada uses on-site surveys to monitor visitor perceptions of service quality and other aspects of their visit. Other tools will be used, such as comment cards and other real-time methods to monitor perceptions and make adjustments to services. These efforts also respond to the Government of Canada's Service Improvement Initiative.

Parks Canada will implement its Visitor Experience Assessment and Planning tool that will allow a park or site to fully review their visitor-related operations and offerings, leading to the development of a vision and short-term action plan for refining their Visitor Experience program. Research-based, the assessment tool will allow for a park or site to identify planning, capability and operational requirements in relation to key target segments.

Bringing the best of Canada to all Canadians

To Canadians and people worldwide, national historic sites, national parks and national marine conservation areas represent the best of Canada. This image is founded on the attributes of authenticity, national significance, uniqueness, quality of service, sustainability and good value. Most importantly, Canada's special heritage places continue to be highly valued by visitors for the scope, variety and richness of the experiences that are possible only through personal engagement.

A national strategy will be developed to build on Parks Canada's positive image. Specific external communication initiatives will promote public appreciation, understanding and opportunities for visitor experiences. This national strategy will:

• Cultivate the Parks Canada brand, promoting opportunities for distinct natural and cultural experiences;
• Position Parks Canada as the steward of national heritage treasures;
• Engage a broad spectrum of partners;
• Encourage visitation at national heritage places, respecting ecological integrity in national parks and commemorative integrity of national historic sites.

Branding is an established concept designed to build impressions and awareness of a product or service among a target market that leads to strong trust and loyalty. The promise to Canadians represented by the Parks Canada brand will be based on the Agency's recognized strength as a provider of distinctive experiences and the commitment to respond to visitors'needs and expectations. The Canadian Tourism Commission's branding and visioning efforts place significant emphasis on exploring the natural and cultural experiences gained from travel within and to Canada. As such, Parks Canada will work to position the Agency as the best choice to experience the natural and cultural riches of Canada.

The Agency is in the third year of a five-year major marketing strategy to specifically increase visitation to selected national historic sites. Onsite programming has been enhanced at four targeted national historic sites (Fortress of Louisbourg, Fort Lennox, Fort George and Fort Langley). The opportunities to enjoy these special places will be further communicated through enhanced marketing efforts to targeted market segments.

Setting the Stage: Visitor Information and Orientation

The visitor experience begins prior to arrival at a national heritage place. The provision of clear and easily accessible information helps to influence and respond to visitor expectations. Parks Canada will continue to provide pre-visit information via its expanded national toll-free telephone service (1-888-773-8888), its tourism industry partners and its own Web site. The expanded campground reservation service addresses visitor expectations for pre-trip planning and assurance of available campsites.

A key component of information provision is onsite welcoming and orientation. Providing visitors with the right information at this stage of their visit will ensure that visitors benefit fully from all opportunities for enjoyable experiences.Visitor services training programs will include the information required to optimize the personal contact, materials, facilities and safety programs that visitors require upon their arrival. Over the next five years, Parks Canada will also enhance the quality and consistency of signage and other information services.

Offering a Range of Opportunities

The 2005 Minister's Round Table on Parks Canada also led to a recommendation to provide a range or continuum of opportunities for visitors both at individual national parks and national historic sites and also through links between different heritage areas. Parks Canada will develop a range of opportunities for visitors within the context of maintaining the ecological and commemorative integrity of these special places. Emphasis will be placed on programs and services, staff capabilities, revitalization of facilities and other infrastructure, and work with partners.

A major focus will be on connecting visitors with the spirituality of Canada's land and people. Programs and activities will engage people's hearts and minds to move them out of the ordinary and help create powerful memories. Parks Canada will work with its partners to ensure programs and activities respect the distinct cultural and natural heritage being presented. In recognition of the unique relationship of Aboriginal peoples with Canada's history, land and people, Parks Canada will work to provide further opportunities for storytelling by Aboriginal peoples.

Programs, Activities and Services
While maintaining a core level of service for all potential visitors, the number and types of programs and activities and the related services offered will be developed taking into consideration current and future market segments. The delivery of all services in the official language of the visitor's choice is key to the experience. The Agency has received strong grades in this area in the past and will continue to improve its ability to do so through training and staffing. Parks Canada will also explore opportunities to provide services in other languages where demand and capacity exists.

The 2005 Minister's Roundtable on Parks Canada participants recommended that Parks Canada use the traditional language and knowledge of indigenous peoples in places names, signage, interpretation and programming. In response Parks Canada will develop an Agency-wide strategy for the use of traditional language and knowledge in these and other areas.

On-site Interpretation
Parks Canada will invest in personal interpretation, enhancing real life experiences and educational programming. The Agency will also explore and integrate new media in order to meet the increasing technological needs of our audiences.

The resources provided in Budget Plan 2005 will allow Parks Canada to continue its program of Ecological Integrity education initiatives. Over four years the Ecological Integrity Innovation and Leadership Fund will provide support for results-oriented projects that offer tangible benefits for ecological integrity by funding selected projects based on their scientific merits as well as their ability to inform, influence and involve Canadians.

As part of this initiative an additional $4 million will be invested in innovative projects at Fundy and Banff National Parks of Canada that will communicate a sense of place, provide opportunities to learn about ecosystems, the story of human influences on these parks and gain support for ecosystem conservation initiatives.

Personal interpretation is at the core of many Parks Canada learning activities. Through the Personal Interpretation and Learning and Enrichment Travel Innovation Fund, Parks Canada will work with partners to augment investments in the development and delivery of professional and authentic learning experiences. In the past this program has led to over sixty co-supported projects.

The Aboriginal Heritage Presentation Innovation Fund was established to help ensure that more of these stories are told through partnered investments in Aboriginal interpretation programming. Aboriginal peoples are now active in telling their stories to the public, the quality of Aboriginal programs has greatly improved and relationships with local Aboriginal communities are stronger. The Aboriginal Heritage Presentation Innovation Fund will be continued, targeting gaps in the stories being presented.

Staff
Research shows interaction with knowledgeable staff is often key to a meaningful and engaging heritage experience, one that makes learning fun and effortless. The Agency will place increased internal emphasis on the role that all staff play in engaging visitors and responding to needs and expectations through annual visitor services training programs. The Employee Orientation Program for new staff includes a specific Visitor Experience component that reinforces this goal.

Parks Canada is actively working to build a national network of practitioners, specialists and professionals, and will deliver workshop and training opportunities, both internally and externally, to provide for their ongoing development. (See also Program Activity 7/8 for additional plans linked to training and staff development.)

Facilities and Infrastructure
Facilities such as day-use areas, trails, campgrounds, visitor centres, water and sewer systems, parking and roads afford onsite opportunities that contribute greatly to visitor understanding, enjoyment and appreciation. Parks Canada will demonstrate industry leadership by ensuring that these facilities are managed by principles of sustainability related to visitor needs, ecological and commemorative integrity, and affordability and with consideration of the broader tourism benefits associated with their long term economic, social and cultural environmental contributions.

Parks Canada received significant funding to recapitalize assets in Budget Plan 2005. The Agency will seek opportunities to make adjustments to its asset base by achieving a better understanding of how its facilities respond to visitor expectations and contribute to meaningful visitor experiences. Parks Canada will right size, innovate and modernize infrastructure to realize improved efficiency, standards and levels of service. In cases where facilities are no longer responding to visitor needs and expectations for environmentally or culturally sensitive experiences, they will be phased-out or decommissioned. Allocation of funding will consider many factors, including specific Visitor Experience criteria and environmentally friendly operational practices.

Pricing

In addition to the Budget Plan 2005 infrastructure funding, Parks Canada will invest an estimated $91 million from new fee revenues over the five years of this plan to renew visitor experience related facilities and assets. The Agency has developed, and has had approved, a multi-year National Pricing Strategy through which revenues from proposed fee increases are earmarked for improvements to visitor facilities. This approach is based on the principle that individuals and organizations that benefit personally from the programs and services provided should help to pay the related costs. It also establishes consistent pricing across the country, so that visitors to national parks and national historic sites pay the same fee for the same level of service, regardless of the location. The goal is to allow the Agency to continue offering high-quality heritage experience opportunities to Canadians by investing new revenues in sustaining its facilities and levels of services.

In surveys and polling, Parks Canada has consistently received high visitor satisfaction ratings and is among the top in the Government of Canada for service quality. To safeguard this position and in accordance with the User Fee Act, the Agency will establish service standards for services for which fees apply, and will survey to measure satisfaction against pre-established targets. In those instances where a visitor is not satisfied with services received, a full money-back guarantee is the Parks Canada policy.

Visitor Safety

Parks Canada's public safety program strives to pro-actively reduce the probability of visitor safety incidents through a comprehensive risk management approach that includes planning, prevention, readiness and response. Risk management is actively addressed on a daily basis in national historic sites, national parks and national marine conservation areas. Following an internal review of the public safety program, Parks Canada has given a priority to updating its existing visitor risk management policy and planning framework by 2006/07 and then systematically implementing this new policy and planning framework in national historic sites, national parks and national marine conservation areas in subsequent years. All national historic sites, national parks and national marine conservation areas have updated their existing visitor risk management programs to be consistent with the revised policy and planning framework. The updated policy and planning framework will continue to emphasize that visitor safety is a shared responsibility between visitors and Parks Canada. Visitors are expected to plan and prepare for their visits. They are also encouraged to seek additional information on planning and preparedness when they arrive to ensure a high quality visitor experience. Parks Canada will continue to develop and implement risk management and targeted prevention programs that support preparedness and self-reliance. Parks Canada will continue to be prepared to respond to public safety incidents when they arise and will work closely with other departments, non-government organizations and service providers to coordinate prevention, readiness and response initiatives. This includes being an active member of the National Search and Rescue Program coordinated by the National Search and Rescue Secretariat (DND) and working with non-governmental organizations such as the Canadian Avalanche Association and SMARTRISK.

Program Activity 5: Townsite Management

Planned Spending ($ thousands) and Full-Time Equivalents (FTE)

Townsite Management	Forecast Spending	Planned Spending
	2005-2006*	2006-2007	2007-2008	2008-2009	2009-2010	2010-2011
Capital	4,279	4,299	4,479	4,599	4,799	4,799
Salary**	3,978	4,019	4,038	4,029	4,029	4,029
Other Operating	3,212	3,280	3,334	3,334	3,334	3,334
Sub Total	11,469	11,598	11,851	11,962	22,162	22,162
FTE	41	41	41	41	41	41
Allocation of Corporate Services	1,099	1,254	1,127	1,131	1,139	1,139
Total (including Corporate Services)	12,568	12,852	12,978	13,093	13,301	13,301
FTE (including Corporate Services)	51	51	51	51	51	51

* Reflects the best forecast of total net planned spending to the end of the fiscal year.
** Salary totals include Employee Benefit Plans

Description

This program activity relates to the Parks Canada Agency's management and operation of communities within Canada's national parks. These communities are important staging areas for visitors' national park and national historic site experiences, home to businesses and residents who are actively involved in providing services to visitors, and administrative centers for Parks Canada operations. The Agency provides municipal service such as drinking water, snow removal, garbage pick-up and disposal, sewage treatment, road and street maintenance, and fire services to support visitors and residents. Parks Canada is directly responsible for managing five townsites in national parks, which have permanent populations ranging from 100 to 1,500, and welcome millions of visitors annually.

Planned Results and Performance Expectations

5. TOWNSITE MANAGEMENT
Planned Result	Performance Expectation
10. Provide responsible environmental stewardship, heritage conservation, and efficient and affordable administration.	21. Meet targets for sewage effluent quality, water conservation, solid waste diversion, management of contaminated sites and legislated limits to growth. 22. Develop inventory of heritage assets, condition ratings and performance targets by March 2007. 23. 100% cost recovery of municipal utility services (water, sewer and garbage collection). 24. Establish targets for efficient administration by March 2007 based on standard municipal models.

Strategies to Achieve Planned Results

Planned Result 10: Provide responsible environmental stewardship, heritage conservation, and efficient and affordable administration.

Parks Canada has responsibilities under the Canada National Parks Act to prepare community plans for each community located inside the borders of a national park. These five townsites are: Field, in Yoho National Park of Canada, British Columbia; Lake Louise, in Banff National Park of Canada, Alberta; Wasagaming in Riding Mountain National Park of Canada, Manitoba; Waskesiu, in Prince Albert National Park of Canada, Saskatchewan; and Waterton, in Waterton Lakes National Park of Canada, Alberta.

The Banff townsite (http://www.banff.ca/home.htm) in Banff National Park of Canada has been self-governed since 1990 under a federal-provincial agreement and is not directly administered by Parks Canada. The Agency retains final approval for the Town of Banff Community Plan and Land Use Bylaw. Jasper townsite (www.jasper-alberta.com) in Jasper National Park of Canada has been operating under self-government authorities since April 2002. Parks Canada retains authority for land-use planning and development in Jasper.

Planned results and performance expectations may be amended over time to reflect the broader role the communities play in contributing to park ecological integrity, visitor experience, public appreciation and homes for businesses and residents. The communities of Banff and Jasper will be encouraged to develop monitoring programs and reporting protocols similar to the other communities.

Community Plans

Community plans are in place for each community to provide a strategy for the management of growth and development in each community. The focus over the next five years will be to implement the community plans according to the legislation and performance expectations. The community plans also provide guidance on enhancing opportunities for visitor experiences, ensuring that services, facilities and development reflect national park values while responding to visitors'interests, needs and expectations, and promoting public appreciation and understanding.

During implementation, the plans will be reviewed to ensure they continue to be relevant. Success in achieving the planned results will require collaboration between those living and working inside the national parks, the visiting public and Parks Canada.

Four principles guide community plans:

1. no net negative environmental impact;
2. leadership in environmental stewardship and heritage conservation;
3. responsible growth management;
4. managing development and use.

1. No Net Negative Environmental Impact
The principle of no net negative environmental impact means that everyone is working together to ensure that wildlife, plants, water, air, soil and the processes that connect them will be better off or no worse tomorrow than they are today, and that the cumulative impact of development decisions on the ecological well-being of parks, from this day forward, will be positive, not negative. The principle is applied to all national park townsites to ensure that these communities do not negatively affect the ecological health of the national parks in which they are located. A 3NEI framework that includes monitoring and action plans to mitigate the ecological impacts of each townsite will commence implementation in 2006. These frameworks will also address the other principles. Parks Canada will monitor progress against performance expectations and will work with the communities to refine indicators and management systems to support reporting. These individual frameworks will provide input into State of Park reports and the reviews of community plans. The implementation of each framework and its success will be subject to review by Parks Canada and its partners at least once every five years.

2. Leadership in Environmental Stewardship and Heritage Conservation
Parks Canada will continue to work with communities to ensure they are models of environmental stewardship. The development of new technologies and best management practices will be developed with the tourism industry and communities and information will be exchanged between communities. The Agency is also committed to upgrading sewage treatment facilities to ensure that effluent quality meets or exceeds national and provincial standards. Completion of the recapitalization of the water and sewer infrastructure will help achieve the Agency's objectives for environmental stewardship.

Leadership in heritage conservation will focus on the conservation of priority heritage buildings representative of the community's distinctive character and ensuring new development is compatible in design and quality with existing neighbourhoods. This principle applies to both Parks Canada facilities and those owned by others. Communities will have in place by 2007: an inventory of heritage assets; identification of condition ratings, performance targets and priorities; and an action plan to address priority structures.

3. Responsible Growth Management
Limits to commercial growth, zoning and boundaries for each community have been established and legislated. These limits will continue to guide community plan reviews. Within this context, communities will be supported in their efforts to address social and economic needs.

4. Managing Development and Use
The intent behind this principle is to ensure that the character of a community reflects its setting in a national park. New business applications and development will only be considered if it can be demonstrated they contribute to the national park character. Basic and essential services or facilities will be provided in the context of meeting the needs and expectations of visitors and residents, contributing to meaningful visitor experiences and promoting public understanding. Development will respect architectural and landscape guidelines and growth limits.

The role the communities play in supporting opportunities for meaningful visitor experiences and in providing educational opportunities will be strengthened. Parks Canada will also continue to invest in health and safety projects at townsites in national parks.

Program Activity 6: Throughway Management

Planned Spending ($ thousands) and Full-Time Equivalents (FTE)

Throughway Management	Forecast Spending	Planned Spending
	2005-2006*	2006-2007	2007-2008	2008-2009	2009-2010	2010-2011
Capital	25,071	30,561	25,241	19,361	24,561	24,561
Salary**	10,353	10,417	10,457	10,441	10,441	10,441
Other Operating	11,735	11,821	12,090	12,090	12,090	12,090
Sub Total	47,159	52,799	47,788	41,892	47,092	47,092
FTE	165	165	165	165	165	165
Allocation of Corporate Services	5,493	6,271	5,637	5,656	5,696	5,696
Total (including Corporate Services)	52,652	59,070	53,425	47,548	52,788	52,788
FTE (including Corporate Services)	214	214	214	214	214	214

* Reflects the best forecast of total net planned spending to the end of the fiscal year.
** Salary totals include Employee Benefit Plans

Description

This program activity includes the operation, maintenance and repair of roads, bridges, provincial and inter-provincial highways and waterways that connect communities and pass through national historic sites and national parks.

Parks Canada is responsible for approximately 868 kilometres of provincial and inter-provincial highways, including six sections of the Trans-Canada and Yellowhead highways. This responsibility stems from the location of these sections of the highways within national park boundaries. The highways are integral to Canada's national highways system, and some have significant year-round traffic volumes ranging from 1.4 to 5.7 million vehicles per year. These highways are also integral to providing access to many parks facilities as well as communities within national parks they traverse.

Parks Canada is responsible for nine national historic canals or waterways including the Trent-Severn Waterway and the Rideau, Lachine and Chambly canals. There are more than 650 kilometres of waterway and 25,000 square kilometers of drainage basin involved, affecting countless communities, businesses and stakeholders in both urban and rural regions of Canada.

Planned Results and Performance Expectations

6. THROUGHWAY MANAGEMENT
Planned Result	Performance Expectation
11. Provide safe highways, open to through traffic and minimize their environmental impacts.	25. Highways are open to through traffic. 26. Maintain highways in a condition that minimizes risk to users. 27. Minimize environmental impacts of highways.
12. Maintain condition of waterways with water control functions and meet water level obligations.	28. 75% of waterway assets are maintained in at least fair condition. 29. Develop inventory of water control obligations, targets and protocols for measuring compliance by March 2007.

Strategies to Achieve Planned Results

Planned Result 11: Open, Safe Highways with Minimal Ecological Impact

Parks Canada has an obligation to keep highways and waterways open and operating safely while minimizing their environmental impact.

Associated with the 868 km of through highways within the boundaries of national heritage areas in eight provinces, there are also 97 highways bridges and overpasses. To ensure due diligence and to protect this infrastructure, the Agency will enhance its inspection program to align with comparable and national guidelines.

With the new funding provided in Budget Plan 2005 and guided by the results of the inspection program, Parks Canada will ensure these throughways are not closed nor allowed to deteriorate to the point where they present unacceptable safety risks.

Trans Canada Highway Twinning
As part of the Government of Canada's effort to improve Canada's infrastructure and integrate this work with provincial and territorial needs, Parks Canada received funding to continue twinning the portion of the Trans-Canada Highway that runs through Banff National Park of Canada. The money will help to:

1. Improve motorist public safety;
2. Reduce wildlife-vehicle conflicts;
3. Foster other related environmental improvements;
4. Increase the efficient movement of people and goods.

Twinning the Trans-Canada Highway will exacerbate the Agency's existing funding challenges to undertake routine, regular highway maintenance as it will increase the number of kilometers of highway for which there are high performance expectations. However, improved traveller safety does warrant the investment in twinning the highway.

Parks Canada will continue to seek new funding to complete the twinning of the Trans-Canada highway through Banff National Park of Canada and the mitigation of undesirable impacts on wildlife and vegetation that will result from the twinning.

Parks Canada's planned result also includes a commitment to minimize the environmental impact of highways running through national heritage areas. Elements of a highways specific ecological reporting framework were identified in 2005. These elements will be integrated into the overall Park specific ecological integrity frameworks (see PA 2) that will be developed and subsequently reported on in the annual State of Park reports.

Planned Result 12: Waterway Management

Parks Canada has custodial responsibilities for a complex system of canals, bridges, dams and locks. The Agency operates nine historic canals that vary considerably in size and scope. The largest, is the Trent-Severn Waterway which runs 386 kilometres from Trenton on Lake Ontario, to Georgian Bay, while the Rideau Canal consists of 47 locks and runs 202 kilometres. While most Canadians associate the operation of canals with pleasure boating and the conservation of the nation's historic fabric, the waterway management aspect often represents the more significant responsibility for Parks Canada. Waterway management includes flood control in support of property owners and communities, maintaining navigation levels for pleasure and commercial watercraft, protection of wetlands and habitat for species at risk, and provision of water for power generation. It also includes the maintenance of the dams and bridges that are critical to managing the water levels and connect the communities that surround the canals.

To address the fundamental challenges associated with waterway management Parks Canada will embark on a program to ensure the needs of all stakeholders are balanced with the fundamental requirement to make waterways safe and open to through traffic and to minimize environmental impact. As part of its strategy to maintain these critical structures, the Agency will enhance its infrastructure inspection program to align with comparable provincial and national guidelines. With the new funding provided in Budget Plan 2005, and guided by the results of the inspection program, Parks Canada will ensure these waterways are not closed nor allowed to deteriorate to the point where they present unacceptable safety risks.

Program Activity 7/8: Corporate Services

Planned Spending ($ thousands) and Full-Time Equivalents (FTE)

Corporate Services	Forecast Spending	Planned Spending
	2005-2006*	2006-2007	2007-2008	2008-2009	2009-2010	2010-2011
Capital	2,305	2,525	2,885	3,125	3,525	3,525
Salary**	31,393	31,619	31,751	31,697	31,697	31,697
Other Operating	21,228	28,568	21,731	21,737	21,737	21,737
Total	54,962	62,712	56,367	56,559	56,959	56,959
FTE	495	495	495	495	495	495

* Reflects the best forecast of total net planned spending to the end of the fiscal year.
** Salary totals include Employee Benefit Plans

Description

These program activities address the provision of corporate services, including budgeting and programming, financial investment and administrative management, real property and asset management, the development of legislation and policy, and senior management. It also includes the Human Resource management areas of labour relations, collective bargaining, compensation, occupational safety and health, classification, human resourcing strategies, programs and systems, internal communications, and administration.

Planned Results and Performance Expectations

7/8: CORPORATE SERVICES
Planned Result	Performance Expectation
13. Demonstrate accountability and effective decisionmaking and deliver timely, accessible and reliable management services.	30. Auditor General audits of financial and performance information find no material concerns. 31. Corporate service expenditures will not exceed 12% of total operating budget.
14. A diverse and capable workforce, working in a positive and enabling environment.	32. Five year Independent Report on the Agency's Human Resource Regime to show a significant consistency between the Agency's HR Values and Principles and the HR regime. 33. A workforce that is representative of the Canadian population as measured by regional labour force availability.

Strategies to Achieve Planned Results

Planned Result 13: Maximizing Agency Performance

Parks Canada has had to continuously adapt its management practices to reflect legislative, regulatory and administrative challenges. The magnitude of change is considerable and the Agency shares the Government of Canada commitment to make itself more accountable, responsive and innovative. It will continue to focus on modernizing and refining management practices in specific areas: financial management, information technology, human resources and environmental stewardship. Key goals include:

• Developing a long term financial strategy to ensure the financial sustainability of the Agency and providing sound stewardship of public resources.
• Meeting the due diligence required of Government of Canada departments or agencies, Parks Canada will implement approved comptrollership initiatives such as re-building the internal audit function and continuing to operate in an open, transparent and accountable manner.
• Ensuring sustainable business practices.
• Integrating asset management with other program activity management.
• Developing a comprehensive approach to succession management while ensuring representivity. Additional emphasis will be placed on the recruitment of visible minorities, and on the retention and development of Aboriginal employees.
• An Employment Equity Strategy, with particular emphasis on improving representation of visible minorities. Parks Canada will assess and monitor its efforts to recruit and retain visible minorities in order to address, by 2008, shortcomings in meeting expectations.
• Building a learning organization and a healthy workplace reflecting Parks Canada's Human Resource Values and Operating principles.
• Ensuring accountability by making every element of the organization clear about their roles and responsibilities, so that all employees will fulfill their responsibilities and be ready to answer for their performance.
• Developing mechanisms and approaches to improve internal communications within the Agency with special emphasis on two-way communication that effectively engages all members of the Parks Canada team.

Planned Result 14: A Diverse and Capable Workforce

Human Resources

Parks Canada employees are enthusiastic, passionate and professional. The Agency has and will continue to develop human resource strategies to enhance our human resources capacity and engagement of our staff. It will recruit new talent, provide learning and advancement opportunities to employees, and create a positive, healthy work environment that promotes and upholds professional public service values and standards.

Commitments to specific learning and workplace improvement goals will be pursued at the local and corporate levels through consultation with employees. Initiatives include the development of a core learning program for supervisors and middle managers and an on-going focus on strengthening internal communications in the Agency, a critical element of a healthy workplace. In addition, Park's Canada Orientation Program for new employees will be systematically updated and expanded so that its continued success is assured.

The Agency will continue to implement measures contained in the May 2005 CEO message Working Together to Improve Our Workplace based on the results of the employee survey.

The evaluation of progress toward these goals will include the Independent Report on the Agency's Human Resources Regimes, periodic audits and employee surveys.

Asset Management

Supporting the delivery of Parks Canada's Programs are its unmatched holdings in real property built assets ranging from modern digitally controlled buildings to dams and weirs constructed in 1832, to highways and bridges that cut through the Rockies. In the year 2000, the replacement cost of the Parks Canada's asset base was estimated at $7.1 billion.

Chronic underfunding had resulted in a significant deterioration of this asset base, the severity of which was recognized by the Government of Canada, which, in Budget 2005, announced $209 million in new funding over five years followed by an annual increase of $75 million. Combined with Parks Canada's National Pricing Strategy and existing budgets, Parks Canada will spend $512.7 million, over the next five years.

Immediate efforts will be focussed on resolving the urgent and pressing needs at Parks Canada's natural and cultural heritage sites, while beginning to reshape the asset base to better meet the needs and expectations of Canadians, to realize Parks Canada's stewardship mandate and to improve environmental and energy performance. When stable long-term funding is in place, Parks Canada will be able to work with partners and stakeholders to identify asset renewal opportunities.

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.

Given the current state of deterioration and the increased spending, continued vigilance will be ensured through improvements to management frameworks and through augmenting the knowledgeable client capacity necessary to manage, monitor and respond to emerging asset issues. Through the implementation of a new asset management system, Parks Canada will have access to improved asset information, which will facilitate the strategic management of assets.

Information Technology and Management

Reliable and credible information is essential for a geographically dispersed organization such as Parks Canada. The Agency will continue to seek out opportunities to improve services, decisions and results through the integration and streamlining of common internal systems and processes. The Agency will build on the Government of Canada strategy of movement toward whole-of-government shared services by participating in shared service arrangements, and will position itself to be at the forefront of technology that supports enhanced visitor experiences at our special heritage places through the negotiation and management of exclusive supplier agreements.

The use of technology will be an important cornerstone of improved retention and access to the Agency's information holdings. Decision-making and management will be improved.

Parks Canada will continue to use information technology to support management decision-making. Integrated financial and personnel management systems will provide access to the information managers need, when they need it.

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