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Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
||
Establish Heritage Places |
20,566 |
26,090 |
25,955 |
25,662 |
25,662 |
25,662 |
|
Conserve Heritage Resources |
168,254 |
215,623 |
212,037 |
215,411 |
221,332 |
221,332 |
|
Promote Public Appreciation and Understanding |
57,102 |
68,082 |
68,991 |
70,491 |
73,143 |
73,143 |
|
Enhance Visitor Experience |
178,307 |
196,804 |
205,534 |
215,941 |
221,861 |
221,861 |
|
Townsite Management |
11,935 |
12,775 |
12,979 |
13,094 |
13,297 |
13,297 |
|
Throughway Management |
48,344 |
58,680 |
53,425 |
47,548 |
52,852 |
52,852 |
|
Total Main Estimates |
484,508 |
578,054 |
578,921 |
588,147 |
608,147 |
608,147 |
|
Adjustments: Governor General Warrants: |
|
|
|
|
|
|
|
Collective Bargaining |
18,758 |
|
|
|
|
|
|
Capital Assets in Parks |
11,000 |
|
|
|
|
|
|
Register of Historic Sites-Framework Tools |
10,650 |
|
|
|
|
|
|
TB Vote 5 |
4,968 |
|
|
|
|
|
|
Forest Fires & Emergencies |
4,566 |
|
|
|
|
|
|
Ecological Integrity in Canada's National Parks |
4,279 |
|
|
|
|
|
|
Litigation Settlements |
2,400 |
|
|
|
|
|
|
Contaminated Sites |
1,203 |
|
|
|
|
|
|
Advertising – Public Notices |
1,121 |
|
|
|
|
|
|
Commemoration of the 400th anniversary of the founding of Quebec City |
972 |
|
|
|
|
|
|
Canada's Relationship with the Metis – Powley |
300 |
|
|
|
|
|
|
Dehcho First Nations |
234 |
|
|
|
|
|
|
Oceans Action Plan |
170 |
|
|
|
|
|
|
Northern Energy Development |
125 |
|
|
|
|
|
|
Settlement and implementation of the Labrador Inuit Land Claims Agreement |
25 |
|
|
|
|
|
|
Official Languages Action Plan in the Public Service – Program Integrity |
23 |
|
|
|
|
|
|
Other: |
|
|
|
|
|
|
|
Procurement Reform |
-700 |
-2,690 |
0 |
0 |
0 |
0 |
|
Commemoration of the 400th anniversary of the founding of Quebec City |
|
3,649 |
14,685 |
2,400 |
|
|
|
Historic Places Initiative |
|
1,000 |
|
|
|
|
|
Ecological Integrity in National Parks |
|
655 |
|
|
|
|
|
Contaminated Sites |
|
180 |
|
|
|
|
|
Out of Court Settlements |
|
6,587 |
|
|
|
|
|
Total Adjustments |
60,094 |
9,381 |
14,685 |
2,400 |
0 |
0 |
|
Total Planned Spending |
544,602 |
587,435 |
593,606 |
590,547 |
608,147 |
608,147 |
|
Total Planned Spending |
544,602 |
587,435 |
593,606 |
590,547 |
608,147 |
608,147 |
|
Plus: Cost of services received without charge |
42,796 |
41,480 |
40,286 |
40,292 |
40,340 |
40,340 |
|
Net Cost of Program |
587,398 |
628,915 |
633,892 |
630,839 |
648,487 |
648,487 |
|
Full Time Equivalents |
4,120 |
4,127 |
4,127 |
4,125 |
4,125 |
4,125 |
2006-2007 |
||||||
Program Activity |
Budgetary |
Total Main Estimates |
Adjustments (planned spending not in Main Estimates) |
Total Planned Spending |
||
Operating |
Capital |
Grants and Contributions |
||||
Establish Heritage Places |
24,941 |
1,126 |
23 |
26,090 |
195 |
26,285 |
Conserve Heritage Resources |
180,450 |
16,620 |
18,553 |
215,623 |
3,277 |
218,900 |
Promote Public Appreciation and Understanding |
59,590 |
8,303 |
189 |
68,082 |
2,657 |
70,739 |
Enhance Visitor Experience |
162,655 |
34,149 |
0 |
196,804 |
2,785 |
199,589 |
Townsite Management |
8,425 |
4,350 |
0 |
12,775 |
78 |
12,853 |
Throughway Management |
27,867 |
30,814 |
0 |
58,680 |
390 |
59,070 |
Total |
463,928 |
95,362 |
18,765 |
578,054 |
9,382 |
587,434 |
Vote or Statutory Item | Truncated Vote or Statutory Wording |
2006-2007 Current Main Estimates |
2005-2006 Previous Main Estimates |
30 |
Program expenditures |
428,730 |
344,562 |
35 |
Payment to the new Parks and Historic Sites Account |
3,000 |
1,800 |
(S) |
Expenditures equivalent to revenues |
100,000 |
95,000 |
(S) |
Contributions to employee benefit plans |
46,324 |
43,146 |
|
Total Agency |
578,054 |
484,508 |
2006-2007 |
Total |
Total Planned Spending |
587,435 |
Plus: Services Received without Charge |
|
Contributions covering employers' share of employees'insurance premiums and expenditures paid by TBS |
19,505 |
Accommodation provided by Public Works and Government Services Canada (PWGSC) |
15,579 |
Services provided by the Department of Canadian Heritage for information management, information technology, finance, human resources and administrative support |
4,664 |
Salary and associated expenditures of legal services provided by Justice Canada |
1,110 |
Audit services provided by the Office of the Auditor General |
510 |
Worker's compensation coverage provided by Social Development Canada |
112 |
41,480 |
|
2006-2007 Net cost of Department |
628,915 |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
|
Establish Heritage Places |
1,115 |
1,126 |
1,144 |
1,156 |
1,176 |
1,176 |
Conserve Heritage Resources |
15,920 |
16,620 |
21,973 |
25,542 |
31,490 |
31,490 |
Promote Public Appreciation and Understanding |
5,764 |
10,492 |
18,121 |
12,339 |
13,547 |
13,547 |
Enhance Visitor Experience |
23,785 |
35,608 |
46,447 |
53,095 |
58,071 |
58,071 |
Townsite Management |
4,325 |
4,350 |
4,537 |
4,662 |
4,870 |
4,870 |
Throughway Management |
25,302 |
30,814 |
25,530 |
19,674 |
24,914 |
24,914 |
Total |
76,210 |
99,010 |
117,752 |
116,466 |
134,066 |
134,066 |
Forecast Revenue 2005-2006 |
Planned Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
|
Promote Public Appreciation & Understanding |
|
|
|
|
|
|
Heritage Presentation Programs |
762 |
827 |
849 |
935 |
935 |
935 |
762 |
827 |
849 |
935 |
935 |
935 |
|
Enhance Visitor Experience |
|
|
|
|
|
|
Entrance Fees |
40,060 |
43,900 |
45,180 |
50,300 |
50,300 |
50,300 |
Camping Fees |
16,051 |
17,611 |
18,131 |
20,211 |
20,211 |
20,211 |
Lockage and Mooring Fees |
2,408 |
2,648 |
2,728 |
3,048 |
3,048 |
3,048 |
Pools |
3,603 |
3,603 |
3,603 |
3,603 |
3,603 |
3,603 |
Other Recreational Fees |
3,474 |
3,769 |
3,867 |
4,261 |
4,261 |
4,261 |
65,596 |
71,531 |
73,509 |
81,423 |
81,423 |
81,423 |
|
Townsite Management |
|
|
|
|
|
|
Municipal Service Fees |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
2,676 |
|
Other Revenue |
|
|
|
|
|
|
Real Property and Business Fees |
17,614 |
17,614 |
17,614 |
17,614 |
17,614 |
17,614 |
Miscellaneous |
8,352 |
7,352 |
9,352 |
8,352 |
8,352 |
8,352 |
25,966 |
24,966 |
26,966 |
25,966 |
25,966 |
25,966 |
|
Total Respendable Revenues |
95,000 |
100,000 |
104,000 |
111,000 |
111,000 |
111,000 |
Name of Fee Activity | Fee Type | Fee Setting Authority1 | Reason for Fee Introduction or Amendment | Effective date of planned change to take effect | Completed/Planned Consultation & Review Process |
National Park and National Historic Site Riding Mountain (Daily Adult) e.g. $6.00 to $8.00 |
Service | Parks Canada Agency Act | Rebuild or replace deteriorated visitor facilities using new revenues from fee increases. | 2006/07, 2007/08, 2008/09 |
Four year fee strategy was approved in June 2005. Prior to being approved, this strategy was subject to consultations carried out between November 2003 and February 2004
and was tabled in Parliament as required by the User Fees Act. The fee increases approved for 2005/06 have been implemented. Remaining increases will be implemented in 2006/07, 2007/08 and 2008/09. |
National Park Camping Front Country Camping |
Service | Parks Canada Agency Act | As above | 2007/08, 2008/09 | |
Historic Canal Lockage One Day Lockage |
Service | Parks Canada Agency Act | As above | 2006/07, 2008/09 | |
National Park and National Historic Site Cross Country Skiing |
Service | Parks Canada Agency Act | As above | 2006/07, 2007/08, 2008/09 | |
Fishing License Fees – Amending Seasonal |
Rights and Privileges | Parks Canada Agency Act | To earn a fair return for the use of publicly owned resources and use the associated revenue to rebuild visitor facilities. | 2006/07, 2007/08, 2008/09 | |
Hot Pool Fees – Proposed Radium Hot Springs |
Service | Parks Canada Agency Act | Maintain current level of service using new revenues from fee increases | 2007/08, 2008/09, 2009/10, 2010/11 | Consultations on a four year fee were completed in the fall of 2005. A focused three-pronged approach was used: meetings with commercial group tour operators at travel trade shows; focus group sessions with frequent users of the three facilities and letters to elected officials. Pursuant to the User Fees Act, this proposal will be tabled in Parliament prior to being submitted for approval. |
Business Licenses – Proposed Restaurant |
Rights and Privileges | Parks Canada Agency Act | To earn a fair return for the commercial use of publicly owned resources | 2008/09 |
Parks Canada consulted on a business license fees proposal with business operators, business associations, chambers of commerce, elected officials, provincial parks and tourism ministries, national tourism organizations, park stakeholder groups and Canadians generally in July and August 2005. Pursuant to the User Fees Act, this proposal will be tabled in Parliament prior to being submitted for approval. |
* According to Sections 23 and 24 of the Parks Canada Agency Act, the Minister sets all fees and charges for rights and privileges
Addressing the deteriorated state of the assets is a major component of the Agency's strategic agenda. Parks Canada will revitalize its asset base through significantly increasing asset spending and improving management frameworks, while adopting state of the art environmental leadership initiatives.
As one of the major custodians in the Government of Canada, Parks Canada's holdings in real property fixed assets are diverse and extensive (numbering approximately 18,000 with an estimated replacement value of $7.1B).
The variety of fixed assets included in the Agency's inventory is unmatched. Holdings range from modern digitally controlled buildings to fortifications to dams and weirs constructed in 1832, to highways and bridges that cut through the Rockies. Also included are assets such as wildlife overpasses, underpasses, fencing and jumpouts designed specifically to support ecological integrity and ecosystem protection objectives. Parks Canada's assets are found, literally, from sea to sea to sea, in every type of environment this country offers. The sound management of such a varied inventory requires a diverse range of skills and resources beyond those required by other custodians.
Parks Canada's assets are divided into four groups that present unique management challenges. Cultural or historic assets are core to Parks Canada's mandate; visitor assets are required to enable the visitor experience; assets administered on behalf of the Government of Canada are Parks Canada's responsibility, solely by virtue of their location; and, supporting assets support service delivery of Parks Canada's programs and services.
Cultural Resources (23% of total asset portfolio) Cultural or historic assets are core to Parks Canada's mandate. While found primarily within Conserve Heritage Resources (PA 2), significant cultural assets are also located within Promote Public Appreciation and Understanding (PA 3), Enhance Visitor Experience (PA 4), and in Corporate Services (PA 7/8).
Cultural resources, found in 153 Parks Canada administered national historic sites and 42 national parks, include historic and archaeological resources that are nationally significant and have historic value. Cultural resources are irreplaceable and require a close level of management expertise, distinct from that required for contemporary assets. As noted by the Auditor General in her November 2003 Report, the consequence of not making timely capital interventions is the permanent loss of Canada's heritage fabric.
Cultural assets are identified as being either level 1 or level 2. Level 1 indicates that the asset is of national significance, the highest designation, while level 2 means that the asset has historical value. The majority (85%) of cultural assets are classified as level 1. The average year of construction varies among the categories: 1902 for buildings; 1879 for marine works; and 1844 for fortifications.
Visitor Facilities (44 % of total asset portfolio) Visitor facilities are associated with Program Activities 3 and 4 – Public Appreciation and Understanding and Enhance Visitor Experience. Engaging Canadians and providing visitors with memorable experiences are Parks Canada's priorities. Visitor facilities provide opportunities for Canadians to access, learn about and experience their natural and cultural heritage. They are the mainstay of Parks Canada's $100 million revenue program and among the principal assets of Canada's tourism industry, contributing $1.2 billion to Canada's Gross Domestic Product and the equivalent of 38,000 full-time jobs. Visitor facilities include reception and interpretive centres, trails, campgrounds and day-use areas. They also include related assets such as access roads, parking lots, and water and wastewater systems.
Assets administered on behalf of the Government of Canada (26 % of total asset portfolio) Assets administered on behalf of the Government of Canada are associated with Program Activities 5 and 6 – Townsites and Throughways. They include highways, contemporary bridges and dams on historic canals, and municipal structures in national park townsites. Parks Canada is responsible for approximately 800 km of highways and 97 bridges, which form part of the Trans-Canada Highway and sections of various provincial highways. Parks Canada is also responsible for: waterway management infrastructure, including over 200 dams controlling water levels and 89 bridges; municipal infrastructure including roads and bridges; and water and wastewater treatment systems within national park townsites.
Supporting assets (7 % of total asset portfolio) Supporting assets are associated with Program Activities 7/8 – Corporate Services. While not always visible, they are necessary to support the delivery of Parks Canada's various programs. They include assets such as maintenance compounds, administration centres and fleet.
Parks Canada's fleet is comprised of approximately 1,300 light vehicles, 400 pieces of heavy equipment and 1,000 pieces of off-road and marine equipment. Parks Canada is continuously renewing its wide range of motorized inventory that includes high-speed snow ploughs, to trucks and cars, to snowmobiles and ATVs. The Agency considers green options in every investment decision and has been successful in taking advantage of subsidies offered by other government agencies in greening its fleet.
To address the risks associated with the deteriorated asset base, Parks Canada will significantly increase asset spending, and improve management frameworks as well as asset information.
Combining existing budgets with the forecast funding generated from Parks Canada's User Fee Strategy and the $209 million over five years and $75 million ongoing announced in Budget Plan 2005, Parks Canada will spend $512.7 million over the next five years towards resolving the recapitalization shortfall.
The principles associated with realizing mandate, stewardship, safety and environmental leadership objectives, and the achievement of financial sustainability, guide the development of proposed projects and funding allocations. Additionally, the benefits of increased spending will be maximized through seeking to incorporate state of the art environmental leadership initiatives in projects.
Emerging issues will change the relative priority of individual projects. Parks Canada manages its capital program, allowing for adjustments and ensuring that the highest priority projects are funded. Parks Canada's capital planning process articulates the planning cycle and the project approval authorities and process. Linked to the Program Activity Architecture, the process enables Parks Canada to plan and report on asset investments in full support of program objectives and ensures appropriate mechanisms for the monitoring, adjustment and oversight of the capital program.
To effectively manage the increased capital program and to fully assume its asset custodial obligations, Parks Canada is incrementally increasing its asset management capacity. This will include capacity building for risk management and strategic asset management through the development of policies, maintenance standards and guidelines, and the refinement of investment priorities to better achieve outcomes. Furthermore, Parks Canada will increase its capacity to deliver projects and to manage the day-to-day operations of its complex asset base as well as ratifying a service level agreement with Public Works and Government Services Canada.
Parks Canada has developed and is now implementing an asset management system that will provide access to reliable asset information to support strategic decision making, compliance with legal and due diligence obligations. The information will improve the understanding of the role assets play in the delivery of programs as well as facilitate oversight of asset management activities.
Current Estimated Total Cost |
Forecast Spending to 31-Mar-06 |
Planned Spending 2006-07 |
Planned Spending 2007-08 |
Planned Spending 2008-09 |
Future Years Spending |
|
Establish Heritage Places | ||||||
Ontario | ||||||
Bruce Peninsula NP – Land Acquisition |
13.5 |
8.1 |
0.3 |
0.3 |
0.3 |
4.5 |
Conserve Heritage Resources | ||||||
Quebec | ||||||
Quebec City – Dufferin Terrace Stabilization & Major Repairs |
11.6 |
2.1 |
3.1 |
2.8 |
0.6 |
3.0 |
Manitoba | ||||||
Prince of Wales – Wall Conservation |
3.1 |
1.2 |
0.5 |
0.5 |
0.5 |
0.4 |
Ontario | ||||||
Ontario East – Fort Henry NHS Major Repairs |
10.0 |
7.0 |
3.0 |
– |
– |
– |
Promote Public Appreciation & Understanding | ||||||
Quebec | ||||||
Quebec City – Old Port of Quebec Interpretation Centre enhancements |
24.0 |
1.0 |
5.9 |
14.7 |
2.4 |
– |
Enhance Visitor Experiences | ||||||
Alberta | ||||||
Banff NP – Rocky Mountain House Redevelopment |
3.7 |
0.9 |
2.4 |
0.4 |
– |
– |
Banff NP – Tunnel Mountain Water & Sewer Recap. |
3.9 |
0.7 |
– |
1.0 |
1.0 |
1.2 |
Kootenay NP – Sinclair Canyon Utilities replace electrical distribution system |
4.4 |
0.1 |
1.0 |
0.4 |
1.0 |
1.9 |
British Columbia | ||||||
Gwaii Haanas NP – Haida Heritage Center |
4.5 |
2.8 |
1.7 |
– |
– |
– |
Ontario | ||||||
Bruce Peninsula NP – New Visitor Center |
7.3 |
6.3 |
1.0 |
– |
– |
– |
Newfoundland | ||||||
Newfoundland East – Signal Hill Visitor Centre Recapitalization |
2.2 |
1.5 |
0.7 |
– |
– |
– |
Throughway Management | ||||||
Alberta | ||||||
Banff NP – Trans Canada Highway Twinning |
57.5 |
13.0 |
25.0 |
12.0 |
7.5 |
– |
WAMSC – Waterton Lakes Belly River Bridge |
2.7 |
0.0 |
0.2 |
2.5 |
– |
– |
Ontario | ||||||
Central Ontario – Trent Severn Dam Lock 37 Urgent Recapitalization and Repairs |
5.0 |
0.8 |
4.2 |
– |
– |
– |
Total Major Capital (>2M) |
|
45.5 |
49.0 |
34.6 |
13.3 |
11.0 |
Total Minor Capital (>2M) |
|
30.7 |
46.4 |
68.5 |
100.8 |
123.1 |
Total Program Spending |
|
76.2 |
95.4 |
103.1 |
114.1 |
134.1 |
Name of Transfer Payment Program: Contribution in support of the Commercial Heritage Properties Incentive Fund | ||
Start Date: 2003-2004 | End Date: 2006-2007 | Total Funding: $26.4 million |
Purpose of Transfer Payment Program: Engage a broad range of businesses in the task of preserving Canada's heritage properties | ||
Objective(s), expected result(s) and outcomes: Expected results: Participation of private sector partners (taxable Canadian corporations) in preserving Canada's heritage through rehabilitation of historic properties for commercial or rental use. Expected outcomes: Better preservation and protection of Canada's historic places and greater public and private sector awareness of the importance of conservation and of the significance of Canada's historic places. Ensuring that more historic properties are “given a function in the life of communities”through use for commercial or rental purposes. |
||
Name of Transfer Payment Program: Historic Places Initiative Class Contribution Program | ||
Start Date: 2002-2003 | End Date: Ongoing | Total Funding: |
Purpose of Transfer Payment Program: To provide direct support for provinces and territories to participate in the development of the Canadian Register of Historic Places and the Standards and Guidelines for the Conservation of Historic Places in Canada, and to engage municipalities, stakeholders and the general public in the conservation of historic places. | ||
Objective(s), expected result(s) and outcomes: Expected results: Ongoing population and maintenance of a Canadian Register of Historic Places; refinement and dissemination of national Standards and Guidelines for the Conservation of Historic Places; partnership between Parks Canada and provincial and territorial authorities to identify, preserve and protect Canada's historic places; and creation of the basis for further initiatives to encourage preservation and protection of Canada's historic places. Expected outcomes: Better preservation and protection of Canada's historic places; and greater public awareness of the importance of conservation and of the significance of Canada's historic places. |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
|
Conserve Heritage Resources |
|
|
|
|
Contributions – CHPIF* |
3,540 |
6,298 |
3,805 |
1,018 |
Contributions – HPI |
9,000 |
8,000 |
5,000 |
5,000 |
Total Transfer Payment Programs |
12,540 |
14,298 |
8,805 |
6,018 |
* Cash flow reflects PCA's reference levels
Forecast 2005-06 |
2006-07 |
2007-08 |
2008-09 |
2009-10 |
2010-11 |
||
Source of Funds |
|
|
|
|
|
|
|
from Payment Vote 35 |
1,800 |
3,000 |
3,000 |
3,000 |
3,000 |
3,000 |
|
from Sale of Land and Buildings |
995 |
500 |
500 |
500 |
500 |
500 |
|
from General Donations |
4 |
0 |
0 |
0 |
0 |
0 |
|
from Carryforward of Previous Years |
17,262 |
14,231 |
6,231 |
1,231 |
0 |
0 |
|
Total |
20,060 |
17,731 |
9,731 |
4,731 |
3,500 |
3,500 |
|
Use of Funds |
|
|
|
|
|
|
|
for Capital Projects |
5,829 |
10,500 |
6,500 |
2,731 |
1,500 |
1,500 |
|
for Cost Sharing Contributions |
0 |
1,000 |
2,000 |
2,000 |
2,000 |
2,000 |
|
Total |
5,829 |
11,500 |
8,500 |
4,731 |
3,500 |
3,500 |
Project | Type | Description | |
INTERNAL AUDIT | Audit and Evaluation Follow Ups | Follow Up | Follow up on progress in implementing management responses to Audits and Evaluations within one year of approval of the complete report by the Audit and Evaluation Committee. |
Financial and Administrative Management (Southwest NWT, Cape Breton, Northern New Brunswick, Sasketchewan Sud, Mingan, Gwaii Haanas, Gaspésie, Western Québec ) | Assurance | Parks Canada is organized into 32 field units, four service centres and national office consisting of 6 branches. Audits related to contracting, travel claims, accounts payable, revenue, inventory, and financial coding are done in a sample of these units each year with a view to covering all the units at least once over several years. Failure to comply with government and Agency policy can lead to theft, fraud, misuse or inefficient use of public funds along with the associated risks of loss of reputation and negative media coverage. | |
Asset Management System | Framework | Development of an audit framework for the asset management system (i.e. a description of the system, risks, and future audit work). Due to resource constraints, this project was not completed last year as intended. | |
Internal Audit Tool | Framework | Development of audit tools to provide better support and more uniformity in audit processes. Handbooks, policies and guidelines are some of the mandatory tools to ensure a good framework. New audit programs also need to be developed to increase the extent of our financial and administrative audits. | |
Staffing | Assurance | PCA, as an independent employer, developed its own staffing policies based on the Agency Code of Ethics. The system tailored to PCA organizational needs gives management flexibility when selecting, appointing and developing employees. The audit objective is to ensure that staffing decisions are made in respect of the policies. | |
EVALUATION | Evaluation of Species at Risk Programs | Framework | A formative Evaluation of Species at Risk Programs is required by TBS as part of the funding condition. The evaluation is a inter-departmental project (PCA, DOE and DFO) led by Environment Canada. The evaluation will assess SARA programs'progress in the last two years and their likelihood to achieve their desired outcomes. Overall, federal funding for SARA Programs is $228M for the period 2003/04-2007/08 of which $37M is allocated to the PCA. |
Formative Evaluation of CHPIF | Evaluation | This formative evaluation of Commercial Heritage Properties Incentive Fund (CHPIF) started in 2005-2006 and will be completed by June 2006. | |
Capital Programs | Evaluation | The assessment will cover how the new money is prioritized and how well the program is delivered. | |
Performance and Evaluation Framework for Learning Strategy | Framework | Parks Canada is currently developing a learning strategy to provide overall direction for learning activities including the role of performance appraisals, learning plans, professional technical learning, common corporate skills, and managerial skills. Future evaluations would cover the commitment to evaluate the Agency's employee orientation program outlined in the Evaluation and Results Framework for Ecological Integrity Training (2002) | |
PERFORMANCE | DPR | Coordination of report | Coordinate input and write Departmental Performance Report with emphasis on aiding managers to develop systems to report on key aspects of Agency's performance. |
Performance Framework for Service Centers | Advice | Identification of key results and supporting measurement systems and processes for service centres. |
Parks Canada's strategic outcome is to “Protect and present nationally significant examples of Canada's natural and cultural heritage, and foster public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for the present and future generations.”The Agency sees this strategic outcome aligning very closely with the Government of Canada's Sustainable Development Strategy vision and the goals of sustainable development.
The Government of Canada's vision includes:
The actions in the Parks Canada Sustainable Development Strategy 2004 – 2007 (http://www.pc.gc.ca/docs/pc/strat/sdd-sds/index-eng.asp) supporting Government SDS priorities include commitments to:
Parks Canada has signed two agreements that will result in the creation of a new national park reserve in the Torngat Mountains of Labrador, and has also signed an agreement to expand the Tuktuk Nogait National Park of Canada in the Northwest Territories. The St-Lawrence Islands National Park of Canada will essentially double in size through negotiation efforts of the Nature Conservancy of Canada, strengthening the protection of some very ecologically significant land. An agreement-in-principle has been signed toward the eventual establishment of a national marine conservation area over the waters of western Lake Superior.
In 2004/05, the Minister made six designations of places, persons and events of national historical significance, three of which related to strategic priorities of the National Historic Sites System Plan. The Minister will consider a number of additional recommendations put forward by the Historic Sites and Monuments Board of Canada in the 2005/06 period. In addition, over 20 commemorative plaques have been placed since 2004.
To address ecological integrity and the sustainability of national marine conservation areas, Parks Canada helped secure additional funding through Budget 2005, that when added to funding in Budget 2003, provides $135 million over five years and then a total of $40 million ongoing. These funds are allowing Parks Canada to more fully respond to the four themes of Scientific knowledge and better understanding of ecological integrity, Active management and restoration, Regional and Aboriginal partnerships; and Informing, involving and influencing Canadians. Work will be done at all national parks with this funding to go beyond what was originally an effort focused on higher priority projects.
Progress on reducing greenhouse gas emissions is continuing and has included the purchase of hybrid and alternative-fuel vehicles through the Natural Resource Canada Federal Vehicle Initiative. An Agency directive has recently been issued to improve the environmental performance of the Parks Canada fleet, and several energy efficiency and renewable energy projects are currently being implemented.
In 2005, Parks Canada announced the creation of the External Relations and Visitor Experience Directorate to give greater focus to fostering awareness and support among Canadians for Canada's special heritage places, but will also direct efforts at building a culture of conservation. Parks Canada recognizes that support among Canadians is needed to achieve the Agency's goals, which are also goals of the Government of Canada's sustainable development vision.
Parks Canada capital investment principles, approved in 2005, direct that investments should reduce any existing negative environmental impact and, in the case of contemporary assets, wherever possible, reduce the existing footprint. These same principles state that capital investments should exhibit cultural and environmental leadership, follow green design and operating principles, and use sustainable and environmentally sound energy sources within appropriate and affordable standards.
Parks Canada is continuously renewing its wide range of motorized inventory that includes high-speed snow ploughs, to trucks and cars, to snowmobiles and ATVs. The Agency considers green options in every investment decision and has been successful in taking advantage of subsidies offered by other government agencies in greening its fleet.
Parks Canada will seek opportunities to work with the private sector on initiatives that green park and site facilities and programs. For example, opportunities exist to purchase electric power generated by clean methods that reduces the demand for power generated through the burning of fossil fuels.