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2010-11
Report on Plans and Priorities

Parks Canada

The original version was signed by
The Honourable Jim Prentice, P.C., Q.C., M.P.
Minister of the Environment and Minister responsible for Parks Canada Agency

Table of Contents

Minister's Message

Chief Executive Officer's Message

Section I – Parks Canada Agency Overview

• Raison d'être
• Responsibilities
• Strategic Outcome and Program Activity Architecture
• Planning Summary
• Parks Canada Agency Funding Profile
• Parks Canada Agency Priorities
• Corporate Risks and Mitigation Strategies

Section II – Analysis of Program Activities

• Canada's Economic Action Plan
• Program Activity 1 – Heritage Places Establishment
• Program Activity 2 – Heritage Resources Conservation
• Program Activity 3 – Public Appreciation and Understanding
• Program Activity 4 – Visitor Experience
• Program Activity 5 – Townsite and Throughway Infrastructure
• Internal Services

Minister's Round Table Response

Section III – Links to Additional Information

• Details on Transfer Payment Programs
• Planned Internal Audits
• Planned Evaluations
• Sources of Respendable Revenue
• Summary of Capital Spending by Program Activity
• User Fees
• Update to Parks Canada Long Term Capital Plan
• New Parks and Historic Sites Account – Source and Use of Funds

Figures

• Figure 1: The System of National Parks of Canada
• Figure 2: National Historic Sites of Canada administered by Parks Canada
• Figure 3: The System of National Marine Conservation Areas of Canada
• Figure 4: Parks Canada Strategic Outcome and Program Activity Architecture
• Figure 5: Parks Canada Agency Funding Level Trend
• Figure 6: Allocation of Funding by Program Activity
• Figure 7: Voted and Statutory Items

Minister's Message

Canadians live in a country full of opportunities. As Minister responsible for Parks Canada, I am particularly proud of the opportunities we have to ensure that our generation can leave our children a legacy of indispensable benefits of iconic wildlife, fascinating historic places, and clean water. The year 2010, in addition to being the International Year of Biodiversity, marks the 125^th anniversary of the creation of Canada's first national park and the world's third protected area, and next year, Parks Canada will celebrate its 100^th anniversary. These celebrations bring greater attention to the importance of protecting biodiversity around the world.

Parks Canada is at work across the country-wide network of national parks, national historic sites and national marine conservation areas to provide world-class conservation as well as opportunities for Canadians to learn about and have extraordinary experiences of discovery at these national treasures. This is the future we foresee, and to achieve it, we rely on science, long-term vision, dedicated employees and partners.

In fact, we have already started putting measures in place to ensure the success our planned actions. For example, we have plans to enhance the protection of heritage areas in places like Mealy Mountains, Lancaster Sound and Gwaii Haanas. We are currently conducting feasibility studies, consultations and negotiations in exceptional places across Canada. We have put in place measures to track the health of our national parks, with an ultimate goal of helping wildlife populations to recover, and protecting and restoring coastlines and improving waterways. We are working at connecting Canadians to their wilderness and heritage places. We are encouraging more people to rediscover their nature and their history.

Finally, we will build on our strong partnerships with Aboriginal peoples, other levels of government, the private sector, nongovernmental organizations, environmental groups and concerned citizens. I recently had the chance to share thoughts with several stakeholders representing the broad spectrum of Canadian society at the Fifth Minister's Round Table on Parks Canada, in Toronto. Parks Canada's priorities and planned activities identified in this Corporate Plan reflect those discussions.

While our wild areas are allies in the race against climate change, our protected natural and historic heritage places are fundamental elements of Canada's tourism industry and economic generators. We have a true gem in our hands and it is our mission to pass it on to future generations. We have a responsibility to take action. I hope that the actions we are taking today will also serve to inspire our children – the leaders of tomorrow – to get involved in the preservation and presentation of Canada's history and natural treasures.

We are making a difference. We are working together to create the landscape of possibilities for our future generations.

Chief Executive Officer's Message

This Corporate Plan is very special because it marks the celebration of more than one century of heritage conservation leadership in the world and 125 years of national parks. Every year, as I reflect on the challenges and opportunities ahead to set goals for the Agency, I reflect on how far we have come since the last Corporate Plan. For this special issue, I take stock of how far we've progressed since the establishment of Banff National Park 125 years ago, and the creation of what would become Parks Canada 100 years ago.

We have come a long way since the establishment of Banff National Park, where for decades, the Stoney First Nation was excluded from the park's boundaries. Today, no park establishment would be conceivable without the support, collaboration and involvement of Aboriginal peoples. In fact, it is Aboriginal peoples themselves who are the driving force behind the creation of many of the protected spaces, including Nahanni National Park Reserve and Saoyú and Æehdacho National Historic Site.

We have seen a similar evolution since the creation of the first national park service in the world, created in 1911 to provide opportunities for Canadians to enjoy the rich, diverse, and vast wild spaces that make our country so unique. Although our core raison-d'être has not changed, we have grown to include historic places in our stewardship role. Canada's natural and historic places are both unique and irreplaceable, and they are both equally vital in helping future generations understand their roots as they plan their future.

The model of Parks Canada has evolved since it's creation from a time when we believed we could do everything ourselves. Parks Canada has had consistently through its history passionate Canadians as employees and today, Parks Canada also has passionate Canadians who partner with us in all of our programs and activities.

Both the 125^th anniversary of Banff National Park and the celebration of the 100^th anniversary of Parks Canada will be an opportunity to recognize the great Canadians who had the foresight to provide a great gift to future generations and led our nation in building the national dream of having Canada's nature protected and celebrated. Today, almost one hundred years after its creation, Parks Canada's network of national parks, national historic sites and national marine conservation areas has become symbolic of our national identity and is recognized internationally as the greatest among the great.

On the eve of these celebrations, I take the opportunity to underline the expertise, the passion and the team spirit shared by all Parks Canada employees. With this strong team, and with the invaluable help of our partners and stakeholders, the Parks Canada Agency is better equipped than ever to care for Canada's national parks, national historic sites and national marine conservation areas in ways that ensure their presence into the future for our children and grandchildren to enjoy.

Section I – Parks Canada Agency Overview

Raison d'être

The mandate of the Parks Canada Agency is presented in the Parks Canada Agency Act:

The Agency's vision is as follows:

Parks Canada, which was established as a separate Government of Canada Agency in 1998, is responsible for implementing the following legislation:

• the Parks Canada Agency Act;
• the Canada National Parks Act;
• the Canada National Marine Conservation Areas Act;
• the Historic Sites and Monuments Act;
• the Heritage Railway Stations Protection Act;
• the Historic Canal Regulations pursuant to the Department of Transport Act
• the Heritage Lighthouse Protection Act; and
• the Species at Risk Act.

Parks Canada's Chief Executive Officer reports directly to the Minister of the Environment.

Responsibilities

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

National parks and national marine conservation areas are representative examples of Canada's terrestrial and marine regions. They offer to Canadians a variety of recreational activities and learning experiences as well as a unique opportunity to personally connect with these heritage places.

Each national historic site tells its own story and contributes to our understanding of Canada as a whole. They are special places where visitors can learn about the persons and events that shaped Canada as we know it today and where they can experience Canada's history. Parks Canada strives to ensure the system of national historic sites—comprised of places, persons and events of national historic significance—fully reflects the country's rich history. The system is developed in collaboration with Canadians to define important aspects of Canada's history.

In some cases, Parks Canada's heritage activities are focused on formal designations by the Government of Canada and, where mandated, providing support for the conservation and presentation of designated heritage properties that are managed by others. These include many national historic sites, heritage railway stations, heritage lighthouses, federal heritage buildings, archaeological sites, the gravesites of Canadian Prime Ministers and Canadian heritage rivers.

Parks Canada plays a national leadership role with regard to the conservation of historic places in Canada. In collaboration with provincial and territorial governments, Parks Canada develops and maintains conservation tools such as the Canadian Register of Historic Places and the Standards and Guidelines for the Conservation of Historic Places in Canada, to enable Canadians to learn about, value, enjoy and conserve our country's historic places.

Parks Canada also shows leadership in the conservation of built heritage through the National Historic Sites of Canada Cost-Sharing Program, a contribution program for non-federally-owned national historic sites that provides funding to eligible recipients to assist them in carrying out activities aimed at ensuring the commemorative integrity—the health and wholeness—of these national treasures. The renewed Cost-Sharing Program was launched in May 2009.

Parks Canada also contributes to international heritage conservation through its leadership and participation in international conventions, programs, and agreements, notably the World Heritage Convention. To better support its international efforts, Parks Canada has created an International Programs Branch to serve as a focal point for its international activities.

There are approximately 22 million person-visits annually to the heritage places administered by Parks Canada. Agency expenditures support over 31,000 jobs in the Canadian economy, including employment in many communities across the country directly associated with a national park, national marine conservation area or national historic site.

Parks Canada's long-term goal is to establish at least one national park and one national marine conservation area in each of Canada's terrestrial and marine regions. The system of national parks, presented in Figure 1, represents Canada's terrestrial regions. As of March 31, 2009, there are 42 national parks representing 28 of Canada's 39 terrestrial regions, making the system over 70 percent complete and protecting over 300,000 square kilometres of Canada's lands.

The system of national historic sites represents places, persons and events of national historic significance. The long-term goal is for the system to represent the breadth and diversity of Canadian history. As of October 2009, Canada's system of national historic sites (including historic canals) consists of 949 places of national historic significance. Of these, 167 are administered directly by Parks Canada, as displayed in Figure 2. The system also includes 633 national historic persons and 407 national historic events.

The system of national marine conservation areas, as shown in Figure 3, represents Canada's marine regions spanning its three oceans and the Great Lakes. This system is in the early development stages. Including the recently established Lake Superior National Marine Conservation Area, three of Canada's 29 marine regions are represented making the system 10 percent complete.

More information on Parks Canada's mandate and responsibilities is available on its website at www.pc.gc.ca

Figure 1: The System of National Parks of Canada

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Figure 2: National Historic Sites of Canada administered by Parks Canada

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• Newfoundland and Labrador
• 1. Cape Spear Lighthouse
• 2. Signal Hill
• 3. Hawthorne Cottage
• 4. Castle Hill
• 5. Ryan Premises
• 6. L'Anse aux Meadows
• 7. Port au Choix
• 8. Red Bay
• 9. Hopedale Mission

• Nova Scotia
• 10. Marconi
• 11. Fortress of Louisbourg
• 12. Wolfe's Landing¹
• 13. Royal Battery¹
• 14. Alexander Graham Bell
• 15. St. Peters Canal
• 16. St. Peters
• 17. Grassy Island Fort
• 18. Canso Islands
• 19. Fort McNab
• 20. Georges Island
• 21. Halifax Citadel
• 22. Prince of Wales Tower
• 23. York Redoubt
• 24. D'Anville's Encampment¹
• 25. Fort Sainte Marie de Grace¹
• 26. Fort Edward
• 27. Grand-Pré
• 28. Kejimkujik
• 29. Fort Anne
• 30. Charles Fort
• 31. Port-Royal
• 32. Melanson Settlement
• 33. Bloody Creek¹
• 34. Fort Lawrence
• 35. Beaubassin

• Prince Edward Island
• 36. Port-la-Joye–Fort Amherst
• 37. Ardgowan
• 38. Province House
• 39. Dalvay-by-the-Sea
• 40. L.M. Montgomery's Cavendish

• New Brunswick
• 41. Fort Gaspareaux
• 42. Fort Beauséjour – Fort Cumberland
• 43. La Coupe Dry Dock
• 44. Monument-Lefebvre
• 45. Boishébert
• 46. Beaubears Island Shipbuilding
• 47. Carleton Martello Tower
• 48. St. Andrews Blockhouse

• Quebec
• 49. Battle of the Restigouche
• 50. Pointe-au-Père Lighthouse
• 51. Grosse Île and the Irish Memorial
• 52. Lévis Forts
• 53. 57-63 St. Louis Street²
• 54. Saint-Louis Forts and Châteaux
• 55. Cartier-Brébeuf
• 56. Fortifications of Québec
• 57. Maillou House
• 58. Québec Garrison Club
• 59. Montmorency Park
• 60. Louis S. St. Laurent
• 61. Forges du Saint-Maurice
• 62. Saint-Ours Canal
• 63. Chambly Canal
• 64. Fort Chambly
• 65. Fort Ste. Thérèse
• 66. Fort Lennox
• 67. The Fur Trade at Lachine
• 68. Lachine Canal
• 69. Louis-Joseph Papineau
• 70. Sir George-Étienne Cartier
• 71. Battle of the Châteauguay
• 72. Sainte-Anne-de-Bellevue Canal
• 73. Sir Wilfrid Laurier
• 74. Coteau-du-Lac
• 75. Carillon Barracks
• 76. Carillon Canal
• 77. Manoir Papineau
• 78. Fort Témiscamingue

• Ontario
• 79. Glengarry Cairn
• 80. Sir John Johnson House
• 81. Inverarden House
• 82. Battle of the Windmill
• 83. Fort Wellington
• 84. Laurier House
• 85. Rideau Canal
• 86. Merrickville Blockhouse
• 87. Bellevue House
• 88. Murney Tower
• 89. Kingston Fortifications
• 90. Shoal Tower
• 91. Fort Henry
• 92. Trent–Severn Waterway
• 93. Carrying Place of the Bay of Quinte
• 94. Peterborough Lift Lock
• 95. Mnjikaning Fish Weirs
• 96. HMCS Haida
• 97. Navy Island
• 98. Queenston Heights
• 99. Butler's Barracks
• 100. Fort George
• 101. Fort Mississauga
• 102. Mississauga Point Lighthouse
• 103. Battlefield of Fort George
• 104. Battle of Cook's Mills¹
• 105. Ridgeway Battlefield¹
• 106. Bethune Memorial House
• 107. Saint-Louis Mission
• 108. Woodside
• 109. Battle Hill¹
• 110. Southwold Earthworks
• 111. Point Clark Lighthouse
• 112. Fort Malden
• 113. Bois Blanc Island Lighthouse and Blockhouse
• 114. Fort St. Joseph
• 115. Sault Ste. Marie Canal

• Manitoba
• 116. York Factory
• 117. Prince of Wales Fort
• 118. Lower Fort Garry
• 119. St. Andrew's Rectory
• 120. The Forks
• 121. Riel House
• 122. Forts Rouge, Garry and Gibraltar¹
• 123. Riding Mountain Park East Gate Registration Complex
• 124. Linear Mounds

• Saskatchewan
• 125. Fort Espérance
• 126. Fort Pelly
• 127. Fort Livingstone
• 128. Motherwell Homestead
• 129. Batoche
• 130. Battle of Tourond's Coulee / Fish Creek
• 131. Fort Battleford
• 132. Frenchman Butte
• 133. Fort Walsh
• 134. Cypress Hills Massacre

• Alberta
• 135. Frog Lake
• 136. First Oil Well in Western Canada
• 137. Bar U Ranch
• 138. Rocky Mountain House
• 139. Skoki Ski Lodge
• 140. Cave and Basin
• 141. Howse Pass
• 142. Banff Park Museum
• 143. Abbot Pass Refuge Cabin
• 144. Sulphur Mountain Cosmic Ray Station
• 145. Jasper Park Information Centre
• 146. Athabasca Pass
• 147. Yellowhead Pass
• 148. Jasper House

• British Columbia
• 149. Twin Falls Tea House
• 150. Kicking Horse Pass
• 151. Kootenae House
• 152. Rogers Pass
• 153. Fort Langley
• 154. Stanley Park
• 155. Gulf of Georgia Cannery
• 156. Fisgard Lighthouse
• 157. Fort Rodd Hill
• 158. Fort St. James
• 159. Gitwangak Battle Hill
• 160. Nan Sdins
• 161. Chilkoot Trail

• Yukon Territory
• 162. S.S. Klondike
• 163. Dredge Nº. 4
• 164. Dawson Historical Complex
• 165. S.S. Keno
• 166. Former Territorial Court House

• Northwest Territories
• 167. Saoyú and Æehdacho³

Explanatory notes for sites added since the previous Corporate Plan:

• ¹ Added as a result of administrative review of the status of existing designations or being split out from larger designations
• ² Accidentally omitted from the count in the previous Corporate Plan
• ³ Added as a result of transfer of the surface title of the land to Parks Canada to ensure legal protection of the site

October 2009

Figure 3: The System of National Marine Conservation Areas of Canada

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Strategic Outcome and Program Activity Architecture

Figure 4, on the following page, presents Parks Canada's Strategic Outcome and Program Activity Architecture (PAA). Revisions from the previous year include minor changes to two titles at the sub activity level: Outreach Education and External Communications was renamed Public Outreach Education and External Communications under Public Appreciation and Understanding, while Marketing and Promotion was renamed Market Research and Promotion under Visitor Experience.

Figure 4: Parks Canada Strategic Outcome and Program Activity Architecture

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¹ It should be noted that the Historic Places Initiative Class Contribution Program ends as of March 31, 2010. Parks Canada will maintain the Canadian Register of Historic Places (CRHP) on an ongoing basis.

Planning Summary

Parks Canada's level of performance in relation to the priorities and expected results outlined in this plan will be assessed using the performance rating system provided by Treasury Board. It is as follows: Exceeded (more than 100%), Met all (100%), Mostly met (80% to 99%), Somewhat met (60% to 79%) or Not met (less than 60%).

Parks Canada Agency Funding Profile

For the 2010–11 fiscal year, Parks Canada's budget to meet the expected results of its program activities and contribute to its strategic outcome amounts to $805 million.

Figure 5 illustrates Parks Canada's funding level trend from 2007–08 to 2014–15. Three trends are represented: the Agency's core funding, the total funding excluding Canada's Economic Action Plan (CEAP) and the total funding including CEAP.

For the 2007–08 to 2009–10 period, the total funding includes all Parliamentary appropriation and revenue sources: Main Estimates, Supplementary Estimates, Treasury Board Central Votes and revenues from user fees and rights and privileges. It also includes carry forward adjustments. For the 2010–11 to 2014–15 period, the total funding corresponds to the planned spending and revenues. Supplementary funding and carry forward adjustments are not all known at this point and are therefore not reflected.

As shown in Figure 5, since 2008–09, Parks Canada's core funding level has stabilized.

Total funding excluding CEAP is decreasing over the next three years primarily due to the completion of the 14 kilometres of twinning of the Trans-Canada Highway between the Castle Junction Interchange and Village Lake Louise.

Figure 5: Parks Canada Agency Funding Level Trend 2007–08 to 2014–15

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The significant increase in funding in years 2009–10 and 2010–11, represented by the dotted line, reflects monies received through CEAP. This includes $150 million for improvements and upgrades to national historic sites and Parks Canada's visitor facilities, $130 million to complete the twinning of the Trans-Canada Highway in Banff National Park to the British Columbia border, and approximately $25 million for the assessment and remediation of federal contaminated sites.

Figure 6 displays the allocation of Parks Canada funding by program activity. Parks Canada funding is primarily allocated to Program Activities 2 and 4 as they relate to the operations of the heritage places administered by the Agency. It should be noted that, as per Treasury Board Secretariat's directive, the funding allocated to Internal Services is now being displayed separately rather than being incorporated in program activities. Parks Canada plans to spend $81.5 million on Internal Services, which corresponds to 10 percent of its total funding.

Figure 6: 2010–11 Allocation of Funding by Program Activity

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Figure 7: Voted and Statutory Items (in millions of dollars)

Parks Canada Agency Priorities

Corporate Risks and Mitigation Strategies

Parks Canada faces both challenges and risks to achieving its corporate objectives. Challenges are issues that the Agency is currently facing and addressing. Risks are potential events with which the Agency may have to contend in the future. By practising Integrated Risk Management, Parks Canada has continued to identify and mitigate its key corporate risks.

Parks Canada updated its Corporate Risk Profile (CRP) for 2010–11. The Agency's second CRP outlines its approach to Integrated Risk Management and includes discussion of the Agency's current corporate risks and their drivers, consequences and current controls. The CRP provides fulsome discussion of Parks Canada's four key corporate risks at this time and the additional mitigation measures being implemented to address these risks. The following is a summary of the CRP as it pertains to the Agency's key corporate risks and their mitigation measures.

Key Risk 1: Competitive Position
Visitation at Canada's national parks and national historic sites is variable from year to year. Over the last five years, both national parks and national historic sites have shown a negative visitation trend of similar magnitude. Parks Canada has, therefore, recognized as one of its key corporate risks that its service offer might be less competitive with other parks and cultural attractions, and/or other leisure activities. Parks Canada is mindful of its competitive position.

One of the actions being taken by Parks Canada to mitigate its Competitive Position risk is the utilization of new Visitor Experience tools by field operations. These tools include a recreational activities assessment framework, interpretive guidelines, service standards, trip planning tools, accommodation pilots and new media. Parks Canada will also mitigate this key corporate risk though proactive event and promotion planning, including celebrations to mark anniversaries such as the creation of the country's first national park and the establishment of Parks Canada as the federal custodian of these places. In addition, the National Historic Sites Renewal Initiative, which aims to enhance the relevance of national historic sites administered by the Agency, is underway.

Key Risk 2: Environmental Forces
Since the Species at Risk Act (SARA) was proclaimed in June 2003, the number of species listed in Schedule 1 of the Act has increased from 233 to 447. According to the World Conservation Union, invasive alien species are the second most significant threat to biodiversity after habitat loss, and exotic invasive species have been identified as a stressor for most national parks. These threats are exacerbated by other factors over which Parks Canada has no control, such as the emerging effects of climate change and habitat degradation outside of national parks. Parks Canada has, therefore, recognized as one of its key corporate risks that it may not be able to adapt effectively or quickly enough to environmental forces such as climate change, biodiversity loss, and exotic/invasive species, and this may hinder the ability of the Agency to maintain or improve overall ecological integrity in national parks.

To mitigate its Environmental Forces risk, Parks Canada will prepare focused proposals for integrated funding to improve key ecological integrity indicators for all southern national parks, and develop a streamlined process for SARA Recovery Strategies.

Key Risk 3: Information Management
The ability to effectively identify, capture, manage and report pertinent data and information is critical for Parks Canada to effectively manage all program areas and meet legal requirements. Parks Canada has, therefore, recognized this as a key corporate risk.

To mitigate its Information Management risk, Parks Canada will improve its governance, particularly through the establishment of an Enterprise Information Committee, policy renewal, and an Information Management Governance and Accountability Framework, and through the alignment of investments in information management, systems and technology with business needs. Parks Canada will also improve its capacity in information management by providing Information Management and Access to Information and Privacy (ATIP) Awareness training. Parks Canada will also collaborate with Library and Archives Canada to secure a Retention and Disposition Authority and develop a suite of tools and applications in support of information management.

Key Risk 4: Delivery and Management of Infrastructure Projects
Parks Canada received $280 million in Budget 2009, to be spent on accelerated infrastructure projects as part of the Government of Canada's Economic Action Plan. While this funding presents significant opportunities, the tight schedule within which these major projects must be delivered presents challenges. Parks Canada has, therefore, recognized that failure to deliver and/or effectively manage infrastructure projects may weaken the credibility of the Agency within government and with the Canadian public.

To mitigate its Delivery and Management of Infrastructure Projects risk, Parks Canada has put in place a robust governance framework including training, internal controls, capacity, tools and systems. A Risk Management Framework for this key corporate risk area has also been developed and communicated to senior managers and project managers, and will be used to assess and mitigate risk in all aspects of project delivery. Parks Canada will continue to use its monitoring framework that includes monthly reporting on project progress, as well as a project tracking system to track key project milestones and project risks. Internal audit reports will provide quality assurance and verification that processes, results and governance are being achieved. The Agency will foster continuous improvement through communication and follow-up on the results of audit observations through Management Letters. Canada's Economic Action Plan Web-site, and other communication initiatives, such as on-site signage, will continue to provide Canadians with information on Parks Canada projects and the ability to see their tax dollars at work, improving visitor experience facilities and cultural resources.

Section II – Analysis of Program Activities

To achieve its strategic outcome and fulfill its mandate, Parks Canada will serve Canadians in ways that meet their evolving needs and expectations. To ensure ongoing success in these activities, the Agency has embarked on a program of renewal wherein its many strengths are identified, recognized and shared, and new, future-oriented initiatives are developed and implemented.

To complement its Charter, and to guide and inspire staff and stakeholders, Parks Canada has developed the following Vision Statement:

Parks Canada will pursue this vision and accomplish its strategic outcome by ensuring Agency activities are relevant to Canadians and thus strengthen and deepen Canadians' understanding and appreciation of their national heritage places. This will, in turn, build a strong sense of connection to these places in the hearts and minds of Canadians.

The section that follows describes Parks Canada's program activities and identifies the expected result, performance indicators and targets for each of them. This section also explains how Parks Canada plans on meeting the expected results and presents the financial and non-financial resources that will be dedicated to each program activity.

Canada's Economic Action Plan
Information related to Parks Canada initiatives funded through Canada's Economic Action Plan can be found in this section under the following program activities:

• Heritage Resources Conservation
• Visitor Experience
• Townsite and Throughway Infrastructure
• Internal Services

Program Activity 1 – Heritage Places Establishment

¹ Performance Indicator and Target for National Park Establishment and Expansion sub activity of Parks Canada's Program Activity Architecture (Figure 4)
² Performance Indicator and Target for National Marine Conservation Area Establishment sub activity of Parks Canada's Program Activity Architecture (Figure 4)

Benefits for Canadians:
Creating new national parks and national marine conservation areas, and expanding existing national parks, protects portions of Canada's distinct landscapes and seascapes and their associated ecosystems. The designation of new places, persons and events of national historic significance builds on our system of national commemorations that reflects the breadth and diversity of Canadian history. These newly established heritage places contribute to regional economic development and the well-being of communities, and lead to new opportunities for visitor experience, education and long-term meaningful involvement in the place's planning and management. They are the means to pass onto future generations the living legacy that we have inherited from generations past. The establishment of these special places is essential to ensuring their ongoing protection.

Program Activity 2 – Heritage Resources Conservation

Benefits for Canadians:
The conservation of national parks, national historic sites and national marine conservation areas helps to ensure that important natural and cultural resources are protected for the environmental, social and economic benefit of Canadians. Conservation of national historic sites and other historic places connect Canadians to their past and are tangible manifestations of the breadth and diversity of Canadian history. They also play important contemporary roles in their communities as places of gathering, business, entertainment, tourism and social unity. Together, Parks Canada's national parks, national historic sites and national marine conservation areas provide meaningful opportunities for Canadians to appreciate and personally connect with nationally significant places and stories and to engage directly in the management of Canada's national treasures.

Program Activity 3 – Public Appreciation and Understanding

Benefits for Canadians:
To foster a sense of connection to Canada's places of natural and cultural heritage, it is important that Canadians have opportunities to understand, appreciate and support Parks Canada heritage places. In turn, Canadians will increasingly take pride in these places, knowing that they have an opportunity to influence decisions and actions undertaken on their behalf.

Program Activity 4 – Visitor Experience

Benefits for Canadians:
National parks, national historic sites and national marine conservation areas provide Canadians with visitor experience opportunities for enjoyment and learning. Parks Canada also encourages Aboriginal peoples to reconnect with their historically used lands through activities that enhance their cultural presence. This, in turn, leads to a sense of personal connection and the continued relevance of Canada's protected heritage places to Canadians.

Program Activity 5 – Townsite and Throughway Infrastructure

Benefits for Canadians:
Five of Canada's national parks provide a haven for vibrant townsite communities, to which Parks Canada provides a variety of municipal or other services. The Agency also manages and maintains the provincial and inter-provincial highways and waterways that connect communities and pass through national parks and national historic sites. The investments will facilitate opportunities for Canadians and foreign visitors alike to enjoy these treasured natural and historic places.

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services (i.e., Investment Planning, Project Management, Risk Management, Planning and Reporting, Internal Audit and Evaluation); Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Minister's Round Table Response

Context
The Minister responsible for Parks Canada is required by the Parks Canada Agency Act to convene a round table of persons interested in matters for which the Agency is responsible once every two years. This round table is a primary mechanism for the Minister Responsible for Parks Canada to receive input from Canadians on the recent performance of the Agency and its future direction. The Minister is required to respond to recommendations made at the round table within 180 days.

The most recent Minister's Round Table (MRT) on Parks Canada was held on November 20, 2009 in Toronto, Ontario. Thirty-seven stakeholders were in attendance at MRT 2009 representing the broad spectrum of Canadian society. The Honourable Jim Prentice, Minister of the Environment and Minister Responsible for Parks Canada, chaired the Round Table, and Parks Canada was represented by the Chief Executive Officer, Mr. Alan Latourelle, and other Agency officials.

Themes
MRT 2009 was focused around the discussion of two primary themes:

Theme 1: Inspiring all Canadians to connect with nature and history.

Theme 2: Mobilizing Canadians to support the conservation of our national treasures.

Recommendations
The discussion on both questions highlighted three areas of action: Marketing, Partnering, and Volunteerism:

Marketing: Parks Canada needs to emphasize marketing as a discipline integral to its operations. The marketing of Parks Canada and its system of heritage places needs to position Parks Canada as a passionate organization with an important mission – the protection and presentation of our shared national heritage. Furthermore, marketing efforts need to focus on building a sense of personal relevance to and connection with Canadians. Parks Canada has to engage all Canadians, especially youth, where they are, thus taking meaningful heritage experiences to the large urban centres.

Partnering: Parks Canada cannot carry the torch of Canada's heritage alone. The Agency needs to build new relationships with nature-oriented and cultural organizations in the non-profit sector, other levels of government, and private enterprises to advance the cause of protecting Canada's heritage. Furthermore, Aboriginal communities and organizations were identified as often being ideally situated for collaborations to attain common goals.

Volunteerism: Parks Canada's potential for engaging volunteers is immense. Youth and retirees, particularly in urban settings, are both seen as demographic groups with the potential to be sources of volunteers. Building a sense of ownership would be a first priority in order to motivate people to become stewards of the system.

Response to Canadians
Given the input received from Canadians through the 2009 Minister's Round Table, the following is the response from the Honourable Minister Jim Prentice:

The future of Parks Canada lies in being relevant and connected to Canadians, and the Agency needs

• To capture the attention of young people
• To connect with new Canadians and inspire all Canadians to seek out their own Canadian experience and identities

Parks Canada can leverage greater action through partnerships and volunteers; there cannot be excellence in public policy without interaction and input from the public.

The Parks Canada priorities and program activities planning highlights, identified in Section II of this document, reflect the recommendations. Below are some of the highlights that illustrate the actions that Parks Canada will undertake to increase Canadians' connection with heritage places administered by Parks Canada:

Marketing

• Engaging Canadians through mass media, Parks Canada will build on its strategic communications approach, focused on proactive media relations targeting travel, science, history and cultural publishers and audiences.
  
  
• Canadians will be made increasingly aware of Parks Canada's heritage places through a clear brand identity, collaborative promotional programs with industry partners and focused communications to target markets, such as youth, especially in the metropolitan areas of Montreal, Toronto and Vancouver.

Partnering

• Through the celebration of the 125^th anniversary of the establishment of Canada's first national park, and through the centennial of becoming the world's first National Parks Service, Parks Canada will launch a series of activities to increase the relevance of Parks Canada to Canadians. In doing so, it will also provide opportunities for stakeholders and partners to build deeper relationships with Parks Canada.
  
  
• Parks Canada will continue to work with a broad range of partners in support of the establishment of new protected heritage places.
  
  
• Parks Canada will support the conservation of historic places that it does not administer through continued collaboration with provincial and territorial governments.
  
  
• Parks Canada will build upon the successes of existing collaborations and pursue new partnering opportunities to support efforts to recover endangered and threatened species and the conservation of ecosystems.
  
  
• Canadians will have increased opportunities to be involved with Parks Canada in activities they consider meaningful and relevant through stakeholder consultations and partnering opportunities.
  
  
• In collaboration with a broad range of partners, an increased number of new and repeat visits will be generated through improved and diversified accommodation offers, recreational activities, and an expanded number of interpretive products.
  
  
• Parks Canada will work with Aboriginal peoples to further engage them in the planning and management of heritage places that the Agency administers.

Volunteerism

• Canadians will have increased opportunities to be involved with Parks Canada in activities they consider meaningful and relevant through volunteer experiences.
  
  
• Parks Canada will expand the breadth of opportunities for community involvement and volunteering in support of local conservation initiatives in national parks, national marine conservation areas and national historic sites, including ecological monitoring initiatives and the development of an enhanced citizen science program.

Section III –Links to Additional Information

The following information can be found on the Treasury Board Secretariat's website at http://www.tbs-sct.gc.ca/rpp/2010-2011/info/info-eng.asp.

• Details on Transfer Payment Programs
• Planned Internal Audits
• Planned Evaluations
• Sources of Respendable Revenue
• Summary of Capital Spending by Program Activity
• User Fees

The following information can be found in the Library section of the Parks Canada website at http://www.pc.gc.ca.

• Update to Parks Canada Long Term Capital Plan
• New Parks and Historic Sites Account – Source and Use of Funds