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The Agency program activities align with Government of Canada outcome areas as follows in Figure 14.
2007-2008
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Program Acivity | Budgetary | Total Main Estimate | Adjustments (planned spending not in Main Estimate) | Total Planned Spending | ||
Operating | Capital | Grants and Contributions | ||||
1. Establish Heritage Places |
23,845 | 781 | 23 | 24,649 | 336 | 24,985 |
2. Conserve Heritage Resources | 170,446 | 21,781 | 6,865 | 199,092 | 7,803 | 206,895 |
3. Promote Public Appreciation and Understanding |
24,853 | 9,172 | 189 | 34,214 | 16 | 34,230 |
4. Enhance Visitor Experience | 228,851 | 38,355 | 0 | 267,206 | 121 | 267,327 |
5. Townsite Management | 8,127 | 4,532 | 0 | 12,659 | 5 | 12,664 |
6. Throughway Management | 26,002 | 35,506 | 0 | 61,508 | 27 | 61,535 |
Total | 482,124 | 110,127 | 7,077 | 599,328 | 8,308 | 607,636 |
Due to rounding, figures may not add up to totals shown
Program Activity | Link to Government of Canada Outcome Area | |
1. Establish Heritage Places. |
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• national parks and national marine conservation areas | Clean and healthy environment | |
• national historic sites | Vibrant Canadian culture and heritage | |
2. Conserve Heritage Resources. | ||
• ecological integrity of national parks and sustainability of national marine conservation areas | Clean and healthy environment | |
• commemorative integrity of cultural resources | Vibrant Canadian culture and heritage | |
3. Promote Public Appreciation and Understanding. | Vibrant Canadian culture and heritage. | |
4. Enhance Visitor Experience | Vibrant Canadian culture and heritage. | |
5. Townsite Management | Safe and secure communities | |
6. Throughway Management | ||
• highways | Strong economic growth | |
• historic waterways | Vibrant Canadian culture and heritage |
Forecast Spending 2006 - 2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 | Planned Spending 2010-2011 | Planned Spending 2011-2012 | |
Establish Heritage Places | 26,090 | 24,649 | 24,078 | 23,718 | 23,718 | 23,718 |
Conserve Heritage Resources | 215,622 | 199,092 | 202,604 | 208,299 | 208,299 | 208,299 |
Promote Public Appreciation and Understanding | 68,081 | 34,214 | 27,631 | 28,817 | 28,817 | 28,817 |
Enhance Visitor Experience | 196,804 | 267,206 | 272,721 | 277,742 | 277,742 | 277,742 |
Townsite Management | 12,775 | 12,659 | 12,775 | 12,983 | 12,983 | 12,983 |
Throughway Management | 58,682 | 61,508 | 62,633 | 55,873 | 50,873 | 50,873 |
Total Main Estimates
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578,054 | 599,328 | 602,443 | 607,433 | 602,433 | 602,433 |
Adjustments: | ||||||
Carry Forward from 2005-2006 | 42,826 | |||||
Supplementary Estimates A: | ||||||
Funding for the settlement of litigation due to the nature and scope of Parks Canada’s operations | 6,587 | |||||
Funding to support the commemoration of the 400th anniversary of the founding of Quebec City in 2008 (horizontal item) | 3,599 | |||||
Compensation for salary adjustments (horizontal item) | 1,520 | |||||
Funding related to the assessment, management and remediation of federal contaminated sites (horizontal item) | 1,358 | |||||
Funding for the continuing implementation of the Historic Places Initiative which aims to conserve and celebrate Canada’s historic places | 1,000 | |||||
Funding for a settlement agreement with the Deh Cho First Nation that provides direction for land, resource and governance negotiations under the Deh Cho Process and which cooperatively resolves issues related to the review of the Mackenzie Gas Project | 233 | |||||
Less: 2006 Expenditure Restraint | -3,045 | |||||
Less: Spending authorities available within the Vote | -3,025 | |||||
Less: 2005 Expenditure Review Committee Savings – Procurement | -2,690 | |||||
Transfer from Canadian Heritage – For the policy activities related to Parks Canada as a result of government restructuring | 800 | |||||
Transfer from Canadian Heritage – In support of activities to advance the creation of cultural content on-line and other digitization projects (Canadian Culture On-Line Program) (horizontal item) | 474 | |||||
Transfer from National Defence – For investments in search and rescue coordination initiatives across Canada (horizontal item) | 269 | |||||
Transfer from National Defence – For the transfer of land located at 57B St. Louis in Quebec City | 74 | |||||
Supplementary Estimates B: | ||||||
Funding for costs associated to upgrading a section of the Trans-Canada Highway from a two-lane undivided highway to a four-lane divided highway in Banff National Park in order to improve public safety and accommodate the increased volume in commercial as well as tourist traffic | 5,000 | |||||
Funding for costs of suppressing wildfires within the boundaries of Parks Canada properties to minimize the risk associated to public safety and loss of infrastructure and private property. | 7,680 | |||||
Less: 2006 Expenditure Restraint | -875 | |||||
Transfer from Treasury Board Secretariat – Funding to help defray the costs associated to a feasibility study for the construction and operation of a Parks Canada Discovery Centre in Lake Ontario Park | 863 | |||||
Other | ||||||
TB Vote 5 | 5,309 | |||||
TB Vote 15 | 2,271 | |||||
Employee Benefit Plan (EBP) | 1,149 | |||||
Internal Audit – TB Vote 10 | 96 | 268 | ||||
Delivering Results under the Species at Risk Act |
6,586 | 6,586 | 6,586 | 6,586 | 6,586 | |
Beyond Powley: Management of Métis Aboriginal Rights | 1,129 | |||||
Nunavik Inuit Land Claims Agreement | 325 | 75 | 75 | 75 | 75 | |
Total Adjustments | 71,473 | 8,308 | 6,661 | 6,661 | 6,661 | 6,661 |
Total Planned Spending | 649,527 | 607,636 | 609,104 | 614,094 | 609,094 | 609,094 |
Total Planned Spending | 649,527 | 607,636 | 609,104 | 614,094 | 609,094 | 609,094 |
Plus: Cost of services received without charge | 38,311 | 38,902 | 38,960 | 39,029 | 39,157 | 39,235 |
Net Cost of Program | 687,838 | 646,538 | 648,064 | 653,123 | 648,251 | 648,329 |
Full Time Equivalents | 4,200 | 4,161 | 4,161 | 4,153 | 4,153 | 4,153 |
Due to rounding, figures may not add up to totals shown
Voted or Statutory Items | Truncated Vote or Statutory Wording | 2007-2008 Main Estimates | 2006-2007 Main Estimates |
25 |
Program expenditures | 447,022 | 428,730 |
30 | Payment to the New Parks and Historic Sites Account | 2,300 | 3,000 |
(S) | Expenditures equivalent to revenues resulting from the conduct of operations pursuant to section 20 of the Parks Canada Agency Act | 104,000 | 100,000 |
(S) | Contributions to employee benefit plans | 46,006 | 46,324 |
Total Agency | 599,328 | 578,054 |
2007-2008
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Contributions covering employers’ share of employees’ insurance premiums and expenditures paid by TBS | 17,408 |
Accommodation provided by Public Works and Government Services Canada (PWGSC) | 15,513 |
Services provided by the Department of Canadian Heritage for information management, information technology, finance, human resources and administrative support | 3,864 |
Salary and associated expenditures of legal services provided by Justice Canada | 1,130 |
Audit services provided by the Office of the Auditor General | 530 |
Workers compensation coverage provided by Social Development Canada | 457 |
Total 2007-2008 Services received without charge | 38,902 |
Due to rounding, figures may not add up to totals show
Forecast |
Planned |
Planned Spending 2008-2009 |
Planned Spending 2009-20010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
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Establish Heritage Places | 1,000 | 1,000 | 1,000 | 1,000 | 1,000 | 1,000 |
Conserve Heritage Resources |
16,620 | 21,781 | 25,340 | 31,272 | 31,272 | 31,272 |
Promote Public Appreciation and Understanding | 10,312 | 9,172 | 3,411 | 4,739 | 4,739 | 4,739 |
Enhance Visitor Experience | 35,488 | 55,356 | 62,054 | 67,170 | 67,170 | 67,170 |
Townsite Management | 4,350 | 4,532 | 4,657 | 4,865 | 4,865 | 4,865 |
Throughway Management | 45,014 | 35,506 | 36,650 | 29,890 | 24,890 | 24,890 |
Total | 112,784 | 127,346 | 133,111 | 138,935 | 133,935 | 133,935 |
Due to rounding, figures may not add up to totals shown
Forecast |
Planned |
Planned Spending 2008-2009 |
Planned Spending 2009-20010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
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Promote Public Appreciation and Understanding |
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Heritage Presentation Programs |
827 | 849 | 935 | 935 | 935 | 935 |
827 | 849 | 935 | 935 | 935 | 935 | |
Enhance Visitor Experience | ||||||
Entrance Fees | 43,900 | 45,180 | 50,300 | 50,300 | 50,300 | 50,300 |
Camping Fees | 17,611 | 18,131 | 20,211 | 20,211 | 20,211 | 20,211 |
Lockage and Mooring Fees | 2,648 | 2,728 | 3,048 | 3,048 | 3,048 | 3,048 |
Pools | 3,603 | 3,603 | 3,603 | 3,603 | 3,603 | 3,603 |
Other Recreational Fees |
3,769 | 3,867 | 4,261 | 4,261 | 4,261 | 4,261 |
71,531 | 73,509 | 81,423 | 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 |
7,352 | 9,352 | 8,352 | 8,352 | 8,352 | 8,352 |
24,966 | 26,966 | 25,966 | 25,966 | 25,966 | 25,966 | |
Total Respendable Revenues | 100,000 | 104,000 | 111,000 | 111,000 | 111,000 | 111,000 |
Due to rounding, figures may not add up to totals shown
Name of User Fee | Fee Type | Fee Setting Authority 1 | Reason for Planned Fee Introduction of Amendment to Fee | Effective date of planned change | Complete/Planned Consultation & Review Process |
National Park and National Historic Site Entry Fees – Approved (Amended). Riding Mountain (Daily Adult) e.g. $6.90 to $7.90 |
Service
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Parks Canada Agency Act | Rebuild or replace deteriorated visitor facilities using new revenues from fee increases. | 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 and 2006/07 have been implemented. Remaining increases will be implemented in 2007/08 and 2008/09. As all Parks Canada fees are tax inclusive; the Agency completed a program wide reduction of 1% GST effective July 1, 2006 in response to government direction. |
National Park Camping Fees – Approved (Amended). Front Country Camping |
Service | Parks Canada Agency Act | As above | 2007/08, 2008/09 |
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Historic Canal Lockage Fees – Approved (Amended). One Day Lockage |
Service | Parks Canada Agency Act | As above | 2008/09 | |
National Park and National Historic Site Recreation Fees Approved (Amended). |
Service | Parks Canada Agency Act | As above | 2007/08, 2008/09 |
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Fishing License Fees – Approved (Amended). Seasonal e.g. $34.65 (at maximum in 2007) |
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. | 2007/08, 2008/09 |
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Hot Pool Fees – Proposed (Amended). 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 |
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 (Amended). 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. |
Quebec City – Dufferin Terrace Stabilization & Major Repairs
Quebec City – Old Port of Quebec Interpretation Centre enhancements
Central Ontario – Bolsover Dam Replacement
Banff NP – Trans Canada Highway Twinning
For further information on the above-mentioned projects see http://www.tbs-sct.gc.ca/est-pre/estime.asp
Current Estimated Total Cost |
Forecast Spending to 31-Mar-07 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Future Years Spending | |
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Conserve Heritage Resources
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Quebec | ||||||
Quebec City – Dufferin Terrace Stabilization & Major Repairs | 11.6 | 5.7 | 2.9 | 0.6 | 2.4 | – |
Ontario | ||||||
Central Ontario – Bolsover Dam Replacement | 14.1 | 1.2 | 11.9 | 1.0 | – | – |
Promote Public Appreciation & Understanding
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Quebec | ||||||
Quebec City – Old Port of Quebec Interpretation Centre enhancements | 24.0 | 6.9 | 14.7 | 2.4 | – | – |
Throughway Management
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Alberta | ||||||
Banff NP – Trans Canada Highway Twinning | 87.0 | 40.8 | 24.2 | 17.0 | 5.0 | – |
Contribution in support of the Commercial Heritage Properties Incentive Fund
Historic Places Initiative Class Contribution Program
General Class Contribution Program
For further information on the above-mentioned transfer payment programs see http://www.tbs-sct.gc.ca/est-pre/estime.asp
Name of Transfer Payment Program: Contribution in support of the Commercial Heritage Properties Incentive Fund
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Start Date: 2003-2004
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End Date: October 31, 2007 (Option to extend to October 2008) | |||||
Purpose of Transfer Payment Program: Engage a broad range of businesses in the task of preserving Canada’s commercial heritage properties | ||||||
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. | ||||||
Forecast |
Planned |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
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Program Activity: Conserve Heritage Resources |
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Total Contributions | 6,089 | 7,448 | 8,595 | 0 | 0 | 0 |
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Name of Transfer Payment Program: Historic Places Initiative Class Contribution Program
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Start Date: 2002-2003 | End Date: Ongoing (with renewal every 5 years) | |||||
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. | ||||||
Expected results: Ongoing population and maintenance of the 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 |
Planned |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|
Program Activity: Conserve Heritage Resources |
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Total Contributions | 7,000 | 5,000 | 5,000 | 5,000 | 5,000 | 5,000 |
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Name of Transfer Payment Program: General Class Contribution Program (GCCP) | ||||||
Start Date: 2006-2007 | End Date: Ongoing (with renewal every 5 years) | |||||
Purpose of Transfer Payment Program: The GCCP is atypical in that it is not a program within itself; rather, it is a funding authority available to Agency managers. From time to time, Agency managers with programming responsibilities may determine that, given their priorities, available resources, other program delivery mechanisms already in place, and the players and environment in which they deliver their programs, use of a contribution agreement is the most effective means of achieving program objectives. | ||||||
Expected results: More Canadians recognizing, appreciating and being engaged in the values of natural and cultural conservation. Stakeholders being further engaged in terms of interest and involvement of common objectives towards ecological or cultural integrity. Access to a better knowledge base on commercial, ecological or aboriginal issues of mutual interest for informed decision-making and dialogue for Parks Canada managers and stakeholders. Heritage assets are protected, secured and researched. Targeted audiences are educated in such areas as ecology, safety and other issues. | ||||||
Expected outcomes: The expected outcomes mirror the Parks Canada mandate of engaging Canadians in preserving and presenting Canada’s rich diversity of cultural and natural heritage. | ||||||
Forecast |
Planned |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
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Program Activities |
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Establish Heritage Places | 96 | 228 | 23 | 23 | 23 | 23 |
Conserve Heritage Resources |
512 | 1,090 | 474 | 117 | 117 | |
Promote Public Appreciation and Understanding | 1,242 | 301 | 189 | 189 | 189 | 189 |
Enhance Visitor Experience | 145 | |||||
Townsite Management | 11 | 37 | 37 | 37 | ||
Total Contributions | 2,006 | 1,656 | 723 | 366 | 329 | 212 |
Due to rounding, figures may not add up to totals shown
Forecast |
Planned |
Planned Spending 2008-2009 |
Planned Spending 2009-20010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
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Source of Funds | ||||||
from Payment Vote 30 | 3,000 | 2,300 | 2,300 | 2,300 | 2,300 | 2,300 |
from Sale of Land and Buildings | 600 | 300 | 300 | 300 | 300 | 300 |
from General Donations |
8 | 0 | 0 | 0 | 0 | 0 |
from Carry Forward of Previous Years | 14,922 | 16,530 | 13,310 | 10,010 | 9,435 | 9,735 |
Total
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18,530 | 19,130 | 15,910 | 12,610 | 12,035 | 12,335 |
Use of Funds | ||||||
for Capital Projects | 2,000 | 4,820 | 3,900 | 1,175 | 1,000 | 1,000 |
for Cost Sharing Contributions | 0 | 1,000 | 2,000 | 2,000 | 1,300 | 1,300 |
Total
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2,000 | 5,820 | 5,900 | 3,175 | 2,300 | 2,300 |
Due to rounding, figures may not add up to totals shown
In December 2006, the Minister of the Environment tabled the 2007-2009 Parks Canada Agency Sustainable Development Strategy in Parliament. The complete SDS document is accessible at: http://www.pc.gc.ca/docs/pc/strat/sdd-sds-2007/index-eng.asp. Parks Canada is in the business of sustainable development. The mandate aligns well with the goals of sustainable development. The business of Parks Canada is the protection and presentation of significant examples of Canada’s history and culture and representative examples of Canada’s ecosystems and biodiversity. The Agency mandate defines and is identical to its strategic outcome; that is, the desired end product of all its activities. Parks Canada’s strategic outcome includes two important subsets of sustainable economic policy; Agency activities contribute to the attainment of sustainable economic growth and a clean and healthy environment. The table below provides some detail on six of the key objectives of the Parks Canada SDS. |
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1. SDS Agency Goal: 1.1 Parks Canada will create national parks and national marine conservation areas in unrepresented regions. 1.2 Parks Canada will conduct ecological monitoring and reporting on the state of ecosystems in national parks and national marine conservation areas. 1.3 Parks Canada will designate and commemorate places, persons and events of national historic significance, particularly in under-represented priority areas. 1.4 Parks Canada will develop learning opportunities that help bring about a culture of conservation through partnerships, increased understanding of key audiences, and the use of best practices in the areas of environmental education, place-based education and social marketing. 1.5 Parks Canada will provide meaningful opportunities by facilitating experiential connections with Canada’s protected heritage areas. 1.6 Parks Canada will develop and deliver educational programming in and around national parks promoting personal discovery of park ecosystems and improved understanding of ecological integrity challenges. |
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2. Federal SD Goal including GGO goals 2.1 Conserve and protect aquatic ecosystems (marine and freshwater) and biodiversity 2.2 Conserve and protect aquatic ecosystems(marine and freshwater) and biodiversity 2.3 Maintain and foster social well-being within communities 2.4 Promote a high level of environmental quality in communities 2.5 Encourage responsible use of natural resources so as to conserve and protect environmental quality 2.6 Encourage responsible use of natural resources so as to conserve and protect environmental quality |
3. Performance Measure from Current SDS 3.1 Increase the number of represented terrestrial regions from 25 in March 2003 to 30 of 39 by March 2008; increase the number of represented marine regions from two in March 2003 to four of 29 by March 2008. 3.2 Develop fully functioning ecological integrity monitoring and reporting systems for all national parks by March 2008. 3.3 Designate on average, 24 new places, persons and events per year. 3.4 Develop indicators, expectations and protocols for measuring public appreciation and understanding of Canadians and stakeholders by March 2007. 3.5 85 % of visitors are satisfied and 50 % are very satisfied with their experience at national parks, national historic sites and national marine conservation areas. 3.6 Parks Canada will review and enhance indicators, measurement protocols and targets for all aspects of the planned results and performance expectations by march 2007. |
4. Agency’s Expected results for 2007-08 4.1 Represent one terrestrial region and two marine regions. 4.2 Fully functioning ecological integrity monitoring and reporting system for all national parks. 4.3 Designate 24 new places, persons and events. 4.4 Indicators, expectations and protocols developed and ready for implementation. 4.5 Targets met for reporting period. 4.6 Indicators, expectations and protocols developed and ready for implementation. |
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Projet | Type | Description |
INTERNAL AUDIT | Delegation Framework | Assurance |
The audit would look at whether established delegations (Human Resource, Financial, Contracting) are being used, whether use is consistent with delegation charts, and whether managers have the tools and training to use the delegated authority effectively. |
Financial and Administrative Management | 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 of 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. | |
Audits of Partnerships | Assurance | Audits of the partnership agreements will address whether the inherent risks in such agreements are adequately managed. | |
Audit Framework for Information Management | Framework |
Management of information is widely seen to be inadequate within government. Lack of adequate information management can lead to inefficient operations, duplication of effort, loss of crucial information, poor decision-making, loss of reputation, and negative media coverage. An audit would provide independent assurance that current strategies and practices are adequate for dealing with the problem. The proposed framework would document the current organizational efforts to address this problem and lay out the nature and timing of future audit work. |
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Audit of financial system STAR | Assurance | Financial results presented by Parks rely on data from the financial system STAR (previously called SAP). The quality and reliability of the controls need to be assessed in order to provide reasonable assurance on the accuracy of the data. In the Auditor General Report on March 2004, weaknesses of electronic security controls as well as system monitoring controls were identified. Changes had to be made to these controls. Parks was not one of the departments audited in 2004; however, the quality of our controls needs to be assessed, especially because a new version of the system has been put in place. | |
Land Management Framework | Framework | The Land Management Group is currently working to standardize a variety of contracts in order to ensure better control over the agreements entered into by Parks on behalf of the Crown. The first is to identify that various elements of the framework are in place, and to assess the risky areas where future audits should be performed. | |
Attendance Data Quality | Assurance | Attendance data is used to communicate to stakeholders the extent of demand for heritage places, for calculations of economic impacts of parks, for operational management purposes, and to provide context for understanding conservation challenges. Inaccurate or poor data could lead to inappropriate management decisions and loss of public confidence and creditability. | |
EVALUATION | Evaluation of Internal Communications | Evaluation | Internal communications was identified as an issue in the 2003 Employee Survey, and in a review of the implementation of the Engaging Canadians Strategy carried out in Western Canada. This evaluation will focus on the progress in addressing the extent to which currently identified weakness are addressed. |
Evaluation of the Science Function | Evaluation | Science and science advice are key inputs to decision-making aimed at conserving ecological and commemorative integrity, engaging Canadians, and ensuring quality visitor experiences. Inadequate management of science and science advice could lead to inefficient operations, poor decision-making and negative media coverage, loss of reputation and ultimately loss of important heritage resources. The evaluation will look at the state of science and scientific advice in the Agency relative to federal science and technology guidelines and principles. | |
Formative Evaluation of Environmental Integrity Funding Initiatives | Formative Evaluation | This project is proposed as part of the Performance and Evaluation Framework that is currently under development for the new environmental integrity funding. The formative evaluation is intended to provide assurance that funds are being spent as intended, that expected activities and outputs are being produced and reaching the intended audiences and that audiences are engaged and that the initiative is on track to produce measurable improvements in ecological integrity in national parks. | |
Evaluation of Progress in Relationships with Aboriginal Peoples |
Evaluation | Improving Parks Canada’s focus on and relationships with aboriginal peoples is among fundamental challenges outlined in the Agency’s Corporate Plan. The evaluation would document the relevance of the existing programming and outreach activities, results achieved and best practices. | |
Evaluation of Interpretation Programming | Evaluation |
Heritage Interpretation is the primary mechanism for communicating to on-site visitors the nature and significance of the particular heritage place and the role of that place in the national systems. If interpretative programming does not function as desired, the right messages will not be conveyed to intended audiences, resulting in a failure to engage visitors and lack of support for conservation mandate. A program-lead evaluation of interpretation was conducted in 1997, with a follow-up evaluation in 2003. The latter evaluation focused on processes and systems put in place to address issues identified in the first evaluation. The proposed evaluation would focus on the results achieved from interpretative programming. |
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BOTH | Audit and Evaluation Framework For Partnership and Collaborative Arrangements | Framework |
Parks Canada is increasingly emphasizing partnering and collaborative arrangements as means of doing business. These kinds of arrangements involve a number of inherent risks as outlined by the Auditor General and Treasury Board Secretariat including risks of unintended legal liabilities, loss of reputation, failure to achieve results. The framework would identify the audit and evaluation expectations for the range of partnership/ collaborative arrangements found in Parks Canada, including examples of good practice. Development of the framework would precede conducting audits of specific partnership agreements later in the year. |