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Minister's Message

The Honourable [Type Minister’s name]

As the Minister responsible for the Parks Canada Agency, I am pleased to present to Canadians this report providing an overview of last year's achievements. As evidenced by this report, the Parks Canada Agency had many exceptional achievements in 2009/10, particularly in the development and promotion of our national parks, national historic sites and national marine conservation areas.

The 2009/10 period was one of significant change throughout the world. The Government of Canada responded to the global financial crisis by implementing many initiatives to help the Canadian economy, which led to significant investments in Parks Canada's infrastructure. Canada's Economic Action Plan directly contributed to enhancements to visitor facilities in national parks and national historic sites and to the rapid implementation and completion of highway improvements in our national parks.

During this productive year, we completed the considerable expansion of Nahanni National Park Reserve, arguably the most significant conservation achievement in a generation, while paving the way for other major achievements. We entered into an agreement with the Government of Newfoundland and Labrador to create a national park reserve in the Mealy Mountains region, which will become the largest national park in mainland eastern Canada, and we took critical steps towards the establishment of national marine conservation areas in Lancaster Sound, at the eastern entrance to the Northwest Passage, and in the Haida Gwaii region; the latter will become the very first natural area protected from the mountain tops to the depths of the ocean.

I am also proud to highlight that during the period covered by this report, 33 new national historic designations of people, places and events were made. The new designations enrich the image we hold of our history, and reflect Canada's diversity and richness as well as its values and traditions.

From 1885, year of the creation of Canada's first national park, to now, Canada has established a system of national parks, national historic sites and national marine conservation areas that is present in every province and territory. These protected places are unique and irreplaceable sites where Canadians are invited to live meaningful experiences, to connect directly with the wilderness for which our country is famous and to get a personal view of the fascinating and inspiring stories of the men and women who helped shape Canadian values and national identity. Those stories will also inspire future generations of stewards of our territory, culture and historic heritage.

Original signed by

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



Chief Executive Officer's Message

The Honourable [Type Minister’s name]

It is with pride that I submit the Performance Report of the Parks Canada Agency for 2009/10. I believe that national historic sites, national parks and national marine conservation areas reflect the very essence of what it is to be Canadian. They reflect our collective heritage, achievements and human ingenuity. In short, they tell, in a breathtaking way, the story of Canada.

Over the past year, Parks Canada has continued to respond to changing demographics and societal trends, rapid advancements in technology and evolving patterns of development that create competing demands for land, time and resources. What has not changed is our primary objective to connect the hearts and minds of Canadians to our natural and historic landmarks, our national treasures. We do this by providing Canadians with opportunities to have memorable experiences in these unique, inspiring and irreplaceable places.

Parks Canada has further developed its understanding of the needs and interests of its visitors and of the Canadian population over the last year, and worked more extensively with our partners in the Canadian tourism industry to explore ways to provide new and innovative visitor experiences. We have reached out to youth, new Canadians and urban dwellers, and have embraced new media as other ways to engage Canadians. And we have adopted creative and collaborative approaches to improving and maintaining the ecological integrity in Canada's national parks by integrating ecosystem protection and meaningful visitor experiences, through Action on the Ground initiatives.

One of our successes during the past year was the reintroduction of the black-footed ferret into the Canadian prairie wilderness in Grasslands National Park in Saskatchewan. Once considered North America's rarest mammal, the black-footed ferret was last seen in Canada in 1937. Its reintroduction to its natural habitat contributes greatly to the recovery of the species and furthers prairie conservation efforts across North America.

Thanks largely to the funding provided by Canada's Economic Action Plan, Parks Canada also successfully delivered an ambitious capital program in 2009/10 that led to improvements in many of our national historic sites, parks infrastructure and visitor facilities. The National Historic Sites Cost-Sharing Program has also produced great results by supporting third party owners of national historic sites in their conservation and improvement efforts.

This reporting period ends with the launch of a variety of great celebrations marking the 125th anniversary of Canada's first national park, Banff National Park, in 2010, and the 100th anniversary of its National Park Service in 2011, which was the first of its kind worldwide.

Parks Canada employees across the country have directly contributed to our achievements. Our team of passionate and knowledgeable people is responsible for our success in meeting our corporate commitments and providing service excellence to Canadians across the country. Through partnerships with Canada's Aboriginal peoples, with Canadians in local communities, stakeholders, environmental and cultural heritage groups, as well as with other levels of government, Parks Canada continues its dedicated work for Canada and for all Canadians.

Original signed by

Alan Latourelle
Chief Executive Officer Parks Canada Agency



Section 1: Parks Canada Agency Overview

Mandate

On behalf of the people of Canada, we 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 present and future generations.

Vision

Canada's treasured natural and historical places will be a living legacy, connecting hearts and minds to a stronger, deeper understanding of the very essence of Canada.

Responsibilities

Parks Canada manages national parks, national marine conservation areas and national historic sites 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 that 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 addition, some of Parks Canada's activities are focussed on formal designations by the Government of Canada and, where mandated, provide support for the preservation and presentation of designated heritage properties that are managed by others through the National Historic Sites of Canada Cost-Sharing Program. These include many historic sites, heritage railway stations, heritage lighthouses, federal heritage buildings, archaeological sites, the gravesites of Canadian Prime Ministers and Canadian heritage rivers.

Parks Canada also contributes to international heritage conservation through its leadership and participation in international conventions, programs, agencies and agreements, notably the World Heritage Convention.

There are approximately 22 million visits annually to the heritage places administered by Parks Canada. The Agency supports over 31,000 jobs in the Canadian economy, including employment in numerous communities across the country.

Strategic Outcome and Program Activity Architecture

Strategic Outcome and Program Activity Architecture

[D]

Summary of Performance


Financial Resources   Human Resources
2009/10 ($000s)   2009/10 (Full-Time Equivalent)
Planned Spending Total Authorities Actual Spending   Planned Actual Difference
655,035 827,450 777,773   4,417 4,582 165

Total authorities include planned spending of $655 million, plus $172.5 million provided through Parks Canada's carry-forward authorities, supplementary estimates and additional statutory requirements, for a total of $827.5 million. The increased authorities include additional funding approved as part of Canada's Economic Action Plan; funding received for the assessment, management and remediation of federal contaminated sites; additional resources for an advertising campaign; as well as collective agreement.

Actual expenditures were lower than the total authorities by $49.7 million. This relates mainly to project delays associated with the National Historic Sites of Canada Cost-Sharing Program, the completion of the twinning of the Trans-Canada Highway in Banff National Park to the British Columbia border, and delays in establishing new national parks and national marine conservation areas.

Strategic Outcome

Canadians have a strong sense of connection, through meaningful experiences, to their national parks, national historic sites and national marine conservation areas and these protected places are enjoyed in ways that leave them unimpaired for present and future generations.

Performance Indicator, Target and Date

  • Maintain or improve the overall ecological integrity in all national parks from March 2008 to March 2013
  • Improve the overall average commemorative integrity rating from 6.0/10 in March 2008 to 6.6/10 in March 2013
  • Increase the percentage of Canadians that report a personal connection to Parks Canada administered places by March 2014

Full details on Parks Canada's performance in relation to these performance indicators are presented in Section 2 of this report.

Program Activity 2008/09
Actual Spending
($000S)
2009/10 ($000S) Alignment to Government of Canada Outcomes
Main Estimates Planned Spending Total Authorities Actual Spending
1: Heritage Places Establishment 29,323 24,031 24,031 25,625 15,240 Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
2: Heritage Resources Conservation 183,956 200,046 200,604 253,072 191,926 Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
3: Public Appreciation and Understanding 39,300 26,683 26,683 33,647 54,165* Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
4: Visitor Experience 244,923 227,203 227,360 290,057 274,984 Clean and Healthy Environment; Vibrant Canadian Culture and Heritage
5: Townsite and Throughway Infrastructure 102,957 62,086 97,086 141,787 153,628* Safe and Secure Communities
Internal Services 83,330 79,257 79,270 83,262 87,830* N/A
Total 683,789 619,306 655,035 827,450 777,773  

Note: Commencing in the 2009/10 Estimates cycle, the resources for Internal Services are displayed separately from other Program Activities; they are no longer distributed among the remaining Program Activities, as was the case in the Main Estimates of previous years. Figures for 2008/09 have been adjusted to separate Internal Services and to allow for comparability of spending information by Program Activity between the 2008/09 and 2009/10 fiscal years.

* In certain program activities, spending exceeds authorities due to internal realignment of programs and priorities. Total Agency authorities were not exceeded.

Totals may not agree due to rounding.

Vibrant Canadian Culture and Heritage is influenced by Heritage Places Establishment, Heritage Resources Conservation, Public Appreciation and Understanding and Visitor Experience because they

  • establish Canada's national parks and national marine conservation areas, as well as designate persons, places and events of national historic significance to Canada as symbols to the world and as part of the fabric of our nation;
  • create a system of national historic sites that respects the significance and irreplaceable historical legacy reflecting Canada's values and identity;
  • preserve Canada's natural and historical heritage and make it available to Canadians to discover and enjoy; and
  • enhance pride, encourage stewardship and give expression to our identity as Canadians.

Clean and Healthy Environment is influenced by Heritage Places Establishment, Heritage Resources Conservation, Public Appreciation and Understanding, and Visitor Experience because they

  • maintain and restore ecological integrity in national parks through the protection of natural resources and natural processes;
  • ensure commemorative integrity of national historic sites managed or influenced by Parks Canada;
  • ensure the ecologically sustainable use of national marine conservation areas; and
  • ensure that many of Canada's most special natural and historical heritage resources will not be lost and that current and future generations will enjoy a system of protected heritage places.

Safe and Secure Communities is influenced by Townsite and Throughway Infrastructure because it

  • ensures the availability and maintenance of provincial and inter-provincial highways and bridges that connect communities and pass through national parks and national historic sites;
  • ensures that water level management is compliant with legislation, for effective commercial and recreational navigation at nine national historic canals and waterways; and
  • provides municipal services to ensure that residents and visitors are safe and secure.

Expenditure Profile

Expenditure Profile

[D]

Voted and Statutory Items

Vote or Statutory Item Truncated Vote or Statutory Wording 2009/10 ($000S)
Main Estimates Planned Spending Total Authorities Actual Spending
25 Program expenditures 465,152 500,881 654,972 605,295
30 Payment to the New Parks and Historic Sites Account 500 500 500 500
(S) Expenditures equivalent to revenues resulting from the conduct of operations pursuant to section 20 of the Parks Canada Agency Act 111,000 111,000 115,875 115,875
(S) Contributions to employee benefit plans 42,654 42,654 56,103 56,103
  Total 619,306 655,035 827,450 777,773

Contribution of Priorities to Strategic Outcome

Program Priorities Type Status Linkages to Strategic Outcome
Establishing National Parks and National Marine Conservation Areas Ongoing Parks Canada met its objective of making demonstrable progress in four national park proposals and two national marine conservation area proposals: Nááts'ihch'oh national park reserve; Mealy Mountains national park reserve; Northern Bathurst Island national park; East Arm of Great Slave Lake national park reserve; Gwaii Haanas national marine conservation area reserve and Haida heritage site; and Lancaster Sound national marine conservation area. In addition, Parliament passed legislation that expanded Nahanni National Park Reserve six-fold within the Dehcho region. The Agency also signed a Memorandum of Understanding with the Government of Nova Scotia to work towards designating Sable Island as a national park or as a national wildlife preserve, legally protecting and recognizing a nationally significant natural area. However, Parks Canada did not meet its goal of establishing two national parks and one national marine conservation area by March 2010. Further details can be found in Section 2 of this report under Program Activity 1. Canada's national parks and national marine conservation areas are symbols to the world and are part of the fabric of the nation. Presenting and preserving Canada's natural heritage and making it available to Canadians for their discovery and enjoyment contribute to our country's economic development and are of key importance in creating a strong sense of connection in the hearts and minds of Canadians.
Achieving Ecological Integrity Results on the Ground in Canada's National Parks Previously committed to Parks Canada met its objective of investing in active management and restoration projects to improve the ecological integrity of national parks. The Agency implemented the Action on the Ground integrated funding strategy, providing first-year resources to multi-year projects aimed at addressing the most pressing ecological integrity issues. Further details can be found in Section 2 of this report under Program Activity 2. Canada's national parks and national marine conservation areas are symbols to the world and are part of the fabric of the nation. Presenting and preserving Canada's natural heritage and making it available to Canadians for their discovery and enjoyment contribute to our country's economic development and are of key importance in creating a strong sense of connection in the hearts and minds of Canadians.
Investing Strategically in Historic Assets Previously committed to Parks Canada met its goal of making targeted investments in the national historic sites it administers, paying particular attention to improving the condition of built cultural resources, which improved the elements of commemorative integrity rated in poor condition. Further details can be found in Section 2 of this report under Program Activity 2. Canada's national historic sites are symbols to the world and represent the breadth and diversity of Canada's history. Presenting and preserving Canada's cultural heritage and making it available to Canadians for their discovery and enjoyment contribute to our country's economic development and are of key importance in creating a strong sense of connection in the hearts and minds of Canadians.
Increasing Public Awareness and Engagement Ongoing In 2009/10, Parks Canada met its goal by launching a number of mass media initiatives, including two waves of a television ad campaign, to inform Canadians of their national heritage places; developed a policy and guidelines for partnering with the private sector; and engaged stakeholders and partners in a dialogue about meaningful opportunities to be involved in connecting Canadians to their natural and cultural heritage. Further details can be found in Section 2 of this report under Program Activity 3. With the collaboration of stakeholders and strategic partners, Parks Canada aims to reach Canadians, at home and in their communities, to increase their understanding, appreciation, support and engagement towards natural and historical heritage. This, in turn, will strengthen their sense of connection to their national parks, national historic sites and national marine conservation areas.
Improving Visitor Experience Ongoing Parks Canada met its objective of implementing targeted initiatives to attract a greater number of visitors to national parks, national historic sites and national marine conservation areas. The Agency diversified its accommodations offer and prepared new recreational activities to be introduced in the 2010/11 visitor season, such as the My Parks Pass youth program, the Greatest Summer Job program and new vacation planners. The Agency also enhanced its interpretive presentations, trained employees in ways to improve the quality of visitors' experience at Parks Canada's heritage places, and froze admission fees. Further details can be found in Section 2 of this report under Program Activity 4. Parks Canada strives to provide high-quality pre- and on-site trip planning information, reception and orientation, interpretation, campgrounds, infrastructure, hiking trails, opportunities for recreational activities, visitor safety and ongoing post-visit relationship. The meaningful experiences fostered by these activities lead to a sense of relevance and connection to Canada's system of special heritage places.
National Historic Sites Renewal New Parks Canada met its goal through its ongoing work to develop the National Historic Sites Renewal strategy. The Agency is building a team dedicated to implementing the strategy and initiated work on an element of the strategy that will engage Canadians in helping the Agency determine what Canadians want and need at their national historic sites. The National Historic Sites Renewal initiative will contribute directly to the Agency's Strategic Outcome by enhancing the sense of connection Canadians have to their national historic sites.
Management Priorities Type Status Linkages to Strategic Outcome
Renewing the Parks Canada Workforce Previously committed to During 2009/10, Parks Canada met its goal of continuing to take steps to address challenges in recruitment and retention and in maintaining a representative workforce. The Agency decreased the gap in its representation of women by 3.2 percent since 2005/06 and maintained its positive representation of Aboriginal peoples of eight percent, above the labour market availability of 6.2 percent. The continuing program to promote diversity in the workplace and to develop a response to changing demographics will ensure that Parks Canada's workforce is reflective of the Canadian population. This, in turn, will foster a more personal and relevant connection to Canada's treasured natural and historic places in all Canadians.
Asset Management Previously committed to During 2009/10, Parks Canada met its goal of enhancing Agency asset management governance systems, internal policies and procedures, making tangible progress to ensure compliance with the Treasury Board policies on Investment Planning — Assets and Acquired Services and the Management of Projects. The Agency assigned a project lead and strengthened project management tools and training. Parks Canada's governance and investments in historical and contemporary facilities will serve to enhance visitor experience, foster public appreciation and enjoyment, and improve the commemorative integrity of protected heritage places.

Risk Analysis

In 2008, Parks Canada developed its first Corporate Risk Profile and formally introduced risk management into its strategic planning. The Agency implemented a four-step approach based on the identification of corporate risks and the assessment of those risks, the development of mitigation strategies for key corporate risks and the monitoring of progress made in the implementation of mitigation strategies. The Parks Canada Agency Corporate Plan 2009/10–2013/14 presented five key corporate risks—competitive position; public support; support from Aboriginal peoples; information management; and job market pressures—and strategies to mitigate these risks. In 2009/10, Parks Canada continued to improve its risk management practices by integrating risk management into its business planning process. The Agency also added risk management as a component of its training for supervisors, managers and executives which will, over time, foster a better understanding of risk management across the Agency. Parks Canada's efforts at attenuating its key corporate risks are presented in the following paragraphs.

Competitive position and public support

Parks Canada is one of many organizations offering places of natural and cultural interest to Canadians. The risk exists that Parks Canada's service offer could become less competitive than that of other parks, cultural attractions and leisure activities, with the result that fewer Canadians would choose to visit our national heritage places. Despite a higher number of visitors at some places, visitation figures for 2009/10 indicated that attendance had declined by three percent at national parks and by five percent at national historic sites, compared with the average number of visits to national parks and national historic sites over the period 2005/06 to 2009/10.

In 2008/09, Parks Canada introduced the Agency renewal initiative, a component of which aims to increase Parks Canada's relevance to Canadians. As part of this initiative, Parks Canada undertook a number of actions in 2009/10 to mitigate the risk of a weakening competitive position. Examples include the launch of two national media awareness campaigns; the development of new activities and accommodations for the 2010 summer season; the launch of a new brand identity showcased in public programs, and a fee freeze. The Agency also provided hands-on instruction on quality service standards to over 4,600 employees. To diversify its engagement opportunities, Parks Canada also developed a policy, guidelines and tools for collaborating with the private sector and trained approximately 60 specialists in working with this sector.

Support from Aboriginal peoples

Support from Aboriginal peoples is critical to Parks Canada's ability to meet its corporate objectives related to protecting and presenting heritage places. Over the course of 2009/10, the Agency made progress on several initiatives to help ensure continued support from Aboriginal peoples. Parks Canada undertook the development of an Aboriginal engagement framework to support the establishment of formal Aboriginal advisory relationships in locations across Canada. To support the implementation of the Crown's interim guidelines on consultation and accommodation throughout Parks Canada, the Agency developed a specific training course for its employees. In addition, Parks Canada collaborated with Indian and Northern Affairs Canada in the development of five pilot projects on Aboriginal cultural tourism to support capacity building in Aboriginal communities.

Information management

One of Parks Canada's key corporate risks is the ability to capture and manage data and information. To mitigate this risk, the Agency, among other activities, established the Enterprise Information Committee in September 2009 to provide oversight of information management. In December 2009, the Committee endorsed a strategic framework and a policy framework that will contribute to the setting of priorities for addressing the risk associated with information management. In addition, Library and Archives Canada, on behalf of Parks Canada, began work on a records disposition authority. The Agency also signed a Memorandum of Understanding with Library and Archives Canada to initiate an assessment project to define record-keeping requirements.

Parks Canada made progress in 2009/10 towards ensuring compliance with the Government Security Policy by creating a dedicated security unit to advance the development of an Agency security program. The Agency implemented a formal governance structure for business continuity planning and developed business continuity and pandemic preparedness plans within all of its operational management units.

Job market pressures

In 2009/10, Parks Canada refined its approach to corporate recruitment and retention, within the context of the Agency renewal strategy, by broadening the definition of diversity beyond traditional employment equity criteria to include the diversity of official languages, competencies and intergenerational groups. This action will serve to ensure that the Agency continues to recruit and retain a competent, representative and highly engaged workforce. The approach is based on a risk management methodology that takes into account both short-term and long-term risks. The initial focus of this approach is on short-term risks that have a high impact on Parks Canada's organizational priorities. Measures that mitigate those risks will be developed and are expected to be implemented in fiscal year 2010/11.

Sixty-eight percent of Canadians live in one of the country's 33 census metropolitan areas, while the majority of Parks Canada's facilities are located in rural areas and small towns. This poses particular challenges in recruiting skilled employees to work in many of these areas. To help meet this challenge, many national parks and national historic sites participated in career fairs or other public activities in urban centres to deliver information about the Agency to students and to raise their awareness about career opportunities. Parks Canada created a career Website that provides information on living in particular regions or towns, the benefits of working for Parks Canada and about the hiring process at Parks Canada. The Website also includes testimonials from current employees.

Canada's Economic Action Plan

Through Canada's Economic Action Plan, Parks Canada Agency has been given an opportunity to make additional investments for the benefit of Canadians and to accelerate many of its activities that contribute to the achievement of its performance objectives. The Agency received approximately $374 million to fund five initiatives:

  • Improvements to national historic sites and visitor facilities;
  • Twinning of the Trans-Canada Highway;
  • Remediation of federal contaminated sites;
  • Arctic research infrastructure; and
  • Modernizing federal laboratories.

With the infusion of funds received through the Economic Action Plan, Parks Canada will deliver a capital program over three times its regular value. In 2009/10 Parks Canada spent $98.5 million, or 95 percent, of its allocated funding for the year and anticipates investing one hundred percent of its allotment. Over the life span of the Plan, the Agency expects to initiate approximately 235 projects across the five initiatives. Almost 75 percent of national parks, each national marine conservation area, one quarter of the national historic sites managed by Parks Canada and more than 70 national historic sites managed by third parties will execute one or more projects funded by the Plan.

Through the Economic Action Plan, the Parks Canada Agency invested the available funding in 2009/10 by:

  • initiating more than 100 projects that will make substantial improvements and enhancements to Parks Canada historic sites and visitor facilities, completing a number of these projects in 2009/10 and positioning itself to deliver the remaining projects in 2010/11;
  • accelerating its contribution to the Federal Contaminated Sites Action Plan; and by
  • making significant progress on delivering its program of planned investments in infrastructure, including the Trans-Canada Highway.

Parks Canada demonstrated effective reporting on the management of the Economic Action Plan projects, meeting all the reporting requirements of the Government of Canada. The following text provides information on some of the projects funded by the Economic Action Plan that support each of the five initiatives, while contributing to the achievement of Parks Canada's Strategic Outcome.

Improvements to National Historic Sites and Visitor Facilities

Parks Canada received approximately $216.8 million over two years to invest in improvements to the built heritage of national historic sites and to visitor facilities.

These improvements involve major repairs and renovations to aging visitor reception centres and enhancements to visitor experience infrastructure, such as exhibits, roads, trails and public facilities. These improvements also contribute to enhancing commemorative integrity, visitor experience and visitor safety. Examples of these projects include:

  • Belly River Bridge1, Alberta – Parks Canada rebuilt this bridge that links Waterton Lakes National Park to Glacier National Park in the United States, improving visitor access to Waterton Lakes National Park;
  • Halifax Citadel National Historic Site1, Nova Scotia – Parks Canada completed major work on the north face counterscarp. The project involved the stabilization of close to 370 metres of the counterscarp wall and associated musketry gallery, as well as significant masonry repair to the walls and arches and drainage improvements in this area;
  • Banff Park Museum National Historic Site1, Alberta – Parks Canada restored the exterior finish of this site to its original condition; and
  • Fortifications of Québec National Historic Site, Québec – Parks Canada will invest approximately $9 million in improvements and repairs to three gates to the walled city, to the Saint-Louis Forts and Châteaux National Historic Site, the Wolfe-Montcalm Monument, the Governor's Gardens and to the Dufferin Terrace.

Eight million dollars, included in the $216.8 million previously mentioned, was dedicated over two years to Parks Canada's National Historic Sites of Canada Cost-Sharing Program, which provides funding to national historic sites that are owned and managed by third parties. Over 70 projects will improve the commemorative integrity of these national historic sites and ensure that Canada's historical and natural heritage is presented and protected for the enjoyment, education and appreciation of all Canadians, today and in the future. Examples of these projects include:

  • Former Hamilton Customs House National Historic Site of Canada1, Ontario – Parks Canada contributed funding to the conservation project to restore the exterior of the building. Columns on the façade were repaired while the entrance steps were replaced;
  • Saint Joseph's oratory of Mount Royal National Historic Site of Canada1, Québec – Parks Canada contributed funding to the conservation project intended to restore the Oratory in two phases. In the first phase, completed in 2009/10, the roof was replaced. The masonry will be repaired in the second phase which will conclude in 2010;
  • St. Patrick's Roman Catholic Church National Historic Site, Saskatchewan – Replacement and refinishing of the exterior doors; replacement of the Lexan covering over the stained glass windows; replacement of all of the masonry on the exterior stone walls; repairs to the front steps and ramp and to the interior plaster; and refinishing of pews; and
  • Nordegg National Historic Site, Alberta – Preservation and rehabilitation of nine buildings and structures, including a worker's home and log cabin, a powder magazine and a boiler house.
Twinning of the Trans-Canada Highway

Parks Canada received $130 million over five years for the twinning of the Trans Canada Highway, with $70 million covering the 2009/10 and 2010/11 fiscal years and $60 million allocated for fiscal years 2011/12 through 2013/14. The twinning of the Trans-Canada Highway through Banff National Park to the British Columbia border will improve visitor access to the national parks and national historic sites in the mountains, enhance wildlife protection measures and improve the safety of individuals travelling along this transportation corridor. Elements that have been completed include nine kilometres of highway east of Lake Louise, and wildlife overpasses that will reduce mortality rates of animals crossing the highway.

Remediation of Federal Contaminated Sites

Through the Economic Action Plan, the federal government aims to accelerate activities under the Federal Contaminated Sites Action Plan, managed by Environment Canada. Parks Canada received approximately $25.6 million over two years as part of the accelerated funding initiative. The injection of funds will allow the Agency to remediate contaminated sites in national parks, contributing to improving the ecological integrity of the parks, and in national historic sites, enhancing their commemorative integrity. Through these investments, Parks Canada will have conducted in two years work that would otherwise have taken six years to complete.

As of March 31, 2010, Parks Canada has 442 known and suspected contaminated sites. Parks Canada's strategy is to identify sites within its portfolio that are currently suspected of being contaminated. Each site will then be assessed and, where contamination is confirmed, priority will be given to address potential impacts to ecological and human health at the highest-risk sites.

With funding from the Economic Action Plan during fiscal year 2009/10 and under the auspices of the Federal Contaminated Sites Action Plan, Parks Canada conducted contaminated site assessments in 17 national parks and eight national historic sites. At the same time, remediation and/or risk management at high-risk sites were undertaken in 12 national parks and seven national historic sites. As a result of these activities, 84 percent of sites that were known as of March 31, 2009 have now been assessed and 25 percent of high-risk sites have developed or implemented a remedial and/or risk management action plan. Here are two examples of contaminated sites remediation activities that were completed in 2009/10:

  • Pacific Rim National Park Reserve, British Columbia – The site, located on Prideaux Island, consists of a former mine pit. Parks Canada undertook active remedial measures that included the removal of debris from the pit, transportation and disposal of the refuse, and backfilling with locally available waste rock, thus mitigating the risks for further impacts to cultural features on the site; and

  • Lachine Canal National Historic Site, Québec – The site, adjacent to the Atwater Market, suffered contamination from mixed chemicals and heavy metals, likely from backfills dating back to a period of industrial occupation during the 19th and 20th centuries, before the site was acquired by Parks Canada. In 2009/10, contaminated material was excavated and disposed of, the site was backfilled with clean local soil and further capped with sand. As a result of these activities, Parks Canada restored the condition of the site to harmonize with neighbouring properties while meeting legal and environmental obligations.

Arctic Research Infrastructure

Parks Canada received approximately $0.9 million through the Arctic Research Infrastructure funding initiative, managed by Indian and Northern Affairs Canada, to support a robust network of research infrastructure put in place to complement the High Arctic Research Station when it becomes fully operational. For example, the Agency will purchase and install shelters to protect researchers from the elements and wildlife, as the scientists conduct research related to ecological integrity indicators in Quttinirpaaq National Park.

Modernizing Federal Laboratories

Parks Canada received approximately $0.3 million through the Modernizing Federal Laboratories program, managed by Natural Resources Canada, to purchase a vessel that will serve as a platform to conduct research supporting the protection of the marine environment and the ongoing underwater archaeology program. This work will contribute to ecological integrity in Parks Canada's national parks and will advance the understanding of national marine conservation areas.

For further details on the Economic Action Plan and the projects it funds, consult the Plan's Website at www.actionplan.gc.ca.


Office of the Auditor General Reports

The Auditor General has assessed Parks Canada Agency's performance information presented in Section 2 of this report. This assessment is only a review level of assurance, and does not constitute an audit. The Auditor General's Assessment Report is presented before the performance information in Section 2.

The Auditor General has audited Parks Canada Agency's financial statements. These financial statements and the auditor's report are presented in Section 4.

The Auditor General has not evaluated or audited any other sections of this report.


Management Statement of Responsibility for Performance Information

I submit, for tabling in Parliament, the 2009/10 Departmental Performance Report for the Parks Canada Agency.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2009/10 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

  • It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance.
  • It is based on the Agency's Strategic Outcome and Program Activity Architecture which were approved by the Treasury Board.
  • It presents consistent, comprehensive, balanced and reliable information.
  • It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it.
  • It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

In addition, the Parks Canada Agency Act requires the Auditor General of Canada to provide an assessment of the fairness and reliability of the performance information.

Management has established systems and practices designed to provide reasonable assurance of the fairness and reliability of the Agency's performance information. Parks Canada is continually improving its financial and performance information, introducing new measures in some areas and enhancing data collection in others. Some information is based on management's best estimates and judgements. Limitations on the quality of the information and plans for improvements are indicated in the report.

The Agency's senior management oversees preparation of this document and approves the final report. In my view, the information is the best available and represents a comprehensive, balanced and transparent picture of the performance of Parks Canada for fiscal year 2009/10.

Original signed by

Alan Latourelle

Chief Executive Officer
Parks Canada Agency

Gatineau
August 6, 2010


Auditor General's Assessment of Performance Information in the Parks Canada Agency's 2009-2010 Performance Report

To the Chief Executive Officer of Parks Canada Agency and the Minister of the Environment

What I Assessed

As required by the Parks Canada Agency Act, I have assessed the fairness and reliability of the Parks Canada Agency's performance information for 2009-2010 with respect to the objectives established in its corporate plan.

Management's Responsibility

The performance information reported in the Agency's performance report is the responsibility of management.

My Responsibility

My responsibility is to assess the fairness and reliability of the performance information included in the Agency's performance report against the objectives established in its corporate plan.

My assessment covered only the performance information included in the section of its performance report titled "Analysis of program activities". My assessment did not include the objectives set out in the corporate plan or information referenced by Web links included in the report. My responsibility does not extend to assessing or commenting on the Agency's actual performance.

The Nature of My Assessment

My assessment consisted of a review performed in accordance with the standards for assurance engagements established by the Canadian Institute of Chartered Accountants. The assessment consisted primarily of enquiry, analytical procedures, and discussion related to the performance information. I conducted this assessment using the criteria for the assessment of fairness and reliability described in the Annex.

An assessment based on a review provides a moderate level of assurance and does not constitute an audit. Consequently I do not express an audit opinion on the Agency's performance information.

Conclusion

Based on my assessment, nothing has come to my attention that causes me to believe that the Agency's performance information for 2009-2010, with respect to the objectives established in its corporate plan, is not, in all significant respects, fair and reliable using the criteria described in the Annex to this report.

Original signed by

Sylvain Ricard, CA
Assistant Auditor General
For the Auditor General of Canada

Ottawa, Canada
August 6, 2010

Criteria for the Assessment of Fairness and Reliability Office of the Auditor General of Canada

The following criteria were developed to assess the fairness and reliability of the information about the Agency's performance with respect to the objectives in its corporate plan. Two key issues were addressed: Has the Agency reported on its performance with respect to its objectives? Is that information fair and reliable? Performance information with respect to objectives is fair and reliable if it enables Parliament and the public to judge how well the entity or program in question is performing against the objectives it set out to accomplish.

Fairness

Relevant – The performance information reports in context, tangible, and important accomplishments against objectives and costs.

Meaningful – The performance information describes expectations and provides benchmarks against which performance is compared.

Attributable – The performance information demonstrates why the program made a difference.

Balanced – A representative and clear picture of performance is presented, which does not mislead the reader.

Reliability

Reliable – The performance information adequately reflects the facts.

These criteria were developed specifically for the assessment. The Parks Canada Agency has acknowledged that they were suitable for the assessment.

More information on the criteria is available on our Web site at http://www.oag-bvg.gc.ca/internet/English/meth_gde_e_10217.html