ARCHIVED - RPP 2007-2008
Parks Canada

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Section IV: Other Items Of Interest

Program Activities 7 and 8: CORPORATE SERVICES

Planned Spending ($ thousands)

CORPORATE SERVICES	Forecast Spending	Planned Spending
	2006-2007*	2007-2008	2008-2009	2009-2010	2010-2011	2011-2012
Capital	2,525	2,650	2,890	3,290	3,290	3,290
Salaries and Wages	31,635	22,600	22,454	22,454	22,454	22,454
Other Operating	20,863	16,032	15,864	15,864	15,864	15,864
Total	55,023	41,282	41,208	41,608	41,608	41,608

* Reflects the best forecast of total net planned spending to the end of the fiscal year
Salaries and Wages include Employee Benefit Plans
These numbers are allocated to Program Activity 1 to 6
Due to rounding, figures may not add up to totals shown

Description

Corporate services includes budgeting and programming; financial investment and administrative management; real property and asset management; the development of legislation and policy; senior management and the management of human resources.

Planned Results and Performance Expectations

7 and 8 CORPORATE SERVICES
Planned Result	Performance Expectations
13. Demonstrate accountability and effective decision- making, and deliver timely, accessible and reliable management services.	29. Score average or above on 100% of indicators in Treasury Board Management Accountability Framework assessment.
14. A diverse and capable workforce, working in a positive and enabling environment which is reflective of the HR Values and Operating Principles.	30. Five year Independent Report on the Agency’s Human Resource Regime shows consistency between the Agency’s HR Values and Operating Principles and the HR Regime, and improvements in targeted areas. 31. A workforce that is representative of the Canadian population as measured by labour force availability by 2009.

Strategies to Achieve Planned Results

Planned Result 13: Demonstrate accountability and effective decision-making and deliver timely, accessible and reliable management services

Maximize Agency Performance

The Parks Canada Agency continually adapts its management practices to reflect legislative, regulatory and administrative challenges, and has committed itself to be more accountable, responsive, innovative and transparent. It will continue to focus on modernizing and refining management practices in specific areas: financial management, information technology, human resources and environmental stewardship. It will:

• Develop a long term financial strategy to ensure the financial sustainability of the Agency;
• Integrate asset management, personnel and financial systems;
• Use the business planning process as an accountability mechanism, as a vehicle to identify issues for the strategic priority agenda, and to make the Agency sustainable; and,
• Focus Agency priorities to achieve corporate plan results and performance expectations.

Asset Management

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

Chronic under-funding had resulted in a significant deterioration of this asset base, the severity of which the government has recognized. In Budget 2005, the Government announced $209 million in new funding over five years, followed by an annual increase of $75 million. Combined with Parks Canada’s User Fee Strategy and existing budgets, Parks Canada will spend $580M on real property, over the next five years.

Immediate efforts will be focussed on building the capacity and developing the necessary asset management tools needed to resolve the urgent and pressing needs at Parks Canada’s natural and cultural heritage sites. With stable long-term funding in place, Parks Canada will work with partners and stakeholders to identify asset renewal opportunities.

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

Information Technology and Management

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

The use of technology will be an important cornerstone of improved retention and access to the Agency’s information holdings. Decision-making and management will be improved. Integrated financial, personnel and asset management systems will provide access to the information managers need, when they need it.

Planned Result 14: A Diverse and capable workforce working in a positive and enabling environment

Human Resources

Parks Canada values its employees, who are enthusiastic, passionate and professional. It is committed to building a supportive and achievement-oriented workplace which provides them with learning, development and advancement opportunities, and which is also able to attract new and diverse talent.

In 2007-2008, the Agency will focus on building and strengthening a leadership culture that aligns its people management practices and healthy workplace goals with the vision of Parks Canada as relevant to and representative of Canadians.

Managers will receive the training, development and coaching they require to excel in engaging their staff, and in collaborating, partnering and sharing responsibility so critical to the integrated delivery of the Agency mandate.

With the support of its Human Resources professionals, the Agency will put in place succession strategies so that Parks Canada continues to be able to attract and retain top talent in an increasingly competitive job market. It will ensure that competent and passionate people are hired at the right time, and that all of our employees have the knowledge-sharing and learning opportunities they require to contribute effectively and achieve a high level of success.

The Agency will be putting in place a revised people management framework which will ensure that our change and improvement efforts in all areas of people management occur in a coherent and integrated fashion. New and existing feedback mechanisms will help us evaluate our progress.

An engagement index will be established by December 2008 to measure workplace improvements that support workforce diversity and capability.

 

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