Supplementary information tables: Departmental plan for fiscal year 2024 to 2025
Raison d’être
The Minister of Environment and Climate Change is responsible for the Parks Canada Agency. Parks Canada protects and presents nationally significant examples of Canada’s natural and cultural heritage, and fosters public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations. Canada’s national urban park, national parks, national historic sites, heritage canals and national marine conservation areas, of which Parks Canada is the proud steward, offer Canadians opportunities to visit, experience and personally connect with Canada’s rich natural and cultural heritage in ways that are meaningful to them. In carrying out its responsibilities, Parks Canada works in collaboration with the public, other federal departments, provinces, territories, Indigenous peoples, and stakeholders.
Mandate and role
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.
For more information on the Agency’s organizational mandate letter commitments, see the Minister’s mandate letter.
Operating context
Parks Canada has operations across Canada. With responsibility for the management and administration of 171 national historic sites, including nine historic canals, 47 national parks, Rouge National Urban Park, and five national marine conservation areas.
As a highly operational organization, Parks Canada’s workforce is its strength and its employees are active in communities from coast to coast to coast. At peak season—between May and October—Parks Canada employs approximately 8,000 active employees, including over 3,600 temporary employees (terms, seasonal, and casuals) and approximately 1,800 students.
In addition to the corporate functions found in many other federal departments or agencies, Parks Canada employs individuals in various fields of work, such as ecosystem scientists, archaeologists, lock operators, interpreters, asset managers, community managers, wardens, planners, historians, and maintenance workers, among others. This wide variety of functions combined with Parks Canada’s geographically dispersed work locations and its substantial seasonal employee base creates a unique human resources environment for the organization.
National historic sites, national parks, national urban parks, and national marine conservation areas represent the very best of Canada. These treasured places are where Parks works to tell the diverse stories of Canada and honour the histories, cultures, and contributions of Indigenous peoples.
Parks Canada demonstrates leadership both nationally and internationally in its relations with Indigenous partners, working with hundreds of Indigenous communities across the country in the management of Parks Canada’s heritage places. There are currently more than 30 formal collaborative arrangements between Parks Canada and Indigenous partners. Of those places, 29 have cooperative management structures where Indigenous peoples influence decision-making. Parks Canada is committed to enabling Indigenous stewardship and will continue to work with Indigenous partners to advance arrangements with Indigenous governments, organizations, and communities for decision-making roles in the management of heritage places.
The support and collaboration of Indigenous governments, organizations, and communities, as well as provincial, territorial, and municipal governments, are essential to Parks Canada’s ability to establish or expand national parks, national urban parks, and national marine conservation areas. The requirement to balance protection and ecologically sustainable use of national marine conservation areas involves a much broader stakeholder perspective to consider. Bringing together all these elements and moving forward in a harmonious and positive way requires time and respectful discourse.
Climate change and other environmental forces challenge the integrity of ecosystems and the condition of Parks Canada’s cultural resources and contemporary infrastructure. Shoreline erosion at national historic sites, the arrival of invasive species at national parks, impacts on biodiversity, and the shrinking populations of species unable to adapt to variations in the ecosystems are a few examples of the effects of climate change. The increasing severity and frequency of disturbances such as wildfires, storms, floods, and avalanches also impact Parks Canada’s infrastructure, such as highways and bridges.
Parks Canada must protect its cultural and natural heritage places while encouraging visitation to ensure that these special places remain relevant in the hearts and minds of Canadians. As a world leader in conservation and in preserving the ecological integrity and cultural resources of its places for future generations, Parks Canada works to better manage visitation at locations that experience higher visitation rates, while continuing to ensure high-quality visitor experiences. To lessen impact, Parks Canada encourages visitors to seek out lesser-known parks and historic sites, enjoy little-known hidden gems, and explore shoulder season experiences in spring and fall.
Parks Canada welcomes more than 20 million visitors to national historic sites, national parks, and national marine conservation areas every year. This work not only helps Canadians to experience and enjoy the natural and cultural heritage of Canada, but it also helps to support local economies and the tourism industry.
There are seven townsite communities in national parks, all located in western Canada. These townsites represent unique opportunities to demonstrate the overriding values of ecological integrity, environmental citizenship, and sustainable development. They provide visitors with opportunities to learn and develop personal connections to natural and cultural heritage from the comfort of a community and provide a launching pad for deeper ventures into national parks. They support ecological integrity by consolidating use and development to relatively small areas. National park townsite communities manage development in accordance with community plans and legislation; respecting their cultural and historical aspects and the ecological integrity of the surrounding park. In Banff and Jasper, commercial development limits are also used to manage growth along with eligible residency and fixed boundaries.
Using technology to improve visitor services
Parks Canada uses technology in a variety of ways to improve visitor services:
- reaching Canadians where they live and work through digital channels (such as social media, video, and podcasting)
- ensuring digital services for trip planning, purchasing admission and reserving accommodation
- influencing visitation patterns: sharing visitor safety information and trail maps, promoting Canada’s heritage and conservation at the right time and with the right message
Canada’s population is evolving. It is expected to become more culturally diverse over the next two decades as Canada continues to rely increasingly on immigration to support population growth and offset natural declines. With demographic changes and the rise of digital communications, the ways in which we tell stories and absorb information are being transformed. Parks Canada uses a wide variety of digital tools to complement the delivery of in-person services at natural heritage places and outreach programs in communities. Canadians can experience national historic sites, national marine conservation areas, and national parks through virtual tools and can also get behind the scenes with Parks Canada conservation specialists and other experts as they conduct their important work.
As the federal lead for cultural heritage places conservation, Parks Canada administers federal heritage designation and built heritage conservation programs on behalf of the Government of Canada. Federal custodian departments, Crown corporations, provinces and territories, Indigenous peoples, and the broader heritage community play a major role in preserving Canada’s heritage places. Historic places are currently managed by policy frameworks, including the Standard and Guidelines for the Conservation of Historic Places in Canada and Treasury Board policies. Work is currently underway to strengthen the protection of these nationally significant cultural heritage places. Protection of federally-owned historic places should be done in a manner that fosters their reuse and adaptation to climate change, contributing to a green and sustainable future for Canadians.
The need to better protect federal heritage properties and to strengthen heritage conservation and protection across Canada has been highlighted several times in recent years, including in the December 2021 mandate letter for the Minister responsible for Parks Canada, the November 2018 Auditor General’s report, and the Standing Committee on Environment and Sustainable Development’s December 2017 report. The recommendations include the integration of Indigenous perspectives, better policy and legislative measures, and financial incentives. Parks Canada is working towards addressing the findings from these reports.
Parks Canada manages a complex portfolio of assets valued at approximately $27.68 billion (in 2022 dollars). The portfolio includes irreplaceable heritage structures, such as historic buildings, fortifications, historic canals, lighthouses, and Indigenous fish weirs, as well as contemporary buildings, highways, bridges, dams, and other holdings. Highways maintained by Parks Canada serve as critical socio-economic corridors enabling the flow of people and commercial goods. Along with heritage canals, highways additionally serve as vital links connecting Canadian communities.
Tracking the portfolio of built assets
Parks Canada continues to make progress on improving its infrastructure. In its Asset Report Card for fiscal year 2022 to 2023, 72% of the Agency’s built assets (by current replacement value) are in good to fair condition, compared to 69% the previous year.
Annual variations in the total built asset inventory are influenced by factors such as the establishment of new parks and sites (for example, Rouge National Urban Park resulted in the addition of 375 assets).
Ensuring the long-term sustainability of Parks Canada’s asset portfolio is essential to the delivery of its mandate and to ensure that it can meet its custodial responsibilities on behalf of the Government of Canada. Among the recommendations of the Treasury Board Secretariat’s recent Horizontal Fixed Asset Review was the requirement for organizations to develop Real Property Portfolio Strategies (RPPS) that define an approach for maintaining a sustainable asset portfolio. Approved in 2021, Parks Canada’s RPPS establishes the long-term strategic direction and priorities for its real property portfolio to help direct investments and manage our capital assets sustainably and appropriately. The lack of sufficient ongoing funding to maintain its built heritage and contemporary assets puts Parks Canada at risk of not being able to deliver its mandate and of losing significant and irreplaceable examples of Canada’s cultural and built heritage.
The lack of sufficient ongoing funding to maintain its built heritage and contemporary assets puts Parks Canada at risk of not being able to deliver its mandate and of losing significant and irreplaceable examples of Canada’s cultural and built heritage. Furthermore, Parks Canada’s commitment to addressing government priorities for ensuring the accessibility and inclusiveness of its places for visitors, and for supporting the resiliency of its asset portfolio against the effects of climate change, places additional strain on existing resources and the Agency’s capacity to deliver and evolve Parks Canada’s programs and services. As such, efforts to make a long-term business case for ongoing funding remain a central priority for Parks Canada.
Details on transfer payment programs
Transfer Payment Programs with total planned spending of $5 million or more
General Class Grants and Contribution Program (GCGCP)
Start date
Fiscal year 1995 to 1996
End date
Ongoing
Type of transfer payment
Contribution and Grant
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2021 to 2022
Link to departmental result(s)
- Canada’s natural heritage is protected for present and future generations
- Canada’s cultural heritage is protected for present and future generations
- People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them
Link to the department’s Program Inventory
- Program: Heritage Places Establishment
- Program: Heritage Places Conservation
- Program: Heritage Places Promotion and Public Support
- Program: Visitor Experience
- Program: Heritage Canals, Highways and Townsite Management
Purpose and objectives of transfer payment program
The objective of the program is to assist recipients in conducting activities and delivering projects that will support the Agency in fulfilling its mandate to preserve and protect nationally significant examples of Canada's natural and cultural heritage and present and foster public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations.
Expected results
- Canadians recognize, appreciate and are engaged in the values of natural and cultural conservation
- Stakeholders are engaged in terms of interest and involvement of common objectives towards ecological or cultural integrity
- Parks Canada managers and stakeholders have access to a better knowledge base for informed decision-making and dialogue on commercial, ecological or aboriginal issues of mutual interest
Fiscal year of last completed evaluation
Fiscal year 2021 to 2022
Decision following the results of last evaluation
ContinuationFiscal year of next planned evaluation
Fiscal year 2025 to 2026
General targeted recipient groups
Not-for-profit organizations and charities, academia and public institutions, Aboriginal recipients, government, international (non-government)
Initiatives to engage applicants and recipients
Not applicable
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 10,416,554 | 10,869,446 | 9,379,000 | 0 |
| Total contributions | 48,627,480 | 84,033,560 | 83,576,867 | 28,982,310 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 59,044,034 | 94,903,006 | 92,955,867 | 28,982,310 |
Grants for the Implementation of Rights and Reconciliation Agreements in Atlantic Canada
Start date
Fiscal year 2019 to 2020
End date
Ongoing
Type of transfer payment
Grant
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2019 to 2020
Link to departmental result(s)
- Canada’s natural heritage is protected for present and future generations
- Canada’s cultural heritage is protected for present and future generations
- People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them
Link to the department’s Program Inventory
- Program: Heritage Places Conservation
Purpose and objectives of transfer payment program
The objectives of these grants are
- to support the Rights and Reconciliation Agreements signed by Parks Canada and the Indigenous Nations included in the Historic Peace and Friendship Treaties in Atlantic Canada (the Mi’kmaq, Maliseet and Peskotomuhkati Nations)
- build capacity in Indigenous communities to participate with Parks Canada as co-managers of national parks and national historic sites
- foster re-connection with the lands through traditional stewardship practices and
- protect Mi’kmaq, Maliseet and Peskotomuhkati culture and heritage
Expected results
The grants are expected to increase the participation of Mi’kmaq, Maliseet and Peskotomuhkati Nations members as co-managers of Parks Canada protected heritage places in Atlantic Canada. The grants will build collaborative management capacity, infrastructure, governance, processes and relationships in place with Indigenous groups.
Fiscal year of last completed evaluation
Not applicable
Decision following the results of last evaluation
Not applicable
Fiscal year of next planned evaluation
Not applicable
General targeted recipient groups
Aboriginal recipients
Initiatives to engage applicants and recipients
Not applicable
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 6,107,693 | 7,481,370 | 5,112,564 | 3,895,980 |
| Total contributions | 0 | 0 | 0 | 0 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 6,107,693 | 7,481,370 | 5,112,564 | 3,895,980 |
Grant to implement the Impact and Benefit Agreements for Nahanni National Park Reserve
Start date
Fiscal year 2022 to 2023
End date
Fiscal year 2025 to 2026
Type of transfer payment
Grant
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2019 to 2020
Link to departmental result(s)
- Canada’s natural heritage is protected for present and future generations
- People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them
Link to the department’s Program Inventory
- Program: Heritage Places Establishment
Purpose and objectives of transfer payment program
The purpose of the grant is to fulfill commitments under the Impact and Benefit Agreements for Nahanni National Park Reserve with Nahʔą Dehé Dene Band and Dehcho First Nations. The objective is to support an economic development fund which will allow both First Nations to increase their tourism related presence and benefits from tourism to Nahanni National Park Reserve and to provide funds to Elder/tourism facilities to support Elders on the land and sharing of their knowledge with tourists to Nahanni National Park Reserve.
Expected results
The grant will support Nahʔą Dehé Dene Band’s and Dehcho First Nations’ involvement and capacity building in the conservation economy of Canada’s natural and cultural heritage and support the transmission of Indigenous knowledge to the general public, enhancing the tourist experience and celebrating the Dene culture.
Fiscal year of last completed evaluation
Not applicable
Decision following the results of last evaluation
Not applicable
Fiscal year of next planned evaluation
Not applicable
General targeted recipient groups
Aboriginal recipients
Initiatives to engage applicants and recipients
Not applicable
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 500,000 | 135,000 | 22,000 | 22,000 |
| Total contributions | 0 | 0 | 0 | 0 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 500,000 | 135,000 | 22,000 | 22,000 |
Transfer Payment Programs with total planned spending of less than $5 million
Grant to the International Peace Garden
Start date
Fiscal year 1996 to 1997
End date
Ongoing
Type of transfer payment
Grant
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2011 to 2012
Link to departmental result(s)
- Canada’s cultural heritage is protected for present and future generations
Link to the department’s Program Inventory
- Program: Heritage Places Conservation
Purpose and objectives of transfer payment program
The purpose of this grant is to support the International Peace Garden, a memorial to the peace that has existed between the United States and Canada, located in Manitoba and North Dakota. The objective of the grant is to help defray the costs of operating the International Peace Garden.
Expected results
Canada’s continued symbolic support for the Garden is demonstrated
Fiscal year of last completed evaluation
Fiscal year 2016 to 2017
Decision following the results of last evaluation
Continuation
Fiscal year of next planned evaluation
Not applicable
General targeted recipient groups
Not-for-profit organizations and charities
Initiatives to engage applicants and recipients
Not applicable
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 22,700 | 22,700 | 22,700 | 22,700 |
| Total contributions | 0 | 0 | 0 | 0 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 22,700 | 22,700 | 22,700 | 22,700 |
Inuit Research Fund
Start date
Fiscal year 2020 to 2021
End date
Fiscal year 2025 to 2026
Type of transfer payment
Grant
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2019 to 2020
Link to departmental result(s)
- Canada’s natural heritage is protected for present and future generations
- People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them
Link to the department’s Program Inventory
- Program: Heritage Places Establishment
Purpose and objectives of transfer payment program
The purpose of this grant is to fulfill a commitment made in the Inuit Impact and Benefit Agreement (IIBA) regarding benefits and economic opportunities stemming from the establishment, development and operation of the Tallurutiup Imanga National Marine Conservation Area. The objective is to provide for Inuit led research and monitoring in Tallurutiup Imanga, and to support the development of an Inuit Research and Monitoring Plan.
Expected results
The Inuit Research Fund will develop research capacity for Inuit to ensure that they will be able to identify and conduct research according to their own priorities. Inuit research and priorities will then be valued equally as Western science in research and monitoring for Tallurutiup Imanga National Marine Conservation Area.
Fiscal year of last completed evaluation
Not applicable
Decision following the results of last evaluation
Not applicable
Fiscal year of next planned evaluation
Not applicable
General targeted recipient groups
Aboriginal recipients
Initiatives to engage applicants and recipients
Not applicable
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 1,657,500 | 0 | 0 | 0 |
| Total contributions | 0 | 0 | 0 | 0 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 1,657,500 | 0 | 0 | 0 |
The National Heritage Places Class Grant and Contribution Program
Start date
Fiscal year 2008 to 2009
End date
Ongoing
Type of transfer payment
Contribution
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2022 to 2023
Link to departmental result(s)
- Canada’s cultural heritage is protected for present and future generations
Link to the department’s Program Inventory
- Program: Heritage Places Conservation
Purpose and objectives of transfer payment program
The Program assists recipients in conducting activities aimed at ensuring the heritage value of non-federally owned or administered heritage places that have been formally recognized by the Government of Canada. It provides financial contributions to eligible recipients to share the costs of work necessary to ensure the physical health of a heritage place and to ensure Canadians understand the importance of the site and its role in the history of Canada.
Expected results
Cultural resources of national significance at heritage places recognized by the Government of Canada are maintained or improved.
Fiscal year of last completed evaluation
Fiscal year 2012 to 2013
Decision following the results of last evaluation
Continuation
Fiscal year of next planned evaluation
Not applicable
General targeted recipient groups
Not-for-profit organizations and charities, Aboriginal recipients, government
Initiatives to engage applicants and recipients:
- Promotion and outreach through internal national networks across the Agency to inform potential applicants and recipients
- Communication with the Federal Provincial-Territorial Collaboration on Historic Places in Canada and targeted heritage organizations/stakeholders to promote the program
- Information shared via different social media channels and web presence on the Parks Canada website and www.historicplaces.ca
- Direct correspondence to inform newly eligible site owners
- Presence at key stakeholder conferences
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 300,000 | 300,000 | 300,000 | 300,000 |
| Total contributions | 700,000 | 700,000 | 700,000 | 700,000 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 1,000,000 | 1,000,000 | 1,000,000 | 1,000,000 |
Tallurutiup Imanga Inuit Stewardship Program Seed Fund
Start date
Fiscal year 2019 to 2020
End date
Fiscal year 2025 to 2026
Type of transfer payment
Grant
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2019 to 2020
Link to departmental result(s)
- Canada’s natural heritage is protected for present and future generations
- People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them
Link to the department’s Program Inventory
- Program: Heritage Places Establishment
Purpose and objectives of transfer payment program
The purpose of this grant is to fulfill a commitment made in the IIBA regarding benefits and economic opportunities stemming from the establishment, development and operation of the Tallurutiup Imanga National Marine Conservation Area (TINMCA). The objective is to cover the start-up cost of an Inuit Stewardship program in the five communities associated with TINMCA. The program will support stewardship activities of Inuit within Tallurutiup Imanga that will make valuable contributions to the promotion of Inuit culture, well-being, the transmission of knowledge to youth, and the delivery of Inuit cultural, social, economic, health and conservation benefits.
Expected results
The Stewardship Program will support Inuit involvement in conservation economy and collaborative management of Canada’s Natural and Cultural Heritage.
Fiscal year of last completed evaluation
Not applicable
Decision following the results of last evaluation
Not applicable
Fiscal year of next planned evaluation
Not applicable
General targeted recipient groups
Aboriginal recipients
Initiatives to engage applicants and recipients
Not applicable
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 2,100,000 | 2,100,000 | 1,600,000 | 0 |
| Total contributions | 0 | 0 | 0 | 0 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 2,100,000 | 2,100,000 | 1,600,000 | 0 |
Work Placements through the Youth Employment and Skills Strategy
Start date
Fiscal year 2019 to 2020
End date
Fiscal year 2025 to 2026
Type of transfer payment
Contributions
Type of appropriation
Appropriated annually through estimates
Fiscal year for terms and conditions
Fiscal year 2019 to 2020
Link to departmental result(s)
- Canada’s natural heritage is protected for present and future generations
- People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them
Link to the department’s Program Inventory
- Program: Heritage Places Promotion and Public Support
Purpose and objectives of transfer payment program
To provide Canadian youth, with information, skills, supports, work experience and networks to help them prepare for and successfully transition to employment. These objectives are attained by supporting the needs of all youth, especially youth facing barriers to develop skills, knowledge and networks through education, skills development and meaningful work experiences.
Expected results
A greater number of Canadian Youth are provided with meaningful employment as well as obtaining additional work skills.
Fiscal year of last completed evaluation
Not applicable
Decision following the results of last evaluation
Not applicable
Fiscal year of next planned evaluation
Not applicable
General targeted recipient groups
Aboriginal recipients
Initiatives to engage applicants and recipients
Not applicable
| Type of transfer payment | Fiscal year 2023 to 2024 forecast spending | Fiscal year 2024 to 2025 planned spending | Fiscal year 2025 to 2026 planned spending | Fiscal year 2026 to 2027 planned spending |
|---|---|---|---|---|
| Total grants | 0 | 0 | 0 | 0 |
| Total contributions | 3,770,000 | 3,770,000 | 0 | 0 |
| Total other types of transfer payments | 0 | 0 | 0 | 0 |
| Total program | 3,770,000 | 3,770,000 | 0 | 0 |
Gender-based analysis plus
In this section
General information: Institutional GBA Plus capacity
Governance
In fiscal year 2024 to 2025, Parks Canada will continue to implement its Senior Management Committee-approved GBA Plus Action Plan.
This plan outlines the structure for GBA Plus within the organization, including:
- enhanced institutional capacity and governance to implement GBA Plus
- improved ability of team members to integrate GBA Plus
- stronger monitoring, reporting and impact of GBA Plus
Parks Canada will have one full-time equivalent (FTE) dedicated to GBA Plus.
Parks Canada will also continue to improve GBA Plus application through various key processes such as visitor experience planning and product development, strategic partnering, management planning and evaluation. Evaluations will be informed by the Treasury Board of Canada Secretariat’s Integrating Gender-Based Analysis Plus into Evaluation: A Primer.
Capacity
Other initiatives that will advance Parks Canada GBA Plus capacity in fiscal year 2024 to 2025 are:
- launching a second round of its internal GBA Plus Micro funds competition to support Parks Canada in making evidence-based decisions from an intersectional perspective
- this is to ensure that the products, services, processes, and policies developed do not inadvertently create barriers for the intended users/recipients, and to build GBA Plus capacity within Parks Canada
- improving tracking and monitoring of the Introduction to GBA Plus course as mandatory training for executives and managers by monitoring the training through the Human Resources and Employee Wellness Directorate mandatory training dashboard
- continuing to support GBA Plus through diverse and inclusive employee networks and the Inclusion, Diversity, Equity and Accessibility (IDEA) Council
- supporting staff capacity by developing a Parks Canada GBA Plus Learning Path
- finalizing the application of a GBA Plus lens in a renewal of Parks Canada’s departmental results framework, program inventory, and program information profiles
In addition, actions to increase awareness of GBA Plus and to broaden knowledge of GBA Plus among team members, as well as greater collaboration on GBA Plus between Parks Canada and other departments and organizations, will continue.
In terms of reporting capacity and data, two key outcomes of the Parks Canada GBA Plus Action Plan are:
- better access to supporting data and research for GBA Plus at Parks Canada
- stronger monitoring, reporting and impact of GBA Plus at Parks Canada
Highlights of GBA Plus results reporting by program
- Heritage Places Conservation Program
In fiscal year 2024 to 2025, the continued implementation of Parks Canada’s GBA Plus Action Plan will enable improved monitoring and reporting of the program’s impacts on gender and diversity.
In fiscal year 2022 to 2023, Parks Canada initiated a process to review its program inventory and performance information profiles PIPs). This will include performance indicators and methodologies; where appropriate, disaggregatable GBA Plus data will be integrated into the PIPs at the indicator level. The comprehensive review is expected to be finalized by fiscal year 2025 to 2026 and will address any gaps between GBA Plus data collection, planning, and reporting.
- Heritage Places Establishment Program
In fiscal year 2024 to 2025, the continued implementation of Parks Canada’s GBA Plus Action Plan will enable improved monitoring and reporting of the program’s impacts on gender and diversity.
In fiscal year 2022 to 2023, Parks Canada initiated a process to review its program inventory and PIPs. This will include performance indicators and methodologies; where appropriate, disaggregatable GBA Plus data will be integrated into the PIPs at the indicator level. The comprehensive review is expected to be finalized by fiscal year 2025 to 2026 and will address any gaps between GBA Plus data collection, planning, and reporting.
- Heritage Places Promotion and Public Support Program
In fiscal year 2024 to 2025, the continued implementation of Parks Canada’s GBA Plus Action Plan will enable improved monitoring and reporting of the program’s impacts on gender and diversity.
In fiscal year 2022 to 2023, Parks Canada initiated a process to review its program inventory and PIPs. This will include performance indicators and methodologies; where appropriate, disaggregatable GBA Plus data will be integrated into the PIPs at the indicator level. The comprehensive review is expected to be finalized by fiscal year 2025 to 2026 and will address any gaps between GBA Plus data collection, planning, and reporting.
- Visitor Experience Program
In fiscal year 2024 to 2025, the continued implementation of Parks Canada’s GBA Plus Action Plan will enable improved monitoring and reporting of the program’s impacts on gender and diversity.
In fiscal year 2022 to 2023, Parks Canada initiated a process to review its program inventory and performance information profiles PIPs. This will include performance indicators and methodologies; where appropriate, disaggregatable GBA Plus data will be integrated into the PIPs at the indicator level. The comprehensive review is expected to be finalized by fiscal year 2025 to 2026 and will address any gaps between GBA Plus data collection, planning, and reporting.
- Heritage Canals, Highways and Townsites Management Program
In fiscal year 2024 to 2025, the continued implementation of Parks Canada’s GBA Plus Action Plan will enable improved monitoring and reporting of the program’s impacts on gender and diversity.
In fiscal year 2022 to 2023, Parks Canada initiated a process to review its program inventory and performance information profiles PIPs. This will include performance indicators and methodologies; where appropriate, disaggregatable GBA Plus data will be integrated into the PIPs at the indicator level. The comprehensive review is expected to be finalized by fiscal year 2025 to 2026 and will address any gaps between GBA Plus data collection, planning, and reporting.
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