2013-2014 Report on Plans and Priorities

Section I – Organizational Overview

Raison d’être

The Minister of the Environment 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. National parks, national historic sites and national marine conservation areas offer Canadians the opportunity to visit, meaningfully experience and personally connect with these heritage places. In carrying out its responsibilities, Parks Canada works in collaboration with a number of partners including Aboriginal peoples, stakeholders and neighbouring communities.

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 historic places will be a living legacy, connecting hearts and minds to a stronger, deeper understanding of the very essence of Canada.

Parks Canada is a separate Government of Canada Agency and derives its responsibilities from the following legislation:

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

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

Responsibilities

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

As the first national park service in the world, Parks Canada has and continues to play a vital role in the development of a system of national parks representative of the diversity of natural regions and landscapes of Canada. Similarly, national marine conservation areas represent Canada’s marine regions spanning its three oceans and the Great Lakes. In managing national parks, Parks Canada is mandated to protect ecological integrity. In regards to national marine conservation areas, the Agency works to foster the ecologically sustainable use of marine resources while protecting key features. In carrying out its responsibilities, Parks Canada works in collaboration with Aboriginal peoples, stakeholders and neighbouring communities.

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 through authentic historic resources. Parks Canada strives to ensure the system of national historic sites–comprised of places, persons and events of national historic significance–reflects the country’s rich history. The system is developed in collaboration with Canadians to define important aspects of Canada’s history and contributes to the recognition and celebration of significant anniversaries, like the bicentennial of the War of 1812.

Today, national parks, national historic sites and national marine conservation areas offer to Canadians a variety of recreational activities and learning experiences as well as unique opportunities to personally connect with these heritage places. There are more than 20 million person-visits annually to the heritage places administered by Parks Canada.

In addition, some of Parks Canada’s programs are focused on formal heritage designations by the Government of Canada and, where mandated, providing support for the conservation and presentation of designated properties that are managed by others. These include national historic sites, heritage railway stations, heritage lighthouses, federal heritage buildings, archaeological sites, the gravesites of Canadian Prime Ministers and Canadian heritage rivers. Parks Canada shows leadership in the conservation of built heritage through Parks Canada’s National Historic Sites Cost-Sharing Program, a contribution program for non-federally-owned national historic sites and through its administration of the Canadian Register of Historic Places, an online, searchable database of historic places designated by all levels of government in Canada.

Parks Canada also contributes to international heritage conservation through its leadership and participation in international conventions, programs, and agreements, notably as State Member for the World Heritage Convention and for the International Union for Conservation of Nature (IUCN). Parks Canada is Canada’s national focal point for the Programme of Work on Protected Areas under the Convention on Biological Diversity and plays a leadership role for the International Centre for the Study of the Preservation and Restoration of Cultural Property.

Parks Canada’s long-term goal is to establish at least one national park and one national marine conservation area in each of Canada’s terrestrial and marine regions. The system of national parks, presented in Figure 1, represents Canada’s terrestrial regions. There are 44 national parks representing 28 of Canada’s 39 terrestrial regions, making the system over 70 percent complete and protecting approximately 306,300 square kilometres of Canada’s lands.

The system of national historic sites includes places, persons and events of national historic significance. The long-term goal is for the system to represent the breadth and diversity of Canadian history. Canada’s national historic sites consist of 964 places of national historic significance. Of these, 167 (including historic canals) are administered by Parks Canada, as displayed in Figure 2. The system also includes 665 national historic persons and 450 national historic events.

The system of national marine conservation areas, as shown in Figure 3, represents Canada’s marine regions spanning its three oceans and the Great Lakes. There are four national marine conservation areas representing five of Canada’s 29 marine regions, making the system 17 percent complete and protecting approximately 14,800 square kilometres of Canada’s marine and freshwater ecosystems.

More information on Parks Canada's mandate and responsibilities is available on its website.^[i]

Figure 1: The System of National Parks of Canada

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

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Newfoundland and Labrador

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

Nova Scotia

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

Prince Edward Island

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

New Brunswick

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

Quebec

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

Ontario

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

Manitoba

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

Saskatchewan

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

Alberta

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

British Columbia

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

Yukon Territory

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

Northwest Territories

• 167. Saoyú-ʔehdacho

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

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Strategic Outcome and Program Alignment Architecture (PAA)

Figure 4 presents Parks Canada’s Strategic Outcome and Program Alignment Architecture. There are no changes from the previous year.

Figure 4: Strategic Outcome and Program Alignment Architecture (PAA)

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Organizational Priorities

Priority	Type*	Program
Establishing National Parks and National Marine Conservation Areas	Ongoing	Heritage Places Establishment
Description: Over the period of March 2007 to March 2013, Parks Canada will increase the number of terrestrial regions represented in the national park system by two. The Agency will make yearly demonstrable progress towards establishing national parks in one unrepresented terrestrial region and towards establishing national marine conservation areas in two unrepresented marine regions. The establishment and expansion of national parks and marine conservation areas create additional opportunities for Canadians to connect with their heritage places.

Priority	Type*	Program
Conserving Canada's Heritage Places	Ongoing	Heritage Resources Conservation
Description: Parks Canada will focus its cultural resource conservation efforts and investments on the most urgently needed work on key built cultural resources at national historic sites administered by the Agency. Natural resource conservation will focus on priority ecological integrity issues where investment is most likely to deliver tangible results for Canadians. To this end, Parks Canada will continue to undertake active management projects to improve key ecological integrity indicators in 20 national parks by March 2015.

Priority	Type*	Program
Increasing Canadians' Connection with Parks Canada Places	Ongoing	Public Appreciation and Understanding
Description: Parks Canada will undertake activities to connect and interact with new Canadians, youth and young adults in Canada's largest cities by working with partners and supporters, and by employing channels such as mass and social media. A number of actions will focus on raising awareness and increasing connection with audiences in Toronto, Montreal and Vancouver.

Priority	Type*	Program
Increasing Visitation	Ongoing	Visitor Experience
Description: The focus of Parks Canada’s plans for visitor experience is to connect Canadians to their natural and cultural heritage. This entails pursuing significant increases in visitation and related revenues to support the Parks Canada mandate, and to strengthen its places, through partnerships, as key economic contributors in communities across Canada. Planned initiatives will result in 22.4 million person-visits annually to national parks, national historic sites and national marine conservation areas by March 2015 up from 20.7 million person-visits in 2008-09. This will be done by diversifying and renewing visitor experience opportunities and increasing the desirability of these locations as travel destinations.

Priority	Type*	Program
Asset Management	Ongoing	Heritage Resources Conservation Visitor Experience Townsite and Throughway Infrastructure
Description: Parks Canada will continue to develop its asset management policy framework in the delivery of a strategic and nationally consistent asset management and investment prioritization program. This will include the development of asset strategies that will contribute to targeted infrastructure investments, and in the longer term, a sustainable asset portfolio.

Priority	Type*	Program
One Team, One Vision, One Voice	Ongoing	Internal Services
Description: Parks Canada will continue its efforts to leverage the talent and engagement of its team of employees in the collective achievement of the Agency Vision.

* Type is defined as follows: Previously committed to—committed to in the first or second fiscal year prior to the subject year of the plan; Ongoing—committed to at least three fiscal years prior to the subject year of the plan; and New—newly committed to in the year of the plan.

Risk Analysis

Parks Canada identified its corporate risks to inform the development of this plan and support decision-making throughout the year. The key corporate risks have the highest probability and potential impact to hinder the Agency’s ability to achieve its Strategic Outcome and program results. The following is a summary of the Agency’s five key corporate risks and their mitigation measures:

Key Corporate Risk: Competitive Position

Overall visitation at Parks Canada’s heritage places has declined by almost 20 percent over the past 15 years. This translates into reduced revenues, less economic contribution and lost opportunities to connect Canadians to their natural and cultural heritage. Over time, reduced visitation and revenues can erode the quality of Parks Canada programs and could risk the sustainable delivery of the mandate. Nonetheless, Parks Canada protected heritage places are significant economic drivers, with a contribution of over $3.3 billion annually to the Canadian economy, and to over 400 communities across Canada.

The broader Canadian tourism industry is experiencing declines as well. Canada has dropped from the 7^th highest arrival destination from international markets to 18^th place, from 2002 to present. As well, Canadian travellers have an unprecedented array of available travel choices, including the attraction of low cost, low-effort all-inclusive southern vacations. Consequently, they are often opting for international destinations. Together, these factors are undermining the Agency’s competitive position in the travel market.

To mitigate its competitive position risk, Parks Canada is making concerted efforts to improve its position in the tourism market by actively pursuing strategies with the tourism industry and other partners to significantly increase visitation and revenues to support its ongoing mandate and Canada’s Federal Tourism Strategy. Targeted investments will be made and partnering arrangements will be sought for visitor facilities and services that support revenue generation and provide a broader range of accommodation and leisure options to appeal to travellers. Focussed efforts to connect with, and attract urban and new Canadians, as well as youth and young adults are ongoing. The Agency will also establish a national strategy for the places it manages to consistently prioritize resources in support of improving its competitive positioning.

Key Corporate Risk: Environmental Forces

Parks Canada is challenged to maintain or improve ecological integrity in national parks and meet its legal requirements for species at risk when faced with environmental forces such as invasive alien species (e.g. green crabs in Fundy National Park or Norway rats in Gwaii Haanas National Park Reserve and Haida Heritage Site), hyper-abundant species (e.g. white-tailed deer in Point Pelee National Park), and habitat loss. Eight national parks have one ecological integrity indicator rated as poor, and for those ecosystems assessed to be in poor condition, six are showing a declining trend. Invasive alien species are a threat to ecological integrity in 17 national parks while hyper-abundant species are a key ecological issue in 10 national parks. Since 2004, the number of species at risk that occur in Parks Canada heritage places, as assessed by the Committee on the Status of Endangered Wildlife in Canada (COSEWIC), has increased from 141 to 222.

To mitigate its Environmental Forces risk, Parks Canada will continue to actively manage these issues in ecosystems through Action on the Groundⁱⁱ projects that focus on improving priority ecological integrity (EI) indicators. The Agency’s work to recover priority species at risk will be accomplished through the implementation of site-based action plans using multi-species and threat-based approaches to define priorities for recovery actions.

Key Corporate Risk: Natural Disasters

Natural disasters continue to increase in both frequency and severity in Canada, with Parks Canada dealing with the impacts of an unprecedented number of severe weather events in recent years including floods, avalanches, mudslides, ocean surges and major storms. For example, in 2010 and 2011, severe weather events buried portions of 26 national parks and national historic sites under piles of debris, and numerous visitor and operational facilities were damaged or destroyed. The cost to clean-up and rebuild these facilities was over $18 million. In 2012, $5 million was required to repair damage sustained at six national parks in Western Canada including parts of the Trans Canada Highway. These events impose unforeseen expenses and result in funds being diverted from other program areas. They can also significantly impact the Agency’s revenue generating capacity: blocked roads and facility closures can lead to decreased visitation.

Parks Canada’s emphasis in mitigating this risk is on managing the impact of disasters on sustainability of operations and longer-term requirements, including a review of the adequacy of contingency reserves to pay for unexpected expenses. Parks Canada is identifying geographical areas at risk (where it will develop area-specific mitigation strategies), allocating resources for inspections of high-risk assets, and continuing to allocate its funding to the highest-priority risk areas. Where possible, the Agency will rebuild or repair damaged assets using methods that are more resistant to severe weather conditions/natural disasters. Finally, Parks Canada will continue to work with partners to ensure effective response to emergency events.

Key Corporate Risk: Asset Management

Parks Canada is one of the largest federal custodians, managing a diverse portfolio of contemporary and cultural assets, with an estimated current replacement value of $15 billion.

The rate of deterioration of these assets is increasing. Approximately one third of cultural resource assets (including historic buildings and fortifications) are in poor condition. These treasured parts of Canadian history are at significant risk. One third of Parks Canada visitor facilities that support meaningful visitor experiences and revenue generation, are currently in poor condition. Finally, more than half of the Agency’s asset portfolio is made up of dams, highways and bridges, of which over 50 percent are currently classified as being in poor condition.

The number and magnitude of critical interventions undertaken to address highway and dam high-risk situations are increasing. Actual asset failures are becoming more frequent, as illustrated by the recent collapse of sections of the Cabot Trail. These trends will continue with associated risks and pose a threat to the Agency's ability to deliver on its mandate and Strategic Outcome.

To mitigate these risks, the Agency will continue to focus its efforts on high-risk categories of assets such as dams, bridges and highways, investing in ways that ensures public safety remains a top priority. Temporary closures for emergency repairs and reduced levels of service to address health and safety concerns (such as load reductions on highways) are being implemented. Parks Canada will take all necessary measures to ensure public safety. The Agency is developing asset strategies to guide decision-making that will contribute to the achievement of a sustainable asset portfolio, to improved cultural resources and to increased visitation at national parks, national historic sites and national marine conservation areas.

Key Corporate Risk: Workforce Management

Consistent with the Government of Canada’s efforts to streamline government activities and ensure value to Canadians, Parks Canada is implementing significant Agency restructuring. Parks Canada’s workforce is comprised increasingly of single, unique positions that demand specific expertise. Approximately 700 employees will be eligible to retire within the next five years, a key corporate risk may be the Agency’s ability to attract a workforce with the required competencies.

Parks Canada has historically benefitted from a highly engaged workforce committed to the collective achievement of its mandate. The Agency will implement national human resources strategies to develop employee potential, increase the number of seasonal positions by 339, build strong internal networks and focus on attracting, retaining and engaging its workforce now and in the future.

Planning Summary

Financial Resources (Planned Spending — $ thousands)

Total Budgetary Expenditures (Main Estimates) 2013-14	Planned Spending 2013–14	Planned Spending 2014–15	Planned Spending 2015–16
597,035	693,728	597,251	599,622

Human Resources (Full-Time Equivalents - FTEs)

2013-14	2014-15	2015-16
4,278	4,181	4,193

Planning Summary Table ($ thousands)

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.

Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending*			Alignment to Government of Canada Outcomesiii
				2013-14	2014-15	2015-16
Heritage Places Establishment	21,686	14,168	15,723	47,392	17,475	20,245	A vibrant Canadian culture and heritage
Heritage Resources Conservation	215,947	158,761	165,971	172,078	155,839	154,199	A clean and healthy environment
Public Appreciation and Understanding	50,823	52,880	50,711	39,963	39,030	38,011	A vibrant Canadian culture and heritage
Visitor Experience	347,803	262,897	249,259	235,484	236,799	240,380	A vibrant Canadian culture and heritage
Townsite and Throughway Infrastructure	162,422	104,365	130,962	132,512	88,212	88,224	A safe and secure Canada
Sub-Total**	798,680	593,071	612,625	627,429	537,355	541,059	–

* Planned spending does not include certain technical adjustments made in 2012-13, such as maternity and severance benefits ($19M). These are in-year adjustments.
** Sub-Totals may not agree due to rounding.

Planning Summary for Internal Services ($ thousands)

Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending*
				2013-14	2014-15	2015-16
Internal Services	87,036	84,941	78,934	66,299	59,896	58,563
Sub-Total	87,036	84,941	78,934	66,299	59,896	58,563

* Planned spending does not include certain technical adjustments made in 2012-13, such as maternity and severance benefits ($19M). These are in-year adjustments.

Planning Summary Total ($ thousands)

Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending*
				2013-14	2014-15	2015-16
Total**	885,716	678,012	691,559	693,728	597,251	599,622

* Planned spending does not include certain technical adjustments made in 2012-13, such as maternity and severance benefits ($19M). These are in-year adjustments.
** Totals may not agree due to rounding.

Expenditure Profile

For the 2013-14 fiscal year, Parks Canada plans to spend $693.7 million to meet the expected results of its programs and contribute to its Strategic Outcome.

Figure 5 illustrates Parks Canada’s spending trend from 2009-10 to 2015-16. For the 2009-10 to 2011-12 periods, actual spending represents the actual expenditures as reported in the Public Accounts. For the 2012-13 fiscal year, the forecast spending represents the planned budgetary and statutory expenditures as presented in the Estimates documents (Main Estimates and Supplementary Estimates) adjusted to reflect a projected deferral of projects. For the 2013-14 to 2015-16 periods, the planned spending reflects approved funding by Treasury Board to support the Agency’s Strategic Outcome as well as an increase in revenues due to a planned fee increase.

The spike in spending for 2009-10 and 2010-11 relates to Canada’s Economic Action Plan. Further details can be found in the Parks Canada’s Performance Report of 2011-12.

New funding for the development and operation of Rouge National Urban Park as well as a projected increase in revenue to be reinvested in Parks Canada visitor services and facilities will compensate for reductions realized primarily due to the completion of the twinning of the Trans-Canada Highway in Banff National Park.

Figure 5: Parks Canada Agency Spending Trend

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Estimates by Vote

For information on the Agency’s organizational appropriations, please see the 2013-14 Main Estimates publication^iv.

Contribution to the Federal Sustainable Development Strategy (FSDS)

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. The government will be consulting the public in 2013-14 regarding the second three-year cycle of the FSDS (2013-16). The 2013-16 FSDS will be finalized in 2013-14. It will be presented as part of year-end performance reporting for 2013-14.

Parks Canada ensures that consideration of FSDS outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan or program initiative includes an analysis of its impact on attaining the FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the department’s commitment to achieving the FSDS goals and targets.

Parks Canada contributes to Theme III – Protecting Nature and to Theme IV – Shrinking the Environmental Footprint – Beginning with Government as denoted by the following visual identifiers:

These contributions are components of the following Programs:

• Heritage Places Establishment
• Heritage Resources Conservation
• Public Appreciation and Understanding
• Visitor Experience
• Internal Services

For additional details on Parks Canada’s activities to support sustainable development, please see Section II of this plan and/or visit the Library section of the Parks Canada website^v. For complete details on the Government of Canada’s Federal Sustainable Development Strategy, please visit Environment Canada’s Federal Sustainable Development Strategy website^vi.

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