Parks Canada's 2018–19 Departmental Results Report

 

 

Establishing Thaidene Nene National Park Reserve

2018–19 negotiations and consultations with the Government of the Northwest Territories, Lutsël K’e Dene First Nation and Northwest Territory Métis Nation culminated in August 2019, with the formal establishment of Thaidene Nene National Park Reserve.^{Footnote 1}

An ecosystem has ecological integrity when:

• it has the living and non-living pieces expected in its natural region; and
• its processes (the engines that make an ecosystem work; e.g. fire, flooding, predation) occur with the frequency and intensity expected in its natural region.

By the end of 2018–19, ecological integrity was maintained or improved in 82% of national park ecosystems – eight percent lower than the Agency’s target of 90% and six percent lower than 2017–18 results. This is the single largest one year change in this indicator over the four years that it has been reported. This drop can be attributed to a variety of factors, some of which are known (e.g. fire, overgrazing, natural fluctuations of populations) and others currently unknown. Expanding on ongoing conservation projects, Parks Canada will continue to investigate the causes for the decline and develop and implement new conservation projects to maintain or improve ecological integrity. Most national park ecosystems are in good or fair condition: of the 119 ecosystems in 43 national parks that were assessed, 60% are in good condition; 24% are in fair condition and 16% are in poor condition. Seventy-two park ecosystems are stable (61%), 26 have improving trends, and 21 have declining trends.

Ecological integrity status and trends of ecosystems in 43 national parks, Canada, 2018

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A Nature Legacy for Canada

In Budget 2018, $1.3 billion in funding was announced for nature conservation, known as A Nature Legacy for Canada. Through this significant investment, Parks Canada received $221 million over 5 years to support the implementation of Canada’s Nature Legacy, which will change the way conservation is implemented in Canada by improving the integration of national parks with the broader landscape and the use of science and knowledge to inform conservation decision-making. This funding will also contribute to the conservation of species at risk by using multi-species and ecosystem-based strategies. Progress made in this area will be reported in future Departmental Results Reports.

Conservation and Restoration Program

Parks Canada’s Conservation and Restoration Program (CoRe) fund projects that restore ecological integrity, recover species at risk, and enhance the health of marine and Great Lakes environments. In 2018–19, the Agency undertook 41 CoRe projects in 30 sites. CoRe projects have achieved 64% of their active management targets over the past five years, which exceeds the 60% baseline measure of success.

Species at risk

Parks Canada uses a site-based, multi-species approach to implement species conservation and recovery. Recovery actions were taken through CoRe projects, and an additional two million dollars of Nature Legacy funds were allocated in 2018–19 for 55 recovery activities in 26 parks. Through the Nature Legacy funding, the Agency implemented 50 species at risk recovery projects in protected heritage areas across the country, including for black-tailed prairie dog, Atlantic salmon, plains bison, monarch butterfly and little brown bat. Moreover, the Agency is well on track to implement its multi-species Species at Risk Act action plans, with 26% of proposed actions already implemented and 50% targeted by 2023.

Parks Canada recognizes the historic and ongoing responsibilities of Indigenous peoples in the stewardship of natural and cultural heritage of their traditional territories. To this end, the Agency has been working to advance cooperative management with Indigenous peoples at the heritage places it administers. As of March 31, 2019, the number of heritage places with cooperative management structures where Indigenous peoples participated in decision-making was 19. There was no increase nor decrease in this indicator over the planning period. While the 2017–18 results reported 20 heritage places managed cooperatively, this was an error.

Throughout 2018–19, Parks Canada and Indigenous partners worked to negotiate agreements, such as in Atlantic Canada, which will create new or enhance existing cooperative management structures at Parks Canada places. The results of these ongoing negotiations are anticipated for the 2019–20 reporting year and beyond.

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Parks Canada supports the designation and commemoration of cultural heritage through formal recognition programs at the national level, including designations of people, places and events of national historic significance, heritage railway stations, heritage lighthouses, Prime Minister’s Gravesites, Canadian World Heritage Sites, Federal Heritage Buildings and Canadian Heritage Rivers. The participation of Canadians in the identification of places, persons and events of national historic significance and in their commemoration is a key element of these programs.

Parks Canada exceeded its designation target in this area in 2017–18. As of March 31, 2019 there were a total of 3,816 designations, a net increase of 4 over the previous year. The total number of formal recognitions in a given year is dependent on many factors that impact the rate of growth and the overall total number of designations. These include the number of nominations and eligible subjects as well as changes to the designation status of some formal recognitions as a result of loss or reviews of reasons for designation.

In its 2018 Report on Conserving Federal Heritage Properties, the Office of the Auditor General noted the increase in designations of federal heritage properties in Canada and identified the need to work sufficiently to conserve the heritage value and extend the physical life of these places. As part of the Government of Canada’s response to the report, Parks Canada has begun work with other custodian departments to review the approach for designating federal heritage buildings and to establish a consistent standard of heritage conservation across the federal government.

In 2018–19, Parks Canada worked with Canadians, including Indigenous peoples, to develop a new Framework for History and Commemoration to replace the National Historic Sites System Plan and implement a new approach to history commemoration and presentation. The Framework is informed by public history and the concepts of historical thinking, and provides direction to tell more diverse and inclusive stories at heritage places. The Framework also includes guidance to the Historic Sites and Monuments Board of Canada on handling controversial designations and reviewing the national historic significance of persons, places and events.

In 2018–19, Parks Canada continued work to implement the Government’s response to the Truth and Reconciliation Commission of Canada’s Call to Action 79 for historical commemoration activities, and recognition and acknowledgement of the contributions that Indigenous peoples have made to Canada’s history.

To contribute to this response to Call to Action 79, Budget 2018 announced $23.9 million over five years to Parks Canada to integrate Indigenous views, history and heritage into the national parks, marine conservation areas and historic sites managed by the Agency. This provided the Stories of Canada initiative with funding to support Indigenous partners in building capacity to tell their histories in new ways at Parks Canada administered places. This includes supporting research, co-development, and presentation of stories.

In 2018–19, the Agency developed criteria and identified 25 Parks Canada administered places to receive Stories of Canada initiative funding in order to implement the new approach to history presentation and key practices, including seeking opportunities for Indigenous peoples to share and communicate their histories on their own terms.

In 2018–19, 63% of the total number of historical and archaeological objects, archaeological sites and cultural landscapes managed by Parks Canada were safeguarded. Parks Canada is making good progress towards the target of 90% safeguarded by 2022.

In 2018–19, the Agency:

• Made progress on the project to consolidate the collection of historical and archaeological objects – one of the largest in North America – to a new purpose built collection facility in Gatineau, Quebec. To date 40% of historical objects and 40% of archaeological objects are being kept in a way that meet the following three requirements: controlled environment, secure conditions and appropriately monitored;
• Completed the development of a preventive conservation strategy which provides a cost-effective, evidence-based and sustainable approach to identify and reduce potential hazards to cultural resources and protect these resources before degradation that would require expensive treatment;
• Completed the formal inventory of 80% of known archaeological sites and 91% of cultural landscapes; and
• Began final phases of testing and deployment of the Cultural Resource Information Management System, which will consolidate critical cultural resource information from multiple sources to facilitate evidence-based decision making, reporting and presentation. Roll–out of the system is anticipated in fall of 2019.

In 2018–19, eight cultural heritage assets were improved from poor to fair or good, bringing the results to date to 37% (159) of the overall target of 433 (100%).

Through the course of this reporting period, and through lessons learned in the delivery of the federal infrastructure program, Parks Canada has adapted the program of work to reflect:

• The need to redirect funding to address higher priority risks associated with assets not included in the original baseline;
• Fewer projects advancing in order to offset cost increases incurred by other more critical projects; and
• The need to identify a more accurate target, based on what the Agency considers to be achievable by the end of March 2020 with current funding.

As a result, this indicator’s baseline and target will be adjusted effective in 2019–20.

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Visiting a Parks Canada place is one of the most effective ways of connecting Canadians to their culture and heritage and ensuring support for Parks Canada’s mandate. The Agency maintained pre-2017–18 visitation levels following the successful Canada 150 celebrations, which provided free admission to Parks Canada places.

In 2018–19, Parks Canada met its visitation target to maintain or increase visitation to Parks Canada places, with a 1% increase over the 2016–17 level of 24.7 million visitors to 25.1 million visitors. Also compared to the 2016–17 levels, overall visitation to national parks increased by 3% from 15.4 million visitors to 15.9 million visitors. Visitation to national historic sites fell by 1% from 9.3 million visitors to 9.2 million visitors, compared to 2016–17 levels.

By managing visitation in more popular places to ensure sustainability and quality visitor experiences, visitation levels at the seven Mountain Parks (Banff, Jasper, Yoho, Kootenay, Waterton Lakes, Mount Revelstoke and Glacier) were maintained at 2016–17 levels – with a total of 8.9 million visitors. This was largely as result of Parks Canada’s strategy of featuring lesser-known places in its outreach and marketing campaigns. Visitation to all other national parks increased by 7% from 5 million to 5.3 million visitors.

Canadians who visit Parks Canada places also continue to connect to them. About eight in 10 (80%) of Canadian visitors felt the place they had visited was meaningful to them.

Parks Canada surpassed its performance targets related to enjoyment and satisfaction. More than 9 in 10 Canadian visitors to national parks enjoyed their visit (97%) and were satisfied with it (95%). Almost the same is true with national historic sites, where more than 9 in 10 Canadian visitors enjoyed their visit (96%) and were satisfied with it (96%).

The percentage of visitors that consider that they learned about the natural heritage of the national park was 69% and the percentage of visitors that consider that they learned about the cultural heritage of the national historic site was 93%. Overall, 92% of visitors affirmed that their visit to the national historic site contributed to their understanding of history.

Annual visitation at Parks Canada places between 2008–09 to 2018–19

Annual visitation at Parks Canada places between 2008–09 to 2018–19 – Text Version

	2008–09	2009–10	2010–11	2011–12	2012–13	2013–14	2014–15	2015–16	2016–17	2017–18	2018–19
Visitation (Million)	20.8	20.7	20.2	20.1	20.6	20.7	21.8	23.3	24.7 (baseline)	27.2	25.1
Year-over-year growth (%)		0	-2	0	2	0	5	7	6	10 (Canada 150 and free admission)	1 (over baseline)

Visitor enjoyment and satisfaction with Parks Canada places

Annual visitation at Parks Canada places between 2008–09 to 2018–19 – Text Version

	Enjoyment	Satisfaction
Target (%)	90	90
National Historic Sites	96	96
National Parks	97	95

Young adults and new Canadians continue to be important target markets for Parks Canada. With a focus on youth and families, campaigns and programs and services continue to encourage visitation by this important market. Starting in 2018, admission for youth 17 and under was made free at national parks, historic sites, and marine conservation areas. Parks Canada also continued to offer free admission for one year to new Canadian citizens through the Institute for Canadian Citizenship’s Cultural Access Pass Program. Building on previous years’ efforts to reach urban Canadians, in particular youth and families with young children, Parks Canada outreach teams were present in several communities, partner venues and festivals in urban areas across the country. Focussing on one-on-one interactions, these outreach programs connected with more than half a million Canadians in 2018, fostering a greater sense of belonging and making Parks Canada’s work more relevant to them.

In 2018–19 Parks Canada exceeded its target of percentage of Canadians that support the mandate of the Agency by 6%. As determined through Parks Canada’s quarterly awareness tracking survey, 88% of Canadians support Parks Canada’s mandate. This success is attributable to the Agency’s ongoing work to reach Canadians through strategic outreach, promotion, engagement and advertising.

In 2018, Parks Canada implemented a science and conservation promotional campaign "The Parks Insider". This innovative approach successfully encouraged public interest and enthusiasm for the Agency’s science and conservation work. This campaign took Canadians deep into the heart of Parks Canada’s conservation landscape by showcasing both people and their stories. The campaign featured biographies of and interviews with Parks Canada scientists.

Science and Conservation through Social Media Campaigns

• #ParksInsider reached 2 million people
• ParksInsider Videos had over 2 million views on Facebook/YouTube
• 55 videos on science and conservation had 1.4 million views
• #ScienceWithAView reached 2.7 million people
• #MarineMonday, #WildlifeWednesday, #FunFactFriday — weekly social media videos featuring conservation projects

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Dark-sky preserves in Canada - Text Version

Parks Canada is a world leader in night skies conservation. We manage 10 out of 17 dark-sky preserves in Canada.

Parks Canada is committed to collaboration with Indigenous peoples in the stewardship of the heritage places the Agency administers. Parks Canada is also committed to facilitating the use of these places by Indigenous peoples in ways that reflect and support traditional practices and Indigenous cultures. As of March 31, 2019, the number of places where Indigenous peoples use lands and waters according to their traditional and modern practices was 30. For example, the Champagne and Aishihik First Nations and Kluane First Nation are engaging in harvesting activities in their traditional territories within the park – hunting, trapping, fishing or gathering plants for food and medicine – thereby ensuring that these traditional practices remain a vital part of their culture. Similarly, in Kouchibouguac and Fundy National Parks the Menpae Pilot Project is helping to restore the traditional practices of nine Mi’gmaq member First Nations to harvest spruce roots and gum, and birch bark used to build canoes and other cultural objects.

This is the first year the Agency is reporting against this indicator. During the reporting period Parks Canada and Indigenous partners have made progress towards finalizing agreements that will facilitate Indigenous peoples’ use of land and waters at more protected heritage places across Canada, which is necessary preliminary work to restore these traditional connections. The results of these ongoing negotiations are anticipated for the 2019–20 reporting year and beyond.

In 2018–19, 45 contemporary assets were improved from poor to fair or good, bringing the results to date to 47% (1,519) of the overall target of 3,216 (100%).

2018–19 investments focused on the renewal of contemporary infrastructure that facilitates visitor access and use of heritage places. Improvements were made to visitor centres, campgrounds, trails, access roads, highways, waterways and townsite infrastructure. These investments ensure the quality and reliability of visitor offers while responding to the changing needs and expectations of Canadians.

Through the course of this reporting period, and through lessons learned in the delivery of the federal infrastructure program, Parks Canada has adapted the program of work to reflect:

• The need to redirect funding to address higher priority risks associated with assets not included in the original baseline;
• Fewer projects advancing in order to offset cost increases incurred by other more critical projects; and
• The need to identify a more accurate target, based on what the Agency considers to be achievable by the end of March 2020 with current funding.

As a result, this indicator’s baseline and target will be adjusted effective in 2019–20.

Results achieved

Departmental results	Departmental result indicators	Target	Date to achieve target	2018–19 Actual results	2017–18 Actual results	2016–17 Actual results
Canada’s natural heritage is protected for future generations	Contribute to the 2020 Biodiversity Goals and Targets for Canada (Target 1 ‐Terrestrial): percentage of terrestrial regions represented in the national parks system	84%	March 31, 2020	77%	77%	77%
	Contribute to the 2020 Biodiversity Goals and Targets for Canada (Target 1 ‐Marine): percentage of marine regions represented in the national marine conservation area system	31%	March 31, 2020	17%	17%	17%
	Percentage of national park ecosystems where ecological integrity is maintained or improved	90%	March 31, 2019	82%	88%	88%
	Number of heritage places managed in a way consistent with the Government’s commitment to nation to‐nation, Inuit-Crown and government-to-government relationships	23-25	March 31, 2020	19	20	n/a
Canada’s cultural heritage is protected for future generations	Number of places, people and events of importance to Canadians that are formally recognized	3,778	March 31, 2021	3,816	3,812	3,758
	Percentage of cultural resources in Parks Canada's care that are safeguarded	90%	March 31, 2022	63%	n/a	n/a
	Percentage of heritage structures in poor condition that have improved1	100%	March 31, 2020	37% 159 out of 433	35% 151 out of 4331	24% 80 out of 328
People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them	Maintain or increase the number of people that connect with nature at Parks Canada places	24.7M or greater	March 31, 2019	25.1M	27.2M	24.7M
	Percentage of visitors to Parks Canada places that are new Canadians and young adults	14%	March 31, 2020	12%	Not measured (free admission)	n/a
	Percentage of Canadians that support the protection and presentation of Parks Canada places	78% - 82%	March 31, 2019	88%2	90%	Not measured (National Survey of Canadians)
	Number of places where Indigenous peoples use lands and waters according to their traditional and modern practices	32-39	March 31, 2021	30	n/a	n/a
	Percentage of contemporary infrastructure that facilitates visitor access and/or use of Parks Canada places in poor condition that have improved1	100%	March 31, 2020	47% 1,519 out of 3,216	46% 1474 out of 32161	28% 447 out of 1594

Budgetary financial resources (dollars)

2018–19 Main Estimates	2018–19 Planned spending	2018–19 Total authorities available for use	2018–19 Actual spending (authorities used)	2018–19 Difference (Actual spending minus Planned spending)
1,317,818,048	1,317,818,048	1,818,829,322	1,331,557,979	13,739,931

Actual spending was $13.7 million or 1% higher than 2018–19 planned spending. This variance is primarily due to new funding received to implement A Nature Legacy for Canada, and an increase in personnel expenditures as a result of revised salary rates due to ratification of the collective agreement.

Human resources (Full-Time Equivalents)

2018–19 Planned full-time equivalents	2018–19 Actual full-time equivalents	2018–19 Difference (Actual full-time equivalents minus planned full-time equivalents)
4,019	4,638	619

Actual full-time equivalents (FTEs) were 619 FTEs or 15% higher than planned FTEs in 2018–19. This variance is primarily due to an adjustment to ensure a standard and consistent Agency wide approach to the treatment, recording and reporting of internal services expenditures and additional FTEs dedicated to the implementation of A Nature Legacy for Canada.

Financial, human resources and performance information for the Parks Canada Agency’s Program Inventory is available in the GC InfoBaseⁱ.

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Internal services

Results

Human resources management services

Mental health and wellness

In 2018–19, Parks Canada took steps to strengthen its support of mental health and wellness at the Agency. Occupational health and safety and wellness programs are now consolidated under one executive Champion. This integrated approach has allowed the Agency to offer resources adapted to the daily reality of our employees. For example, in 2018–19, Parks Canada became the first federal organization to offer its employees more hours of individual counseling with the Employee and Family Assistance Program – 12 hours of consultation per situation, per employee.

Pay transition team

In order to pursue ongoing commitment to support employees in addressing pay-related issues, Parks Canada launched its new Pay Pod in February 2019, which is part of a new service delivery model initiated by Public Services and Procurement Canada for pay administration. Building on the knowledge and expertise of the existing Parks Canada satellite pay centre, which was implemented in 2017, this new dedicated Pod allows for increased capacity (37 FTEs) and training to support the Agency’s pay administration. The Pod service model is supported through an established governance, reporting structure and business processes.

As of March 31, 2019, Parks Canada’s acting pay project team had eliminated the accumulated backlog of 5000 transactions and processed an additional 2,000 acting pay transactions for employees across the Agency. This pilot, launched in September 2017, addressed a significant source of frustration for the many employees awaiting these payments since the moratorium placed by Public Services and Procurement Canada on processing acting pay.

Information management and information technology services

Digital collaboration

Parks Canada completed the deployment of enterprise collaboration tools for business units across the country with specific tools and services leveraging this technology successfully implemented, such as ticketing systems. Further, the Agency placed a focus on enabling access to online services. A managed approach to accessing web-based tools allowed Parks Canada to significantly enhance digital collaboration and effectiveness.

Mobile workforce / cloud

Parks Canada deployed more mobile-enabled applications to help make operations more effective and efficient. Specifically, in 2018–19, Parks Canada developed pilot mobile applications for its Visitor Safety, Human Wildlife Conflict, and Law Enforcement Teams, which will formally launch in 2019–20. In support of the Government of Canada Strategic Plan for Information Management and Information Technology, Parks Canada continues its evolution to cloud-based services to ensure that its tools are secure and responsive.

Open data

Parks Canada continued to deliver on the Agency's Open Government Implementation Plan. The Agency has publicly posted the majority of data sets related to Agency priorities and a vast collection of information from varied business areas. In 2018–19 the Agency published its Information Centre for Ecosystems (ICE) data to the Open Data portal and augmented its total datasets published to more than 400.

Network infrastructure

Parks Canada worked with Shared Services Canada (SSC) to implement improved network connectivity across the country, and succeeded in delivering a 50% upgrade to core internet capacity. This included upgrading internet connectivity for the Agency’s public-facing website as well as implementing several new site connections. Specifically, Parks Canada engaged in the SSC GCNet project in order to upgrade and integrate several major regional telecommunication networks. Parks Canada continued to modernize phone services across the Agency, including significantly improved services related to mobile device provision. Telecom infrastructure continues to be a primary focus of Agency efforts.

Management and oversight services

Innovation through collaboration

Parks Canada has created an Innovation Kit to provide team members with an opportunity to work on tangible field-related projects to benefit their teams. This kit is supported by the creation of innovation workshop modules and an innovation community for Parks Canada team members to promote a culture of innovation and design-oriented thinking at the Agency.

Gender-Based Analysis Plus (GBA+)

Parks Canada employed the concepts of GBA+ in the development and implementation of Parks Canada programs and in the preparation of Cabinet documents. In 2018–19, the Agency reviewed the state of the implementation of GBA+ in the Agency, thereby setting the stage to undertake the development of its GBA+ Action Plan in 2019–20.

Real property management services

Interdisciplinary collaboration

In 2018–19, Parks Canada leveraged a newly-established Realty Community of Practice to share existing knowledge and best practices to advance the professional management of real property at Parks Canada. Interdisciplinary collaboration was fostered through multiple training and networking opportunities offered through this community of practice.

Standardization of directives

Parks Canada continued to modernize its real property policy framework by advancing work on a multi-year project to update real property directives, standards and guidelines to reflect recent and pending whole of government policy changes. Specifically, the Agency commenced work on a suite of real property technical standards and implemented national special event permitting processes to ensure a standardized approach to the management of real property for all Parks Canada places.

Budgetary financial resources (dollars)

2018–19 Main Estimates	2018–19 Planned spending	2018–19 Total authorities available for use	2018–19 Actual spending (authorities used)	2018–19 Difference (Actual spending minus planned spending)
154,709,044	154,709,044	162,833,514	128,766,185	(25,942,859)

Actual spending on internal services was $25.9 million or 17% lower than 2018–19 planned spending. This variance is primarily due to an adjustment to ensure a standard and consistent Agency-wide approach to the treatment, recording and reporting of internal services expenditures which resulted in some expenditures planned in this category being re-categorized as program expenditures.

Human resources (full-time equivalents)

2018–19 Planned full-time equivalents	2018–19 Actual full-time equivalents	2018–19 Difference (Actual full-time equivalents minus planned full-time equivalents)
1,099	928	(171)

Actual full-time equivalents (FTEs) for internal services were 171 FTEs or 16% lower than planned FTEs in 2018–19. This variance is primarily due to an adjustment to ensure a standard and consistent Agency wide approach to the treatment, recording and reporting of internal services expenditures which resulted in some FTEs planned in this category being re-categorized under a program.

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Analysis of trends in spending and human resources

Actual expenditures

The following graph depicts the Agency’s spending trend over a six-year period. For the period from 2016–17 to 2018–19, spending represents expenditures as reported in the Public Accounts. For the period from 2019–20 to 2021–22, the planned spending reflects approved funding by Treasury Board to support Parks Canada’s Core Responsibility.

Agency spending trend graph

Agency spending trend graph (thousands of dollars) - Text Version

	2016–17	2017–18	2018–19	2019–20	2020–21	2021–22
Statutory	198,981	151,411	234,165	203,221	199,630	199,059
Voted	992,712	1,165,622	1,226,159	1,447,323	514,991	508,293
Total	1,191,693	1,317,033	1,460,324	1,650,544	714,621	707,352

The increase in expenditures over the four years (2016–17 to 2019–20) is primarily due to investments of approximately $3.6 billion in national parks, national historic sites and national marine conservation areas for infrastructure initiatives related to heritage, tourism, highway and waterway built assets. This time-limited infrastructure funding ends in 2019–20, which explains the significant decrease in planned spending as of 2020–21.

There was a significant reduction in statutory expenditures in 2017–18 that was due to the decrease in the Agency's planned revenues. This reduction was the result of free entry to all visitors to national parks, national marine conservation areas and national historic sites in celebration of Canada 150. This reduction was offset by a corresponding increase in voted authorities in 2017–18.

While the infrastructure initiative funding is sunsetting in 2019–20, the Agency is continuing its effort to secure additional funding in 2020–21 and 2021–22 to address the forecasted decrease.

Budgetary performance summary for core responsibilities and internal services (dollars)

Core responsibilities and internal services	2018–19 Main estimates	2018–19 Planned spending	2019–20 Planned spending	2020–21 Planned spending	2018–19 Total authorities available for use	2018–19 Actual spending (authorities used)	2017–18 Actual spending (authorities used)	2016–17 Actual spending (authorities used)
Protecting and presenting Canada’s natural and cultural heritage	1,317,818,048	1,317,818,048	1,511,172,628	598,160,141	1,818,829,322	1,331,557,979	1,144,729,565	1,037,923,019
Subtotal	1,317,818,048	1,317,818,048	1,511,172,628	598,160,141	1,818,829,322	1,331,557,979	1,144,729,565	1,037,923,019
Internal services	154,709,044	154,709,044	139,371,019	116,460,557	162,833,514	128,766,185	172,303,245	153,770,032
Total	1,472,527,092	1,472,527,092	1,650,543,647	714,620,698	1,981,662,836	1,460,324,164	1,317,032,810	1,191,693,051

The planned spending of $1,472.5 million represents the Agency's 2018–19 Main Estimates and reflects approved funding by Treasury Board to support the Agency's programs. The actual spending of $1,460.3 million reflects the Agency's expenditures as reported in the 2018–19 Public Accounts. Actual spending was $12.2 million (or 1%) lower than planned spending primarily due to fluctuations in the nature and timing of infrastructure initiatives related to heritage, tourism, visitor, highway and waterway assets, partially offset by an increase in personnel expenditures as a result of revised salary rates due to the ratification of the collective agreement, and the implementation of A Nature Legacy for Canada.

The increase in authorities available for use is primarily due to unspent funds from 2017–18 available for use in 2018–19, and one-time funding received in-year to cover a portion of the retroactive salary payments as a result of revised salary rates due to ratification of the collective agreement.

The decrease in planned spending in 2020–21 is primarily due to the sunsetting of time limited funding related to the rehabilitation of the Agency’s built asset inventory. This time-limited funding sunsets in 2019–20, which explains the significant reduction in spending in 2020–21.

While the infrastructure initiative funding is sunsetting in 2019–20, the Agency is continuing its effort to secure additional funding in 2020–21 and 2021–22 to address the forecasted decrease.

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Actual human resources

Human resources summary for core responsibilities and internal services (full time equivalents)

Core responsibilities and internal services	2016–17 Actual full time equivalents	2017–18 Actual full time equivalents	2018–19 Planned full time equivalents	2018–19 Actual full time equivalents	2019–20 Planned full time equivalents	2020–21 Planned full time equivalents
Protecting and presenting Canada’s natural and cultural heritage	3,907	4,356	4,019	4,638	4,560	4,197
Subtotal	3,907	4,356	4,019	4,638	4,560	4,197
Internal services	1,107	1,226	1,099	928	904	712
Total	5,014	5,582	5,118	5,566	5,464	4,909

The Agency's planned full time equivalents (FTE) reflects approved funding by the Treasury Board to support the Agency's programs. In 2018–19, the Agency utilized 5,566 FTE, which is 448 FTE or 9% higher than what was planned. The difference in FTEs is primarily due to incremental staffing dedicated to visitor services, additional FTEs dedicated to help mitigate Phoenix related pay issues, more FTEs related to the Government of Canada’s plaques acceleration strategy, as well as additional FTEs to implementing A Nature Legacy for Canada.

The decrease in planned FTEs in 2019–20 is primarily due to the reduction in funding for the expansion of the Agency’s Youth Employment Strategy.

The further decrease in planned FTEs in 2020–21 is primarily due to the sunsetting of time limited funding related to the rehabilitation of the Agency’s built asset inventory. This funding comes to an end in 2019–20 which accounts for the reduction in planned FTEs in 2020–21.

While the infrastructure initiative funding is sunsetting in 2019–20, the Agency is continuing its effort to secure additional funding in 2020–21 and 2021–22 to address the forecasted decrease.

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Expenditures by vote

For information on the Parks Canada Agency’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2018–19ⁱⁱ.

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Government of Canada spending and activities

Information on the alignment of the Parks Canada Agency’s spending with the Government of Canada’s spending and activities is available in the GC InfoBaseⁱ.

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Financial statements and financial statements highlights

Financial statements

The Parks Canada Agency’s financial statements (unaudited) for the year ended March 31, 2019, are available on the Parks Canada Agency website.

Financial statements highlights

The following condensed financial statements are prepared on an accrual basis of accounting which aligns the consumption of resources with services provided rather than reporting on the use of authorities. Note 3a of the financial statements provides a reconciliation between the two types of accounting.

Condensed statement of operations (unaudited) for the year ended March 31, 2019 (dollars)

Financial information	2018–19 Planned results	2018–19 Actual results	2017–18 Actual results (restated)	Difference (2018–19 Actual results minus 2018–19 Planned results)	Difference (2018–19 Actual results minus 2017–18 Actual results)
Total expenses	785,440,000	994,514,000	878,413,000	209,074,000	116,101,000
Total revenues	140,000,000	188,141,000	142,144,000	48,141,000	45,997,000
Net cost of operations before government funding and transfers	645,440,000	806,373,000	736,269,000	160,933,000	70,104,000

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Expenses

Actual over planned: Expenses were $209.1 million higher than planned (planned: $785.4 million; actual $994.5 million). This was primarily due to repair, maintenance, and amortization related to infrastructure investments, ratification of the collective agreement, new funding to implement the initiative Nature Legacy for Canada and the revaluation of liabilities for existing contaminated sites.

Actual year over year: Expenses increased by $116.1 million ($994.5 million in 2018–19; $878.4 million in 2017–18). This was primarily due to ratification of the collective agreement, increased amortization and maintenance costs following infrastructure investment, and the revaluation of liabilities for existing contaminated sites.

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Revenues

Actual over planned: Revenues were $48.1 million higher than planned (planned: $140.0 million; actual $188.1 million) primarily due to higher entrance and recreational revenues.

Actual year over year: Revenues increased by $46.0 million ($188.1 million in 2018–19; $142.1 million in 2017–18) primarily due to the conclusion of the free admission for visitors of Canada’s national parks, national marine conservation areas, and national historic sites in 2017 to celebrate the 150^th anniversary of Confederation. This increase in this area was offset by a drop in revenues from donated properties.

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Condensed statement of financial position (unaudited) as of March 31, 2019 (dollars)

Financial information	2018–19	2017–18	Difference (2018–19 minus 2017–18)
Total net liabilities	315,776,000	283,274,000	32,502,000
Total net financial assets	224,531,000	210,053,000	14,478,000
Departmental net debt	91,245,000	73,221,000	18,024,000
Total non financial assets	3,822,655,000	3,288,014,000	534,641,000
Departmental net financial position	3,731,410,000	3,214,793,000	516,617,000

The net debt is calculated as the difference between total net liabilities and total net financial assets, and it represents liabilities for which the Agency will require future appropriations. Parks Canada Agency’s net debt increased by $18.0 million, largely due to increased environmental liabilities.

The net financial position is calculated as the difference between net debt and total non-financial assets, and it consists mainly of tangible capital assets. The increase of $516.6 million (3,731.4 million in 2018–19; $3,214.8 million in 2017–18) is largely due to investments in tangible capital assets.

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Supplementary information

Corporate information

Organizational profile

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Raison d’être, mandate and role: who we are and what we do

Raison d’être, mandate and role: who we are and what we do is available on Parks Canada’s website.

For more information on Parks Canada Agency’s organizational mandate letter commitments, see the Minister’s mandate letter.

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Operating context and key risks

Information on operating context and key risks is available on Parks Canada’s website.

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Reporting framework

The Parks Canada Agency Departmental Results Framework and Program Inventory of record for 2018–19 are shown below.

Graphical presentation of departmental results framework and program inventory

Graphical presentation of departmental results framework and program inventory - Text Version

The graphical illustration shows Parks Canada Agency’s Departmental Results Framework which includes: one Core Responsibility, three Departmental Results, twelve Departmental Results Indicators, and five supporting programs in its program inventory. The Agency’s Departmental Results Framework also includes the standardized Government of Canada Internal Services element at the Core Responsibility level.

Parks Canada Agency’s Core Responsibility is: Protecting and Presenting Canada’s Natural and Cultural Heritage.

The Core Responsibility Description is: Establish national parks and national marine conservation areas; designate places, persons and events of national historic significance; protect and conserve natural and cultural heritage guided by science and Indigenous knowledge; provide opportunities to visit, experience and enjoy Canada’s natural and cultural heritage; work with the public, other federal departments, provinces, territories, Indigenous Peoples, and stakeholders to carry out these responsibilities.

There are three departmental results:

1. Canada’s natural heritage is protected for future generations
2. Canada’s cultural heritage is protected for future generations
3. People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them.

The first result, Canada’s natural heritage is protected for future generations, is supported by four indicators:

• Contribute to the 2020 Biodiversity Goals and Targets for Canada (Target 1 - Terrestrial): percentage of terrestrial regions represented in the national parks system
• Contribute to the 2020 Biodiversity Goals and Targets for Canada (Target 1 - Marine): percentage of marine regions represented in the national marine conservation area system
• Percentage of national park ecosystems where ecological integrity is maintained or improved
• Number of heritage places managed in a way consistent with the Government’s commitment to nation-to-nation, Inuit-Crown and government-to-government relationships

The second result, Canada’s cultural heritage is protected for future generations, is supported by three indicators:

• Number of places, people and events of importance to Canadians that are formally recognized
• Percentage of cultural resources in Parks Canada's care that are safeguarded
• Percentage of heritage structures in poor condition that have improved

The third result, People connect to and experience Canada’s natural and cultural heritage in ways that are meaningful to them, is supported by five indicators:

• Maintain or increase the number of people that connect with nature at Parks Canada places
• Percentage of visitors to Parks Canada places that are new Canadians and young adults
• Percentage of Canadians that support the protection and presentation of Parks Canada places
• Number of places where Indigenous peoples use lands and waters according to their traditional and modern practices
• Percentage of contemporary infrastructure that facilitates visitor access and/or use of Parks Canada places in poor condition that have improved

Parks Canada Agency’s Program Inventory consists of the following five programs:

• Heritage Places Establishment Program
• Heritage Places Conservation Program
• Heritage Places Promotion and Public Support Program
• Visitor Experience Program
• Heritage Canals, Highways and Townsites Management Program

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Supporting information on the program inventory

Financial, human resources and performance information for the Parks Canada Agency’s Program Inventory is available in the GC InfoBaseⁱ. For more information please refer to the Supplementary Information: Program Achievement Details on the Parks Canada website.

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Supplementary information tables

The following supplementary information tables are available on the Parks Canada Agency’s website:

• Departmental Sustainable Development Strategy
• Details on transfer payment programs of $5 million or more
• Gender-based analysis plus
• Horizontal initiatives
• Response to parliamentary committees and external audits
• Status report on projects operating with specific Treasury Board approval
• Status report on transformational and major Crown projects
• Up front multi year funding
• Supplementary information: Program Achievement Details

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Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expendituresⁱⁱⁱ. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

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Organizational contact information

Parks Canada National Office
30 Victoria Street
Gatineau, Quebec
Canada
J8X 0B3

General Inquiries
888-773-8888

General Inquiries (International)
819-420-9486

Teletypewriter (TTY)
866-787-6221

Website: www.parkscanada.gc.ca

Email: pc.information.pc@canada.ca

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Appendix: definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

Core Responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of an appropriated department over a three year period. Departmental Plans are tabled in Parliament each spring.

Departmental Result (résultat ministériel)

A Departmental Result represents the change or changes that the department seeks to influence. A Departmental Result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

Departmental Result Indicator (indicateur de résultat ministériel)

A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.

Departmental Results Framework (cadre ministériel des résultats)

Consists of the department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on an appropriated department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

experimentation (expérimentation)

Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.

full time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])

An analytical process used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men and gender differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2018–19 Departmental Results Report, those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.

horizontal initiative (initiative horizontale)

An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.

non budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)

What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)

The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.

plan (plan)

The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

priority (priorité)

A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s) or Departmental Results.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

result (résultat)

An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

Strategic Outcome (résultat stratégique)

A long term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.

target (cible)

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.