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Corporate Planning Model, Stewardship of National Heritage Places, 1. Establishment of National Heritage Places, 2. Heritage Resources Protection, 3. Heritage Presentation, Use and Enjoyment by Canadians, 4. Visitor Services, 5. Townsites, 6. Through Highways, Corporate Services, 7. Management of Parks Canada, 8. People Management Corporate Planning Model
The Parks Canada Agency's Corporate Plan is organized according to business and service lines. The business lines and service lines for Parks Canada are based on the Planning, Reporting and Accountability Structure (PRAS). The PRAS is the framework for all planning and reporting to Treasury Board and to Parliament. At the highest level, three business lines encompass results-oriented groupings of activities broadly describing the nature of Parks Canada's business. Flowing from the business lines are eight service lines that provide structure for field unit, service centre and national office business planning and reporting. Within each service line, Parks Canada has established strategic objectives, planned results, performance expectations and strategies to achieve planned results. See Appendix 1 for details.
Stewardship of National Heritage PlacesParks Canada's objectives relating to stewardship of national heritage places include: protecting and presenting national heritage places and fostering understanding of and respect for these national symbols; having Canadians recognize and value national heritage places as central to their sense of identity and nationhood; and providing leadership, both directly and indirectly, in protecting and presenting heritage places. This business line is delivered through three service lines: establishment of national heritage places, heritage resources protection and heritage presentation.
1. Establishment of National Heritage Places
DescriptionThis service line covers system planning for national parks, national historic sites and national marine conservation areas, negotiating with stakeholders for inclusion in the national systems, obtaining ministerial approval and establishing new heritage places.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned Results
Creation of New National Parks and National Marine Conservation AreasThe National Parks System Plan establishes a vision and long-term goal to represent each of the 39 distinct regions with at least one national park to complete the national parks system. Each region has distinctive characteristics such as vegetation, physiography and environmental conditions. The Canada National Parks Act, which received Royal Assent on October 20, 2000, formally established seven new national parks and one park reserve and streamlined the process for establishing new national parks. To date, 25 of 39 natural regions are represented by 39 national parks. Land is reserved in four other natural regions for future national parks. Land assembly is still required to complete national parks where boundaries have been set in federal-provincial park establishment agreements. Land will be purchased when it becomes available from willing sellers and based on the availability of funding for: Bruce Peninsula National Park and Grasslands National Park. Land assembly is still required to complete the boundary for Tuktut Nogait National Park, which straddles three land claim areas. The park is established within the Innuvialuit Settlement Region and negotiations are currently underway to add lands within the Sahtu territory. Parks Canada is also on record as wanting to add lands for representation and ecological integrity purposes for Nahanni National Park Reserve and work is proceeding through the Deh Cho process. The negotiations to represent two new terrestrial regions are complete: Region 2 (i.e., Strait of Georgia Lowlands) with the proposed Gulf Islands National Park in British Columbia and Region 16 (i.e., Central Tundra) with Ukkusiksalik National Park at Wager Bay, Nunavut. Agreements will be signed when new funding is available. The National Marine Conservation Areas System Plan also identifies 29 marine natural regions. The Agency is negotiating to represent one new marine region (Lake Superior). Parks Canada will continue to negotiate a federal-provincial agreement with the province of Newfoundland and Labrador and a Park Impact and Benefit Agreement with the Labrador Inuit Association for the proposed Torngat Mountains National Park Reserve, pursuant to the Agreement-in-Principle signed by all three parties in 2001. In working to complete the systems of national parks/national marine conservation areas, the Agency works closely with other levels of government, Aboriginal peoples, the private and voluntary sectors, local communities and individual citizens. Parks Canada also has a two-year agreement with the Nature Conservancy of Canada aimed at helping to secure lands for proposed new national parks and to acquire lands or conservation easements adjacent to existing national parks. Parks Canada will seek to expand this partnership and will continue to work with its many partners to achieve its mandate.
Designation and Commemoration of New National Historic SitesNational Historic Sites connect Canadians and reflect the rich history and heritage that defines Canada. Parks Canada is responsible for the national program of historical commemoration, which includes sites, persons and events of national historic significance. The National Historic Sites of Canada System Plan (2) was approved in October 2000. The plan's implementation strategy will address the Ministerial direction to ensure the system "reflects the diversity of our nation" and "to do more to mark the achievements of Canada's Aboriginal peoples, women and ethno-cultural communities." Building on the broad thematic framework, the Agency will continue, through consultation and support, identifying and designating 135 new sites, persons and events by April 2006, of which 55 will commemorate Aboriginal, women's and ethno-cultural communities' history. Parks Canada will work in partnership with existing organisations (governmental and non-governmental) to seek opportunities to further dialogue with ethnocultural communities. (2) For all plans and reports see www.parkscanada.gc.ca/library/index_e.htm#reports. Parks Canada's National Historic Sites of Canada Cost-Sharing Program is a vital tool by which the federal government engages Canadians in helping to ensure the commemorative integrity of national historic sites of Canada. Funds are provided for planning, acquisition, conservation and presentation of places of national historic significance. In 2000-2001, Parks Canada spent $2.2 million on the 15 currently active cost-sharing agreements. The Agency will spend an additional $8 million over the balance of the five-year planning period to complete these agreements.
2. Heritage Resources Protection
DescriptionThis service line relates to maintaining or restoring ecological integrity in the national parks, sustainability of marine conservation areas and the protection and commemoration component of commemorative integrity in heritage places managed or influenced by the Parks Canada Agency.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned Results
Maintain or Restore Ecological Integrity of National ParksProtection of ecological integrity is the overriding consideration for Parks Canada in national parks and it is an integral component of the Agency's Sustainable Development Strategy. Parks Canada will continue to work towards ensuring that national parks remain representative of their natural region. This will include the composition and abundance of native species and biological communities in each park, recognizing that they have a finite capacity to withstand development and human use. The Minister of Canadian Heritage released an Action Plan in March, 2000 in response to the recommendations of the Panel on the Ecological Integrity of Canada's National Parks. The Action Plan focussed on four major thrusts:
The report entitled First Priority: Progress Report on Implementation of the Recommendations of the Panel on the Ecological Integrity of Canada's National Parks (3) released in April, 2001, describes the many significant steps taken in response to the Action Plan. There is much work to be done by Parks Canada to meet the challenge of maintaining or improving ecological integrity in national parks. The independent Panel report noted that substantive progress could be made if Parks Canada is provided with additional funding. Ecological integrity, however, continues to be the first priority and all planning and management decisions are made with this priority foremost in mind. (3) For all plans and reports see www.parkscanada.gc.ca/library/index_e.htm#reports. The following priority actions will be advanced within the current approved budget:
The Agency has received new funding for the protection of species at risk and will continue to exercise leadership and cooperate with provincial governments and other federal departments for the implementation of the current species at risk initiative. Its scientific expertise will be upgraded and it will lead the development of restoration plans for seven species at risk by April 2004. Parks Canada management practices, including those in townsites, impact on the ecosystems in and around national parks and national historic sites. In order to accurately gauge and ultimately reduce stressors, the Agency is updating its National and local environmental management system action plans and associated performance indicators.
Maintain or Improve Commemorative IntegrityThe completion of Commemorative Integrity (CI) Statements for national historic sites provides an indicator of progress in establishing action plans to address issues. To date, 60% of the 145 national historic sites administered by Parks Canada have completed statements. By the end of 2001-2002, 75% will have been completed, 90% by March 2003 and 100% by March 2004. By December 2003, all 145 national historic sites administered by Parks Canada will have management plans for approval by the Minister. The planning process will examine the current state of commemorative integrity and outline the steps necessary for remedial action. Parks Canada aims to evaluate the commemorative integrity of all 145 national historic sites it administers by 2011, with 14 or 15 new evaluations being done every year beginning in 2001-2002. Cultural resources which are under threat (those with a "fair" or "poor" rating) will be given priority.
3. Heritage Presentation
DescriptionHeritage presentation activities increase the public's awareness and understanding of Canada's cultural and natural heritage and build appreciation and support for Canada's national parks, national historic sites and national marine conservation areas.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned Results
Improve Awareness, Understanding and SupportThe more Canadians know about national parks, national historic sites and national marine conservation areas, the more effectively they can support Parks Canada's mandate. Increased awareness leads to knowledge and understanding, which in turn leads to support for the preservation and presentation of the natural and cultural heritage of Canada. In the fall of 2001, Parks Canada began implementing its Engaging Canadians Strategy. The Strategy will improve co-ordination and management of external communication activities and increase the impact of these activities. It identifies key target audiences, messages to be delivered and innovative ways to reach new audiences. Reaching out to and consulting with Canadians is a priority. The strategy identifies opportunities for building a strong foundation for coordinating external communications. Engaging Canadians is comprised of three communication components: Agency Communication, Education Communication and Program/Service Communication. Agency Communication includes all external communication concerning the Agency as an organization and its mandate; such as Ministerial communications, corporate plans and reports, issue management messages, public relations, special events, ceremonies and stakeholder engagement opportunities. It also includes, consultations and communications with business partners and other levels of government. Over the next two years there will be an emphasis on research and polling to determine the current level of awareness and understanding of national parks, national historic sites and national marine conservation areas among various ethnocultural communities. A focus will be on determining their interests in Canada's heritage, preferred approach to learning and desire for involvement. Parks Canada will work with ethnocultural associations and the media to identify ways to inform, influence and involve these audiences. The Education Communications component will use Heritage Presentation initiatives to educate on the importance of heritage resources to Canadians. On-site and outreach programs will provide opportunities for enjoyment, active learning, understanding of the national importance of the site and respect for heritage values. Parks Canada's Heritage Presentation Program needs to be rebuilt and modernized. As funding permits, the action plan for the Renewal of Heritage Presentation Programming in Parks Canada (1999) will be implemented. The programming goals are:
Parks Canada has initiated the development of a Discovery Centre in Greenwich, Prince Edward Island which was opened in 2001 and a Great Lakes Discovery Centre on Marine Conservation in Hamilton, Ontario, to be opened in 2003. The Centres will connect Canadians from coast to coast with their heritage. They will use new technology, interactivity and real-time links to provide all Canadians with the opportunity to learn about and experience Canada's system of national parks, national historic sites and national marine conservation areas. The Agency will continue to develop strategic alliances with a wide variety of partners; such as, the tourism industry, volunteers, local and co-operating associations. Alliances will increase the delivery of Parks Canada messages and raise awareness, understanding and support of the value of national parks, national historic sites, national marine conservation areas and other Parks Canada programs. Through the building of mutually beneficial relationships, creating opportunities for dialogue with clients and stakeholders and delivering quality external communications, Parks Canada's mandate will be understood and supported by an increasing number of Canadians. Program/Service Communications will focus on external communication activities that generate awareness of quality heritage experiences available both on and off sites. Communication messages will encourage appropriate, safe and sensitive use of the national parks, national marine conservation areas and national historic sites. This component of the Engaging Canadians Strategy is addressed in following Service Line 4.
Use and Enjoyment by CanadiansParks Canada's objective for this business line is to assist Canadians in contributing to, experiencing, enjoying and benefiting from the systems of national heritage places. This business line is delivered through three service lines: visitor services, townsites and through highways.
4. Visitor Services
DescriptionThis service line includes activities necessary to provide: access; recreational opportunities; public safety; visitor reception, orientation and information; and related law enforcement services.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned Results
Visitor Expectations, Use, Satisfaction and FeesCanada's system of national parks, national historic sites and national marine conservation areas belong to all Canadians. They represent a key resource for the country's leisure travel industry, attracting both domestic and foreign visitors and are important outdoor recreation and education resource for local and regional residents. Travellers are encouraged to visit and appreciate these special places and leave them unimpaired for future generations. The Agency will work collaboratively with tour operators to motivate visitors to participate in heritage presentation programming and learning travel and to attract visitors to the right place, at the right time, in the right numbers and with the right expectations.
Managing Visitor ExpectationsThe Program / Service Communications component of the Engaging Canadians Strategy will provide enhanced coordination and direction for marketing and communications activities. Activities will be aimed at influencing visitor expectations, behaviours and satisfaction. Potential visitors will plan their travel with an awareness of the variety of choices and requirements for conservation. Their expectations and behaviours will be influenced to foster sensitive, sustainable and safe use. They will be encouraged to participate in heritage experiences. Communications activities will increase Canadians' awareness and use of outreach resources and promote visitation at national historic sites where heritage resources can support increased visitation. Parks Canada will work with the Canadian Tourism Commission (CTC) and other marketing bodies to position national parks and national historic sites as Canadian heritage appreciation opportunities. Strategies will be developed to promote awareness and encourage levels and types of visitation consistent with service and resource carrying capacities. Parks Canada signed an accord in January 2001 with the Tourism Industry Association of Canada (TIAC) outlining principles to guide collaborative actions between the two organizations in an effort to protect Canada's heritage places and foster sustainable tourism. A committee consisting of leading industry representatives and senior Parks Canada officials is working to identify opportunities for collaboration in sustainable tourism practices in or near national parks and national historic sites, as well as, actions to maintain and enhance the ecological and commemorative integrity of these national treasures. Measures of visitors' expectations with respect to appropriate activities, will be piloted in the 2001-2002 season. These measures will be incorporated into the performance framework of the Engaging Canadians Strategy.
Managing Human UseParks Canada manages human use to minimize impacts on resources and to ensure the maintenance of ecological and commemorative integrity. The Parks Canada Science Strategy will provide the framework to improve the understanding of human and environment relations. This Strategy will guide reinvestment in social, cultural and natural sciences to improve: internal science capacity, enhance collection and analysis of attendance and monitoring data, guide investment analysis and focus strategic partnerships to better understand and manage human use. A renewed science capacity will foster long-term sustainability of these special places. As management plans are developed or revised they will more thoroughly address the appropriateness of activities, services and facilities. An updated framework for assessing the appropriateness of activities will be developed by March 2003, giving primary consideration to maintenance of ecological integrity in the redevelopment of facilities, accommodation and infrastructure. Parks Canada will continue to identify and promote best practices in green infrastructure and services that minimize the ecological footprint. By March 2001, Parks Canada will develop an evaluation framework for its public safety program including identifying existing and required performance information for managing, reporting on and evaluating the program.
Visitor SatisfactionParks Canada has a long history of monitoring visitor use and satisfaction with services and facilities. In 2001, the Agency revised its visitor information survey. The survey is designed to collect visitor responses at each national park and national historic site on a five-year rotation. The information gathered also monitors visitor demographics, length of stay, knowledge of the national significance of the park or site and other site-specific interests. The Agency's target is that 85% or more of visitors surveyed at each location will be satisfied and of those 50% of visitors will be very satisfied with their overall visit. Parks Canada supports the Government Service Improvement Initiative. Progress is being made in the development and integration of Parks Canada's electronic visitor services, including the harmonization of Parks Canada's many toll-free information services, on-line reservations, electronic information services and visitor relationship management.
Visitor FeesExamination of user fees suggest that many service fees are falling behind appropriate market rates. Parks Canada has revised its revenue strategy with a view to bringing as many of the remaining service fees as possible to mature rates by March 2003, in accordance with local market conditions. Consultations with the public and stakeholders will occur in 2001. The state of Canada's tourism industry in 2002, in light of the impact of September 11, 2001 events, will be a factor in determining when the fee increases are implemented. Future increases for the years 2003-2004 to 2005-2006 will be based on the Consumer Price Index for recreation.
5. Townsites
DescriptionThis service line includes all activities related to the Parks Canada Agency's management of communities within national parks. Parks Canada is responsible for the following six townsites: Field (Yoho National Park of Canada, British Columbia), Jasper (Jasper National Park of Canada, Alberta), Lake Louise (Banff National Park of Canada, Alberta), Wasagaming (Riding Mountain National Park of Canada, Manitoba), Waskesiu (Prince Albert National Park of Canada, Saskatchewan) and Waterton (Waterton Lakes National Park of Canada, Alberta). The Banff Townsite has been self-governed since 1990, under a federal-provincial agreement and is not directly administered by Parks Canada. In 2001, Jasper moved to a self-governance model with Parks Canada retaining authority for land use planning and development.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned Results
Park communities as Leaders in Environmental StewardshipThe Jasper and Lake Louise community plans, the last in the series of plans, will be approved by March, 2002. Community plans for each of the six national park communities provide a strategy for the management of growth and set limits on the development in the community. Plans have been written in accordance with the following principles: no net negative environmental impacts and responsible environmental stewardship and heritage conservation. These principles, which support ecological integrity and sustainable development, will continue to be put into action through the implementation of community plans. In order to measure progress, Parks Canada will work with community groups to create "no net negative environmental impact" framework and reporting tools for each townsite. Adequate environmental stewardship is built on frameworks and systems for monitoring and reporting on the environmental impacts of Park communities. Parks Canada expects to identify and report on aspects of environmental performance for some park communities by March 2002. However, the development of indicators and management systems to support good reporting for the complete array of environmental impacts for all communities is expected to take several years. Parks Canada is committed to 100% cost recovery for municipal services (water, sewage and garbage) with other municipal costs being funded by Parks Canada. Land rent revenues will continue to be applied to maintain appropriate levels of funding for infrastructure and municipal services. No municipal taxation will be implemented. To ensure consistency and a clear understanding of the steps to follow and to more effectively manage development and land use in national park communities, the Agency will develop the National Parks Development, Building and Occupancy Permit Regulations. Regulations are expected to be approved and in place by Fall 2003. Land rent setting will be determined in accordance with the regulations and terms of the individual contracts. A rent review process has been launched, taking into account the Government's commitment to a fair return to Canadians and the special and individual circumstances of lease holders in the national parks. As a result of significant increases in land values, a range of options have been developed through consultation to ensure the adjusted rents are affordable, comparable and predictable. Land rents have been fixed at the 1999 levels for the first two years of the decennial rent setting beginning in the year 2000. Lessees will be offered new rent options in Spring 2002.
6. Through Highways
DescriptionThis service line includes the operation, maintenance and repair of provincial and interprovincial highways that pass through national parks and national historic sites.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned ResultsWithin national parks, there are twenty-one provincial and inter-provincial highways with an estimated replacement value of $1.1 billion. Parks Canada is committed to keeping the highways open to through traffic barring uncontrollable environmental events (e.g., heavy snowfalls or excess rain resulting in rock slides). The Agency has never had an ongoing capital budget for these assets and has relied on funding from special highway improvement programs. Funding from these sources ended in 1997-1998. Since then, Parks Canada has had to reallocate from its capital budget for highway maintenance. Due to health and safety related priorities for other facilities that are central to its mandate, there has been an ability to reallocate only $2 million per year to highway recapitalisation. This level of funding continues to be directed toward the most critical health and safety problems. Examples include: patching of slumped and rutted pavements (Highway 114, Fundy National Park of Canada), bridge repairs (Highway 430, Gros Morne National Park of Canada) and replacement of essential highway maintenance fleet such as snowploughs (Mountain Parks Highway Service Centre). Additional capital funding was obtained for 2001-2002 and 2002-2003. These funds will be directed towards the most severe safety-related repairs including repairs to sections of the Icefield Parkway, lighting in snow sheds in the mountain parks and completing repairs on the Trans Canada Highway in Terra Nova. The Agency will spend $16 million over two years to address the most critical safety concerns with highways. Parks Canada will continue to identify long-term funding sources for highway recapitalization so that the Parks Canada's budget can be directed towards its mandated programs. A framework for reporting on environmental impacts of highways is expected by March 2003.
Corporate ServicesThis business line deals with the overall management of Parks Canada. It includes the development and implementation procedures, systems, tools and innovative practices necessary to implement modern financial comptrollership and human resources strategies. The corporate services objectives include the provision of direction and support services needed to deliver programs and services to the public and clients in an effective and efficient manner and leadership in the creation of a policy framework to support program delivery and enable the Agency to fulfil its mandate and accountabilities. The Corporate Services business line is delivered through the following service lines: Management of Parks Canada and People Management.
7. Management of Parks Canada
DescriptionThis service line includes senior management, financial management, real property management, business services, data and information technology management, the development of legislation, policy and planning to guide the Agency. It also includes the provision of effective relations and liaison with clients and stakeholders at national office.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned Results
Modern ComptrollershipThe focus in the Management of Parks Canada service line is on the development of integrated and non-financial performance information, rigorous stewardship of resources, sound risk management and open reporting of results supported by strategic leadership, motivated people, values and ethics. Currently, Parks Canada is concentrating on developing integrated performance information, an approach to business risk management and rigorous stewardship of its financial and material resources. The Agency will begin implementing the Treasury Board's Modern Comptrollership model in 2001-2002 by completing the capacity check phase and developing an action plan in 2002-2003. Initiatives identified in this Corporate Plan concerning assets, investment analysis and technology are parts of the stewardship component of the modern controllership initiative and are intended to support the production and dissemination of integrated quality performance information and analysis and business risk management. The challenges in developing a complete spectrum of high quality integrated performance information are significant. In 2000-2001, Parks Canada began work on a Performance Information Action Plan to address these challenges. The Action Plan will be finalized in 2001-2002. A key aspect of integrated performance information is the ability to link costs and expenditures to planned results. Parks Canada's target is to have credible and relevant performance information for each of its planned results with associated expenditures by March 2005. Parks Canada is in the early stages of reviewing its approach to integrated risk management. Preliminary work was undertaken in 2000-2001 towards developing a risk management approach. This work will continue in 2001-2002 with a view of determining how the analysis of business risks may be integrated into the Agency accountability frameworks.
Information Technology FrameworkInformation and technology are key Agency-wide assets supporting the effective delivery of business strategies and objectives. The technology infrastructure facilitates the management and sharing of information with management, staff, the public and business partners. There will be a continued focus on the strategic and integrated use of information and technology assets to ensure efficient and effective program management and delivery. The Agency will proceed in launching initiatives to meet the challenge in the Speech from the Throne of October 1999 to be the Government most connected to its citizens in the world. The major information management initiatives undertaken by 2003-2004 will move Parks Canada firmly in the direction of connecting citizens; whether it be through increased virtual tour capacity or on-line reservations. Priority will be given to improving Parks Canada's ability to effectively manage its resources. Initiatives will focus on the augmentation of Parks Canada's national geomatics information holdings and systems for ecological, commemorative and land resources. Parks Canada will continue to implement the required infrastructure, policies, procedures, guidelines and standards to efficiently manage the exchange of information throughout the organization, to our visitors and to Canadian citizens. The rate of implementation will be determined based on the level of funding available. In 2001-2002, Parks Canada will begin to implement its newly revised information management practices and policies and implement a governance structure to ensure that information and technology assets are managed in accordance with best management practices.
Asset ManagementReal property consists of; cultural assets (24%), heritage presentation assets (1%) and, contemporary assets (75%). The management of cultural assets such as heritage canals and fortifications is presented under Heritage Resource Protection in Service Line 2 on page 15. The management of highway assets is described in Service Line 6 on page 22. The management of contemporary assets supports all service lines and is therefore presented here under the Management of Parks Canada (Service Line 7). As one of the major custodians in the Canadian government, Parks Canada's holdings in built assets are extensive and diverse. Holdings range from modern digitally controlled buildings to dams and weirs constructed in 1832 to highways and bridges cut through the Rocky Mountains and in situ archaeological resources. The current replacement value is $7.1 Billion. Parks Canada will invest $292 million in renewing existing capital infrastructure over the next 5 years. This figure includes the $44 million balance of the $56 million of new funding committed last year as well as the $59 million of new funding committed in April 2001. This investment will target critical health and safety, cultural asset and highways issues as well as the greening of infrastructure. Projects will include engineering repairs to be made to restore safety to sections of the heritage canal infrastructure including stabilisation of dams, locks and walls. Funds will be targeted to cultural assets such as the re-roofing of the slate tile roof of the King's Bastion at the Fortress of Louisbourg National Historic Site of Canada. Safety-related highway investments include repairs to sections of the Icefield Parkway, lighting in snow sheds in the mountain parks and completing repairs on the Trans Canada Highway in Terra Nova. The Agency will undertake projects to reduce ecological impact such as upgrades and improvements to wastewater treatments facilities. In a review completed in February 2000, two-thirds of assets have deteriorated below "good" condition. Corporate options and flexibility to fully meet the challenges relating to deteriorating assets are limited. In order to redress the situation the Agency will: rethink services offered to be more ecologically sensitive; ensure ecological and commemorative integrity issues are fully considered as part of all capital redevelopment; seek new funds; align investment strategy with key priorities; downsize the asset portfolio to ensure long-term sustainability within available resource levels; manage risk; better manage demand; and explore other partnerships. The Agency will continue the development of an overall asset management framework which it will commence implementing in 2002.
Enhanced Participation of Aboriginal PeoplesMost Parks Canada locations have some level of involvement with Aboriginal peoples. The Agency recognizes that partnerships and working relationships with Aboriginal peoples are an important ongoing part of Parks Canada's operations. Managers need to seek out opportunities and take action to integrate Aboriginal peoples and Aboriginal issues into the daily business of the organization. There are five priority areas related to Aboriginal peoples. The Chief Executive Officer (CEO) of the Parks Canada Agency will establish an Aboriginal working group representing those groups most closely associated with the delivery of the Parks Canada program. The group will be asked to advise the CEO on ways to strengthen key initiatives relating to community relations, employment, economic initiative, heritage presentation and commemorations. The group will report in 2003. The following are key results anticipated in these areas: Community Relations: Strong relationships with Aboriginal peoples are the foundation for the broad range of formal and informal arrangements between Parks Canada and Aboriginal peoples. Each Parks Canada Field Unit is expected to have active communication with Aboriginal peoples who have an interest in Parks Canada issues. The Agency will continue to explore cooperative management agreements with Aboriginal peoples through land claim processes. Employment: Under the broad direction of the Parks Canada Aboriginal Employment Strategy (1999), the Agency will continue to place emphasis on increasing levels of Aboriginal employment in all areas of the organization. Training and development of Aboriginal employees will continue to be a priority, particularly related to those areas where specific employment commitments exist as specified in land claim or park establishment agreements. Parks Canada plans to maintain national Aboriginal workforce representation and continue to work toward goals specified in formal agreements, such as that for Sirmilik National Park of Canada. Economic Opportunities: The Agency will continue to pursue greater inclusion of Aboriginal peoples in economic opportunities related to tourism initiatives consistent with park or site values. Flowing from the Minister's Round Table on Aboriginal Tourism held in Brantford in May 2001, Parks Canada will participate in the national conference on Aboriginal Arts and Culture planned for 2002. Parks Canada will also take actions related to the recommendations containing the Senate Sub-committee Study on Aboriginal Economic Opportunities in relation to Northern Parks. Continued effort will be made to strengthen economic opportunities through employment, use of Aboriginal procurement and develop partnerships with Aboriginal peoples, particularly at the operational level. Presentation of Aboriginal Themes: Parks Canada has been shifting emphasis on methods of interpretive messaging as well as enhancing opportunities for the public to learn about Aboriginal culture. It is expected that over the next five years, every park and site where the messages are relevant, will have some level of presentation of Aboriginal themes. An Aboriginal Presentation Innovation Fund for Parks Canada field units has been established to assist in achieving this goal. Commemoration of Aboriginal Themes: The National Historic Sites of Canada System Plan identifies the commemoration of Aboriginal themes as one of three priority areas. To date, the number of sites, persons and events relating to Aboriginal history represents about 10 percent of the total designations in the system. Parks Canada will strengthen its efforts to encourage proposals recognizing Aboriginal history. Parks Canada will strive for 135 designations over the next five years, of which 55 will relate to Aboriginal history, ethnocultural communities' history and the history of women.
8. People Management
DescriptionThis service line encompasses a comprehensive human resource management strategy necessary for effective operation of the Agency.
Strategic Objective, Planned Results and Performance Expectations
Strategies to Achieve Planned Results
Building the foundation for a positive and enabling work environmentAs a separate employer under the Public Service Staff Relations Act, Parks Canada assumes responsibilities that were previously carried out by the Treasury Board Secretariat and the Public Service Commission. As such, it must develop and maintain its own Human Resources governance structure, policies and frameworks and develop its own support systems. It must also have the internal capacity to provide strategic advice to the corporation on Human Resource matters. The Agency is also accountable for other legislated responsibilities like Employment Equity and Official Languages and for addressing current Human Resource issues such as succession planning and professional development. In March 2001, a revised Human Resource vision as well as strategies for the short and longer term were developed. Priority setting has been realigned with internal capacities, especially for the work ahead in completing the design of the Agency's Human Resources regime. The primary focus until 2004-2005 is to finish the "build" components of this new regime: the classification system, compensation framework, collective bargaining and accountability framework for people management. Classification System: Work will be deferred on Parks Canada's classification standard in order to permit us to focus on a national classification review of jobs. This work will ensure that employees are properly compensated under the present system for the work they perform and that jobs are described in simple, concise and consistent ways. This review will be completed in the 2002-2003 fiscal year. The new classification system is targeted to be completed by March 2005. The redesign and simplification of staffing and compensation processes will follow. In the interim, classification will continue under the present system. Compensation Framework: In 2001-2002, efforts will focus on the development of an integrated compensation framework which will support Parks Canada's mandate and future business directions and its ability to attract and retain qualified employees. Part of the framework will be a classification standard for Parks Canada. The compensation framework should be completed by year 2004-2005, with full implementation in 2005-2006. Collective Bargaining: Many critical activities will take place from 2001-2002 to 2005-2006. The agency-wide labour management consultation framework will be adjusted to reflect the Public Service Staff Relations Board decision which resulted in the establishment of one bargaining agent; necessary exclusions and designations will be completed in 2001-2002; collective bargaining will be undertaken and results will be implemented in 2001-2002 or as soon as agreement is reached and in a cyclical pattern thereafter; a labour costing system will be established in 2001-2002 which will be ongoing. It is anticipated that the negotiation of pay scales and rules of conversion to the new classification system will begin in 2004-2005. Independent third party review (ITPR) and alternate dispute resolution (ADR) systems, including training, a network of expertise and of champions, as well as tools, will be introduced in support of an agency-wide integrated dispute resolution strategy over the course of the planning period until 2004-2005. Accountability Framework: The design and implementation of a corporate accountability framework for people management will continue in 2001-2002. By 2003-2004, additional corporate reporting mechanisms will be developed to supplement existing tools like the annual report, along with key performance measurement indicators and tools (such as customized and automated reports linked to the framework). This will be integrated with the overall performance management framework described in Service Line 7 on page 23. Specific high priority corporate Human Resources policies in the areas of staffing and resourcing, labour relations and compensation will be completed, integrated and implemented by March 2004. Staffing policy and systems will be adapted to the revised compensation and classification system (tenure, occupational groups, selection standards, competency profiles) in 2003-2005. Review and adaptation of other Human Resource policies is extended until April 2006 in accordance with the established schedule of priorities based on available funding.
Workforce RenewalDemographic analysis of different employment groups and categories in the Parks Canada Agency indicates that succession planning is a critical issue, as is maintaining corporate expertise and developing skills such as leadership. The development of Human Resource policies and programs is required in the areas of learning, employee development and change management. Learning plans to address shortages in critical areas such as science capacity are essential. Specific strategies for addressing recruitment and succession needs will be developed over the planning period. Senior management will assume responsibility for setting skills requirements, standards and training programs, developing targeted recruitment, retention, succession planning and training strategies for their respective functional area, aligned with business needs. Performance measurement will be included in Parks Canada's accountability agreements with senior managers. From 2001-2002 to 2005-2006, Parks Canada will enhance its capacity for tracking and updating demographics in order to maintain a sound understanding of workforce trends and characteristics. Finalizing the implementation of the Human Resource Management Information System will support decision making, planning and reporting requirements and succession planning needs. Efforts will also be oriented toward the development of automated tools that generate efficiencies, such as self-service leave.
Representativeness: Employment Equity and Official Languages DiversityEmployment Equity Parks Canada's Employment Equity Plan objective is to achieve proportionate representation of all equity groups by implementing and maintaining special measures in the areas of organizational culture change, recruitment, career development and awareness. The Plan gives particular attention to the special commitments to Aboriginal peoples related to land claims, national park establishment agreements and other settlements with the Canadian Human Rights Commission. Over the planning period, particular efforts will be oriented toward improving the representation of members of visible minority groups and persons with disabilities, including recruitment and retention. An Employment Equity infrastructure will be developed by April 2004 through the design and implementation of a National Occupation Classification Coding system and self-identification data collection. Tools will be developed to facilitate progress reporting within a corporate standardized reporting system. Employment Equity objectives and strategies to achieve commitments will be developed at the business unit level through the Human Resources planning process and will be updated annually, taking into account the workforce availability and national strategies for Aboriginal peoples and visible minorities, as noted above. Official Languages Parks Canada recognizes the important role that managers and supervisors play in the creation of work environments conducive to the use of either official language by employees. In 2001-2002, the Agency plans to continue to focus on activities relating to the implementation of its language of work objectives, including examining the second language proficiency of supervisors in bilingual regions. Return to the Table of Contents
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| Last Updated: 2002-08-23 | |
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