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TABLE OF CONTENTS
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CORPORATE PLAN 2002-2007
1. Establishment of National Heritage Places, 2. Heritage Resource Protection, 3. HeritageResourceProtection, 4. Visitor Services, 5. Townsites, 6. Through Highways, 7. Management of Parks Canada, 8. People Management
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Business Line |
Business Line #1: Stewardship of National Heritage Places |
Key Result |
The establishment, protection and presentation of places that are of natural and cultural heritage significance. |
SERVICE LINE: |
1: Establishment of National Heritage Places |
| Strategic Objectives |
To work toward completing the systems of national parks and national marine conservation areas in representing all of Canada's terrestrial and marine regions and to enhance the system of national historic sites which commemorates Canada's
history. |
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| Planned Results |
Created national parks and national marine conservation
areas in unrepresented
regions and completed
unfinished parks. |
Designated and commemorated national historic sites, persons and events of national historic significance, particularly in under-represented priority areas. |
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| Key Activities |
• Complete agreements for one national park, two national park reserves and one national marine conservation area.
• Launch or continue feasibility studies and/or negotiations for 5 national parks and one national marine conservation area.
• Make progress towards the completion of land assembly in unfinished parks. |
• Consult and provide research support to identify and designate 135 new national historic sites, persons and events of which 55 will commemorate Aboriginal, women's, and ethno-cultural communities' history. |
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| Performance Expectations |
• Sign agreements to represent three new terrestrial regions based on the availability of funding.
• Sign agreement to represent one new marine region based on the availability of funding. |
• 135 new designations of which 55 will be in priority areas - March 2006. |
Business Line |
Business Line #1 (continued): Stewardship of National Heritage Places |
Key Result |
The establishment, protection and presentation of places that are of natural and cultural heritage significance. |
SERVICE LINE: |
2: Heritage Resource Protection |
| Strategic Objectives |
As the first priority, to ensure the ecological integrity of
national parks, the
commemorative integrity of
national historic sites and the
sustainability of national marine conservation areas. |
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| Planned Results |
Maintained or restored ecological integrity of national parks and the sustainability of national marine conservation areas. |
Maintained or improved commemorative integrity of national historic sites. |
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| Key Activities |
Continue implementation of the Action Plan in Response to Recommendations of the Panel on the Ecological Integrity of Canada's National Parks with a focus on:
• Strengthening and integrating science and monitoring into decision making.
• Preparing recovery plans for species at risk.
• Working with partners to implement ecosystem-based management strategies. |
• Develop Commemorative Integrity Statements.
• Obtain ministerial approval of management plans.
• Evaluate the commemorative integrity of
15 national historic sites in
2003-2004. |
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| Performance Expectations |
• Improve the suite of ecological integrity indicators - March 2003.
• Update reporting framework and expand monitoring system March 2004. |
• Evaluate all 145 national historic sites the Agency administers by 2011, with 14 new evaluations conducted yearly. |
Business Line |
Business Line #1 (continued): Stewardship of National Heritage Places |
Key Result |
The establishment, protection and presentation of places that are of natural and cultural heritage significance. |
SERVICE LINE: |
3: Heritage Presentation |
| Strategic Objectives |
Ensure that commemorative and ecological integrity values
are understood and supported
by Parks Canada's stakeholders
and the public. |
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| Planned Results |
Increased awareness, understanding of and support for the values of national parks and national historic sites. |
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| Key Activities |
• Implement Engaging Canadians Strategy:
- inform audiences
- influence expectations and perceptions
- educate audiences
- connect Canadians to one another and to their heritage
- encourage audiences to take action. |
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| Performance Expectations |
• Utilization and understanding targets - 2002-2003.
• Heritage Presentation Satisfaction targets: 85% overall satisfied, 50% very satisfied. |
Business Line |
Business Line #2: Use and Enjoyment by Canadians |
Key Result |
Canadians use and enjoy national heritage places while supporting and participating in the conservation of Canada's heritage. |
SERVICE LINE: |
4: Visitor Services |
| Strategic Objectives |
To provide visitors at national parks, national historic sites and national marine conservation areas with services to enable
them to safely enjoy and
appreciate heritage places,
while ensuring that the
associated levels of impact on resources are minimized. |
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| Planned Results |
Managed visitor expectations and use to ensure visitor satisfaction and minimize impacts on natural and cultural resources. |
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| Key Activities |
• Implement the Engaging Canadians Strategy:
- inform target audiences
- influence expectations, perceptions and behaviours
- encourage participation
- foster sensitive, sustainable and safe use.
• Implement the Government Service Improvement Initiative.
• Deliver services electronically.
• Prevent public safety incidents. |
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| Performance Expectations |
• Visitor service satisfaction targets: 85% overall satisfied, 50% of which are very satisfied.
• Expand visitor impact indicators - March 2004.
• Establish public safety framework - September 2002. |
Business Line |
Business Line #2 (continued): Use and Enjoyment by Canadians |
Key Result |
Canadians use and enjoy national heritage places while supporting and participating in the conservation of Canada's heritage. |
SERVICE LINE: |
5: Townsites |
| Strategic Objectives |
Park communities are
effectively governed and
efficiently administered as
models of sustainability. |
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| Planned Results |
Sound management practices and leadership in environmental stewardship in park communities. |
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| Key Activities |
• Develop no net negative environmental impact frameworks.
• Implement land rent review.
• Develop new regulations.
• Evolve management of the terminated Revolving Funds for Townsites, Hot Springs and Golf Course to in-house enterprise units. |
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| Performance Expectations |
• Continue to improve environmental performance.
• 100% cost recovery for municipal services. |
Business Line |
Business Line #2 (continued:): Use and Enjoyment by Canadians |
Key Result |
Canadians use and enjoy national heritage places while supporting and participating in the conservation of Canada's heritage. |
SERVICE LINE: |
6: Through Highways |
| Strategic Objectives |
To maintain reliable, safe through-transit that minimizes ecological impact. |
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| Planned Results |
Highways remain open to through traffic and interventions are designed to minimize ecological impact. |
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| Key Activities |
• Apply funding to priority health and safety concerns.
• Maintain highways and develop a
long-term financial strategy. |
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| Performance Expectations |
• Highways open to through traffic.
• Ecological reporting framework - March 2003. |
Business Line |
Business Line #3: Corporate Services |
Key Result |
Parks Canada's strong leadership, both directly and indirectly, in effectively and efficiently managing its resources to protect and present heritage places. |
SERVICE LINE: |
7: Management of Parks Canada |
| Strategic Objectives |
To maintain or improve management integrity, particularly focussing on effective decision making
and results-based management. |
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| Planned Results |
Improved management frameworks
to ensure effective decision making and accountability. |
Enhanced participation of Aboriginal peoples in Canada's heritage places. |
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| Key Activities |
• Implement performance information action plan.
•Implement a national information management system.
• Apply funding to address health and safety issues.
• Implement an asset management framework. |
• Enhance community relations.
• Increase interpretive programming.
• Improve economic partnerships.
• Enhance Aboriginal employment.
• Undertake initiatives related to Aboriginal peoples. |
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| Performance Expectations |
• Complete Modern Comptrollership capacity check and action plan - June 2002.
• Performance indicators and information systems for reporting on all planned results - March 2005. |
Targets to be determined. |
Business Line |
Business Line #3 (continued:): Corporate Services |
Key Result |
Parks Canada's strong leadership, both directly and indirectly, in effectively and efficiently managing its resources to protect and present heritage places. |
SERVICE LINE: |
8: People Management |
| Strategic Objectives |
To manage Human
Resources so that a
qualified Parks Canada
workforce, representative
of the Canadian population, works in a positive and enabling environment. |
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| Planned Results |
Improved work environment, workplace renewal, and representativeness. |
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| Key Activities |
• Implement workforce renewal.
• Implement the people management components of the Agency's accountability framework.
• Advance employment equity and diversity commitments.
• Sign first collective bargaining agreement. |
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| Performance Expectations |
• Key indicators - March 2004.
• Workforce representative of both official language groups.
• Workforce representative of employment equity groups. |
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