Supplementary information tables: Departmental results report for fiscal year 2023 to 2024
The Minister of Environment and Climate Change is responsible for the Parks Canada Agency. Parks Canada protects and presents nationally significant examples of Canada’s natural and cultural heritage, and fosters public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations. Canada’s national urban park, national parks, national historic sites, heritage canals and national marine conservation areas, of which Parks Canada is the proud steward, offer Canadians opportunities to visit, experience and personally connect with Canada’s rich natural and cultural heritage in ways that are meaningful to them. In carrying out its responsibilities, Parks Canada works in collaboration with the public, other federal departments, provinces, territories, Indigenous peoples, and stakeholders. On behalf of the people of Canada, we protect and present nationally significant examples of Canada’s natural and cultural heritage, and foster public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations. For more information on the Agency’s organizational mandate letter commitments, see the Minister’s mandate letter. Parks Canada has operations across Canada. With responsibility for the management and administration of 171 national historic sites, including nine historic canals, 47 national parks (48 as of July 2024), Rouge National Urban Park, and five national marine conservation areas.
As a highly operational organization, Parks Canada’s workforce is its strength and its employees are active in communities from coast to coast to coast. At peak season—between May and October—Parks Canada employs approximately 8,000 active employees, including over 3,600 temporary employees (terms, seasonal, and casuals) and approximately 1,800 students.
In addition to the corporate functions found in many other federal departments or agencies, Parks Canada employs individuals in various fields of work, such as ecosystem scientists, archaeologists, lock operators, interpreters, asset managers, community managers, wardens, planners, historians, and maintenance workers, among others. This wide variety of functions combined with Parks Canada’s geographically dispersed work locations and its substantial seasonal employee base creates a unique human resources environment for the organization.
National historic sites, national parks, national urban parks, and national marine conservation areas represent the very best of Canada. These treasured places are where Parks works to tell the diverse stories of Canada and honour the histories, cultures, and contributions of Indigenous peoples.
The Government of Canada is also committed to achieving reconciliation with Indigenous peoples through a renewed, nation-to-nation, Inuit-Crown, and government-to-government relationship based on recognition of rights, respect, cooperation, and partnership. Parks Canada demonstrates leadership both nationally and internationally in its relations with Indigenous partners, working with hundreds of Indigenous communities across the country in the management of Parks Canada’s heritage places. There are currently more than 30 formal collaborative arrangements between Parks Canada and Indigenous partners. Of those places, 31 have cooperative management structures where Indigenous peoples influence decision-making. Parks Canada is committed to reconciliation and will continue to work with Indigenous partners to advance arrangements with Indigenous governments, organizations, and communities for decision-making roles in the management of heritage places.
The support and collaboration of Indigenous governments, organizations, and communities, as well as provincial, territorial, and municipal governments, are essential to Parks Canada’s ability to establish or expand national parks, national urban parks, and national marine conservation areas. The requirement to balance protection and ecologically sustainable use of national marine conservation areas involves a much broader stakeholder perspective to consider. Bringing together all of these elements and moving forward in a harmonious and positive way requires time and respectful discourse. Parks Canada’s heritage places are impacted by environmental forces including changes to: Climate change and other environmental forces challenge the integrity of ecosystems and the condition of Parks Canada’s cultural resources and contemporary infrastructure. Shoreline erosion at national historic sites, the arrival of invasive species at national parks, impacts on biodiversity, and the shrinking populations of species unable to adapt to variations in the ecosystems are a few examples of the effects of climate change. The increasing severity and frequency of disturbances such as wildfires, storms, floods, and avalanches also impact Parks Canada’s infrastructure, such as highways and bridges.
Parks Canada must protect its cultural and natural heritage places while encouraging visitation to ensure that these special places remain relevant in the hearts and minds of Canadians. As a world leader in conservation and in preserving the ecological integrity and cultural resources of its places for future generations, Parks Canada works to better manage visitation at locations that experience higher visitation rates, while continuing to ensure high-quality visitor experiences. To lessen impact, Parks Canada encourages visitors to seek out lesser-known parks and historic sites, enjoy little-known hidden gems, and explore shoulder season experiences in spring and fall.
Parks Canada welcomes more than 20 million visitors to national historic sites, national parks, and national marine conservation areas every year. This work not only helps Canadians to experience and enjoy the natural and cultural heritage of Canada, but it also helps to support local economies and the tourism industry.
There are seven townsite communities in national parks, all located in western Canada. These townsites represent unique opportunities to demonstrate the overriding values of ecological integrity, environmental citizenship, and sustainable development. They provide visitors with opportunities to learn and develop personal connections to natural and cultural heritage from the comfort of a community and provide a launching pad for deeper ventures into national parks. They support ecological integrity by consolidating use and development to relatively small areas. National park townsite communities manage development in accordance with community plans and legislation; respecting their cultural and historical aspects and the ecological integrity of the surrounding park. In Banff and Jasper, commercial development limits are also used to manage growth along with eligible residency and fixed boundaries. Parks Canada uses technology in a variety of ways to improve visitor services: Canada’s population is evolving. It is expected to become more culturally diverse over the next two decades as Canada continues to rely increasingly on immigration to support population growth and offset natural declines. With demographic changes and the rise of digital communications, the ways in which we tell stories and absorb information are being transformed. Parks Canada uses a wide variety of digital tools to complement the delivery of in-person services at natural heritage places and outreach programs in communities. Canadians can experience national historic sites, national marine conservation areas, and national parks through virtual tools and can also get behind the scenes with Parks Canada conservation specialists and other experts as they conduct their important work.
As the federal lead for cultural heritage places conservation, Parks Canada administers federal heritage designation and built heritage conservation programs on behalf of the Government of Canada. Federal custodian departments, Crown corporations, provinces and territories, Indigenous peoples, and the broader heritage community play a major role in preserving Canada’s heritage places. Historic places are currently managed by policy frameworks, including the Standard and Guidelines for the Conservation of Historic Places in Canada and Treasury Board policies. Work is currently underway to strengthen the protection of these nationally significant cultural heritage places. Protection of federally-owned historic places should be done in a manner that fosters their reuse and adaptation to climate change, contributing to a green and sustainable future for Canadians.
The need to better protect federal heritage properties and to strengthen heritage conservation and protection across Canada has been highlighted several times in recent years, including in the December 2021 mandate letter for the Minister responsible for Parks Canada, the November 2018 Auditor General’s report, and the Standing Committee on Environment and Sustainable Development’s December 2017 report. The recommendations include the integration of Indigenous perspectives, better policy and legislative measures, and financial incentives. Parks Canada is working towards addressing the findings from these reports.
Parks Canada manages a complex portfolio of assets valued at approximately $27.68 billion (in 2021 dollars). The portfolio includes irreplaceable heritage structures, such as historic buildings, fortifications, historic canals, lighthouses, and Indigenous fish weirs, as well as contemporary buildings, highways, bridges, dams, and other holdings. Highways maintained by Parks Canada serve as critical socio-economic corridors enabling the flow of people and commercial goods. Along with heritage canals, highways additionally serve as vital links connecting Canadian communities. Parks Canada continues to make progress on improving its infrastructure. In its Asset Report Card for fiscal year 2022 to 2023, 72% of the Agency’s built assets (by current replacement value) are in good to fair condition, compared to 69% the previous year.
Annual variations in the total built asset inventory are influenced by factors such as the establishment of new parks and sites (for example, Rouge National Urban Park resulted in the addition of 375 assets). Ensuring the long-term sustainability of Parks Canada’s asset portfolio is essential to the delivery of its mandate and to ensure that it can meet its custodial responsibilities on behalf of the Government of Canada. Among the recommendations of the Treasury Board Secretariat’s recent Horizontal Fixed Asset Review was the requirement for organizations to develop Real Property Portfolio Strategies (RPPS) that define an approach for maintaining a sustainable asset portfolio. Approved in 2021, Parks Canada’s RPPS establishes the long-term strategic direction and priorities for its real property portfolio to help direct investments and manage our capital assets sustainably and appropriately. The lack of sufficient ongoing funding to maintain its built heritage and contemporary assets puts the Agency at risk of not being able to deliver its mandate and of losing significant and irreplaceable examples of Canada’s cultural and built heritage.
The lack of sufficient ongoing funding to maintain its built heritage and contemporary assets puts Parks Canada at risk of not being able to deliver its mandate and of losing significant and irreplaceable examples of Canada’s cultural and built heritage. Furthermore, Parks Canada’s commitment to addressing government priorities for ensuring the accessibility and inclusiveness of its places for visitors, and for supporting the resiliency of its asset portfolio against the effects of climate change, places additional strain on existing resources and the Agency’s capacity to deliver and evolve Parks Canada’s programs and services. As such, efforts to make a long-term business case for ongoing funding remain a central priority for Parks Canada.
Variance is due to internal reallocation of funds from other grant and contribution agreements to advance results under the General Class Grants and Contributions Program.
Variance is due to delays in negotiating the Rights and Reconciliation Agreements with First Nations.
Not applicable.
Variance is due to internal reallocation of funds to advance results under the General Class Grants and Contributions Program.
Variance is due to internal reallocation of funds to advance results under the General Class Grants and Contributions Program.
Not applicable.
Not applicable.
Variance is due to internal reallocation of funds to advance the results of this program.
Not applicable.
Not applicable.On this page
Raison d’être
Mandate and role
Operating context
Environmental forces
Using technology to improve visitor services
Tracking the portfolio of built assets
Details on transfer payment programs
Transfer Payment Programs with total planned spending of $5 million or more
General Class Grants and Contributions Program (GCGCP)
Total grants 196,000 1,628,346 10,416,554 2,465,497 2,465,497 -7,951,057 Total contributions 44,311,650 44,607,838 49,736,806 76,954,787 64,686,561 14,949,755 Total other types of transfer payments - - - - - - Total program 44,507,650 46,236,184 60,153,360 79,420,284 67,152,058 6,998,698 Explanation of variances
Grants for the Implementation of Rights and Reconciliation Agreements in Atlantic Canada
Total grants - 566,466 8,573,644 1,590,046 1,590,046 -6,983,598 Total contributions - - - - - - Total other types of transfer payments - - - - - - Total program - 566,466 8,573,644 1,590,046 1,590,046 -6,983,598 Explanation of variances
Grant to implement the Inuit Impact and Benefit Agreement for the Wrecks of HMS Erebus and HMS Terror National Historic Site
Total grants - 6,900,000 - - - - Total contributions - - - - - - Total other types of transfer payments - - - - - - Total program - 6,900,000 - - - - Explanation of variances
Grant to implement the Ndahecho Gondié Gháádé Agreement
Total grants - 7,000,000 500,000 - - -500,000 Total contributions - - - - - - Total other types of transfer payments - - - - - - Total program - 7,000,000 500,000 - - -500,000 Explanation of variances
Renew and Expand the Trans Canada Trail
Total grants - - - - - - Total contributions 7,500,000 9,000,000 11,000,000 10,000,000 10,000,000 -1,000,000 Total other types of transfer payments - - - - - - Total program 7,500,000 9,000,000 11,000,000 10,000,000 10,000,000 -1,000,000 Explanation of variances
Transfer Payment Programs with total planned spending of less than $5 million
Grant to the International Peace Garden
Total grants 22,700 22,700 22,700 22,700 22,700 - Total contributions - - - - - - Total other types of transfer payments - - - - - - Total program 22,700 22,700 22,700 22,700 22,700 - Explanation of variances
Inuit Research Fund
Total grants 1,000,000 - 1,657,500 1,657,500 1,657,000 - Total contributions - - - - - - Total other types of transfer payments - - - - - - Total program 1,000,000 - 1,657,500 1,657,500 1,657,000 - Explanation of variances
National Cost-Sharing Program for Heritage Places
Total grants - - 300,000 - - -300,000 Total contributions 954,105 1,694,709 700,000 1,665,240 1,665,239 965,239 Total other types of transfer payments - - - - - - Total program 954,105 1,694,709 1,000,000 1,665,240 1,665,239 665,239 Explanation of variances
Tallurutiup Imanga Inuit Stewardship Program Seed Fund
Total grants 3,100,000 3,600,000 2,100,000 2,100,000 2,100,000 - Total contributions - - - - - - Total other types of transfer payments - - - - - - Total program 3,100,000 3,600,000 2,100,000 2,100,000 2,100,000 - Explanation of variances
Work placements through the Youth Employment and Skills Strategy
Total grants - - - - - - Total contributions 19,394,986 - 3,770,000 3,770,000 3,770,000 - Total other types of transfer payments - - - - - - Total program 19,394,986 - 3,770,000 3,770,000 3,770,000 - Explanation of variances
Gender-based analysis plus
Introduction
In 2018, Parliament passed the Canadian Gender Budgeting Act. The departmental plans and departmental results reports are being used to fulfill the President of the Treasury Board’s obligations to make public, every year, analysis on the impacts of expenditure programs on gender and diversity.
Each organization is responsible for conducting their own Gender-based Analysis Plus (GBA Plus).
The Policy on Results indicates that Program officials, as designated by Deputy Heads, are responsible for ensuring data collection for meeting policy requirements.
Applicability
All organizations must complete GBA Plus supplementary information tables in departmental plans and departmental results reports on an annual basis.
Section 1: institutional GBA Plus governance and capacity
Governance
In fiscal year 2023 to 2024, Parks Canada continued to carry its Gender-Based Analysis Plus (GBA Plus) commitments. Parks Canada activities are guided by the GBA Plus Action Plan, which includes a GBA Plus statement of intent, training and tools (see below training and case-studies), “pilot” initiatives (see below GBA Plus Micro Funds) and a GBA Plus dedicated focal point (one FTE).
Training
In fiscal year 2021 to 2022, Parks Canada made the course Introduction to GBA Plus mandatory for its executives and managers. In fiscal year 2022 to 2023, Parks Canada continued to encourage all team members to take the course and in fiscal year 2023 to 2024, a GBA Plus Training Blitz was organized to create momentum and encourage all team members to learn about GBA Plus.
Case studies
In fiscal year 2023 to 2024, Parks Canada promoted the three GBA Plus case studies released in fiscal year 2022 to 2023:
Case study 1
The proposed National Park Reserve GBA Plus case study demonstrates how the first four steps of a GBA Plus can be used to understand how the creation of a National Park Reserve may impact people differently. The mitigation strategies outlined in the case study could be implemented, and visitors and residents could be surveyed to evaluate how effective these measures are and what improvements may be needed.
Case study 2
In Parks Canada’s General Class Contribution Program GBA Plus case study, a GBA Plus lens was applied to identify how different groups of recipients were being affected by the program’s requirements. The General Class Contribution Program is a funding mechanism for program managers at Parks Canada to provide funding to a range of recipient organizations that help promote or fulfill goals listed in Parks Canada’s mandate. Eligible recipients include Indigenous governments and organizations, non-profit groups, universities and research-based organizations, international organizations, and for-profit organizations.
Case study 3
In Parks Canada’s National Uniform Program GBA Plus case study, GBA Plus is used to improve the Parks Canada National Uniform Program and achieve a highly functional uniform, with comfort and safety as a priority, and a look that is consistent, contemporary, and in tune with Parks Canada brand. The GBA Plus process was applied to understand who is impacted by the National Uniform Program; identify how the National Uniform Program could be updated to meet diverse needs of the people most impacted; and anticipate and mitigate any barriers to accessing or benefitting from the National Uniform Program. This analysis focused on four key priority areas of the National Uniform Program: the general offer; processes for procurement; the wearing of pins; and governance and decision-making.
Capacity
In fiscal year 2023 to 2024, Parks Canada launched a GBA Plus Micro Funds with two-fold objectives:
- support Parks Canada teams in making evidence-based decisions to ensure that the products, services, processes, and policies that they develop do not inadvertently create barriers for the intended users or recipients
- improve the ability of team members to integrate GBA Plus into their work
There were five Micro Funds funded initiatives in fiscal year 2023 to 2024:
- The Diversity, Equity and Inclusion Training Strategy consisted of using GBA Plus tools to deliver training, considering barriers such as technological literacy, geographical distant sites, seasonality, and attitudinal barriers
- The Interpretive Program GBA Plus Planning and Evaluation project was funded to develop programs and templates to organize topics, themes, key messages, and materials
- current interpretative planning tools do not reflect the intersectionality required to support building connections and learning for diverse audiences visiting and living in and near a National Park
- The Gap Analysis and subsequent Action Plan to identify strategic partners and collaborations that advance Inclusion, Diversity, Equity and Accessibility was used to conduct a rigorous GBA Plus Analysis of Parks Canada’s collaborations with companies and organisations serving equity-deserving groups
- the results will inform a targeted Action Plan that ensures Parks Canada strategically engages and collaborates with diverse external parties who remove barriers and improve services to underrepresented audiences in Canada
- Improving Promotional Photo Shoot Processes for increased Equity, Diversity, and Inclusion consisted of analysing current processes around photo shoots and providing support to identify and remove barriers to participation while increasing representation across our promotional media, with the goal of reaching key audiences and markets to diversify Parks Canada’s visitors and public support base
- The Culture Club project served to broaden staff perspectives, learn about different lived experiences, and celebrate different cultures and traditions
- this provides opportunities to expand intersectional understanding, a starting point for further initiatives to implement GBA Plus
Human resources (full-time equivalents) dedicated to GBA Plus
In fiscal year 2023 to 2024, Parks Canada had one FTE dedicated to GBA Plus.
Section 2: gender and diversity impacts, by program
Core responsibility: Protecting and presenting Canada’s natural and cultural heritage
Program: Heritage Canals, Highways and Townsites Management
- Program goals
- This program involves the management of infrastructure for Canadians and provides opportunities for socio-economic benefits to adjacent communities. This program includes: the operation, maintenance and improvement of the Trans-Canada and provincially numbered highways within national parks and a national historic site; water management activities and the management of bridge and dam infrastructure at heritage canals; and the provision of municipal services to certain national park townsites, and the management of related infrastructure. This program supports the Government of Canada’s outcome of “A safe and secure Canada.” The General Class Contribution Program is used to provide contribution funding.
- Target population
- All Canadians. Economic Segments - Infrastructure; Persons - General public; Provinces, Territories and Communities - Local and/or regional communities
Distribution | Group |
|---|---|
| By gender | Third group: broadly gender-balanced |
| By income level | Third group: no significant distributional impacts |
| By age group | Second group: no significant intergenerational impacts |
Specific demographic group outcomes
Not available
Other key program impacts
The Townsite Management within the Heritage Canals, Highways and Townsites Management Program provides community planning and management of commercial growth in all seven townsites and provision of municipal services and related infrastructure in the five townsites directly managed by Parks Canada: Field (Yoho NP), Wasagaming (Riding Mountain NP), Waskesiu (Prince Albert NP), and Waterton (Waterton Lakes NP). Banff and Jasper are incorporated, self-governed municipalities but Parks Canada maintains some control over municipal planning in these areas. These town sites are located in rural and remote areas of Canada and provide economic and social benefits to these regions.
Supplementary information sources
- 2021 Canadian Census, Statistics Canada
GBA Plus data collection plan
In fiscal year 2023 to 2024, Parks Canada continued to revise its Departmental Results Framework (DRF). The DRF renewal is expected to be finalized in fiscal year 2026 to 2027 and will address current gaps between GBA Plus data collection, planning, and reporting.
In addition, the review of our Program Inventory (PI), program descriptions, expected results statements and performance indicators the revised DRF and PI will support methodologies to include disaggregated GBA Plus data into the data collection plans for some indicators.
While Parks Canada has been conducting assessment of differential impact of its programs, the amended strategy aims to formally monitored impact on gender and diversity by program though the Program Information Profile mechanism.
Program: Heritage Places Conservation
- Program goals
- This program aims to protect and conserve the natural and cultural resources of heritage places managed by Parks Canada, including some World Heritage Sites in Canada, for the benefit and enjoyment of present and future generations. This program also provides financial and professional support and advice to heritage places not administered by Parks Canada, and supports Canada’s international conservation obligations. The General Class Contribution Program is used to provide contribution funding.
- Target population
- All Canadians. Environmental - Ecological systems and/or natural habitats; Environmental - Species at risk and/or invasive species; Non-Profit Institutions and Organizations - Heritage institutions
Distribution | Group |
|---|---|
| By gender | Third group: broadly gender-balanced |
| By income level | Third group: no significant distributional impacts |
| By age group | Second group: no significant intergenerational impacts |
Specific demographic group outcomes
Indigenous organizations
Key program impacts on gender and diversity
Beginning in fiscal year 2022 to 2023, the Cost-Sharing Program has been piloting conservation and interpretation projects with national heritage places administered by Indigenous organizations.
Managed under the financial authorities of Parks Canada's General Class Contributions and Grants Program (GCGCP) as the CSP works towards implementing new program tools and formally creating a fourth stream for Indigenous Heritage Places, a stated objective of the pilots was to better understand the needs of this segment of eligible recipients to the Cost-Sharing Program. Two intake cycles have been completed, with three initial projects in fiscal year 2022 to 2023 and four in fiscal year 2023 to 2024.
Important aspects of the pilot projects as identified by CSP staff include the use of the GCGCP's more flexible funding options, the ability to fund more than 50% of costs, and the ability to support activities identified by Indigenous partners that do not necessarily meet the Standards and Guidelines for the Conservation of Historic Places in Canada.
The General Class Grants and Contributions Program (GCGCP) agreements supports all five Agency-level Programs at Parks Canada. Within the Heritage Place Conservation Program, 216 total agreements were signed in fiscal year 2023 to 2024. The largest recipients by number of signed agreements were Indigenous recipients (138 or 64%) and Not-for-profit organizations (16%). By value of agreements ($45,714,969), Indigenous recipients received 44% of the total funding and not-for-profit organizations received 37%. The largest number of agreements were signed with recipients located in British Columbia (35%) and Ontario (18%).
Statistic | Observed results* | Data source | Comment (Maximum 25 words per statistic) |
|---|---|---|---|
| Funding success rates by Indigenous governments or organizations | 91% | Evaluation of the National Cost-Sharing Program for Heritage Places (canada.ca) | Due to the recent pilot projects encouraging more applications, Indigenous governments or organizations hold the highest success rate of 91%. |
| Percentage of grants and contribution agreements provided to Indigenous peoples | 64% (138) | GCGCP Annual Report | Grants and Contribution agreements are the mechanisms used to provide socio-economic benefits to Indigenous peoples as part of the establishment process for new protected areas. |
Supplementary information sources
- Evaluation of the National Cost-Sharing Program for Heritage Places (canada.ca)
- General Class Grants and Contributions Program Data
GBA Plus data collection plan
In fiscal year 2023 to 2024, Parks Canada continued to revise its DRF. The DRF renewal is expected to be finalized in fiscal year 2026 to 2027 and will address current gaps between GBA Plus data collection, planning, and reporting.
In addition, the review of our Program Inventory (PI), program descriptions, expected results statements and performance indicators the revised DRF and PI will support methodologies to include disaggregated GBA Plus data into the data collection plans for some indicators.
While Parks Canada has been conducting assessment of differential impact of its programs, the amended strategy aims to formally monitored impact on gender and diversity by program though the Program Information Profile mechanism.
Program: Heritage Places Establishment
- Program goals
- This program aims to establish heritage places in order to conserve Canada’s natural and cultural heritage for the benefit and enjoyment of present and future generations. This process results in national parks, national marine conservation areas, national historic sites, persons and events, and other designated heritage places, including world heritage sites. The General Class Contribution Program is used to provide contribution funding.
- Target population
- Environmental - Ecological systems and/or natural habitats; Persons - General public; Non-Profit Institutions and Organizations - Heritage institutions
Distribution | Group |
|---|---|
| By gender | Third group: broadly gender-balanced |
| By income level | Third group: no significant distributional impacts |
| By age group | Second group: no significant intergenerational impacts |
Specific demographic group outcomes
Indigenous organizations
Key program impacts on gender and diversity
The General Class Grants and Contributions Program (GCGCP) agreements supports all five Agency-level Programs at Parks Canada. Within the Heritage Places Establishment Program, 64 total agreements were signed in fiscal year 2023 to 2024. The largest recipients by number of signed agreements in fiscal year 2023 to 2024 were Indigenous recipients (47 total or 73%) and Not-for-profit organizations (13%). By value of agreements ($19,536,294), Indigenous recipients received (68%) of the total funding and not-for-profit organizations received (18%). The largest number of agreements were signed with recipients located in British Columbia (30%) and Ontario (20%).
The GCGCP is exploring the opportunity to further disaggregate data based on geographic distribution (rural and remote communities) to measure differential program impact and support program improvements.
Statistic | Observed results* | Data source | Comment (Maximum 25 words per statistic) |
|---|---|---|---|
| Percentage of grants and contribution agreements provided to Indigenous peoples | 73% (47) | GCGCP Annual Report | Grants and Contribution agreements are the mechanisms used to provide socio-economic benefits to Indigenous peoples as part of the establishment process for new protected areas. |
*2023–24 or most recent
Other key program impacts
Most protected areas have been created in rural and remote areas of Canada providing economic and social benefits to these regions. The 2021 federal budget funded the creation of a network of up to six national urban parks by 2025. In fiscal year 2023 to 2024, Parks Canada continued to advance the network and designation of national urban parks. Parks Canada is working closely with partners at six candidate sites across Canada to advance that commitment. Local partners include provincial and local governments, Indigenous governments and organizations, and other partners.
Urban parks play an important role in improving quality of life, and creating more welcoming, accessible, and inclusive communities. Based on data from the 2021 Census of Population, poverty was more prevalent in large urban areas, reflecting higher costs of living. Urban National parks will Foster greater inclusion by providing opportunities for a more diverse socioeconomic population.
Supplementary information sources
- General Class Grants and Contributions Program Data
- Disaggregated trends in poverty from the 2021 Census of Population (statcan.gc.ca)
GBA Plus data collection plan
In fiscal year 2023 to 2024, Parks Canada continued to revise its DRF. The DRF renewal is expected to be finalized in fiscal year 2026 to 2027 and will address current gaps between GBA Plus data collection, planning, and reporting.
In addition, the review of our Program Inventory (PI), program descriptions, expected results statements and performance indicators the revised DRF and PI will support methodologies to include disaggregated GBA Plus data into the data collection plans for some indicators.
While Parks Canada has been conducting assessment of differential impact of its programs, the amended strategy aims to formally monitored impact on gender and diversity by program though the Program Information Profile mechanism.
Program: Heritage Places Promotion and Public Support
- Program goals
- This program aims to strengthen awareness and appreciation of Canada's national parks, national historic sites, and national marine conservation areas, and to introduce key audiences, such as youth, new Canadians, low- and middle-income Canadians, and urban Canadians to these places. Promotional activities strengthen awareness of heritage places managed by Parks Canada as well as key visitor experience offers and programs. The General Class Contribution Program is used to provide contribution funding.
- Target population
- All Canadians. Persons - Immigrants and/or refugees; Persons-Tourists and/or foreign visitors; Low-income individuals and/or families
Distribution | Group |
|---|---|
| By gender | Third group: broadly gender-balanced |
| By income level | Third group: no significant distributional impacts |
| By age group | Second group: no significant intergenerational impacts |
Specific demographic group outcomes
Indigenous organizations
Key program impacts on gender and diversity
The General Class Grants and Contributions Program (GCGCP) agreements supports all five Agency-level Programs at Parks Canada. Within the Heritage Places Promotion and Public Support Program, 73 total agreements were signed in fiscal year 2023 to 2024. The largest recipients by number of signed agreements in fiscal year 2023 to 2024 were Indigenous recipients (48 total or 66%) and Not-for-profit organizations (23%). By value of agreements ($4,864,282), Indigenous recipients received (86%) of the total funding and not-for-profit organizations received (9%). The largest number of agreements were signed with recipients located in British Columbia with (32%) and Ontario with (15%).
The GCGCP is exploring the opportunity to further disaggregate data based on geographic distribution (rural and remote communities) to measure differential program impact and support program improvements.
Statistic | Observed results* | Data source | Comment (Maximum 25 words per statistic) |
|---|---|---|---|
| Percentage of grants and contribution agreements provided to Indigenous peoples | 66% (48) | GCGCP Annual Report | Parks Canada will provide contribution funding to Indigenous communities and organizations to ensure that capacity exists to enable partnership and engagement opportunities with Indigenous groups. |
*2023–24 or most recent
Other key program impacts
Parks Canada is one of 12 participating federal entities that use the Youth Employment and Skills Strategy (YESS) program, which hires youth directly rather than solely through grants & contributions programs. The program provides participants with valuable work experience and allows Parks Canada to hire more youth, identify and retain those with great potential, and build a more inclusive and diverse workplace. The (YESS) program helps youth aged 15 to 30, particularly those facing barriers to employment, make a successful transition into the labour market.
In fiscal year 2023 to 2024, Parks Canada continued to support national outreach initiatives to meaningfully engage Parks Canada priority audiences and encourage ambassadorship. Through current and ongoing national partnering arrangements Parks Canada aims to strengthen awareness and appreciation of Canada landscape, culture and history for Newcomers to Canada.
The Institute for Canadian Citizenship (ICC), Parks Canada’s not-for-profit partner oversees the Canoo free admission program for newcomers to Canada. This program provides one year of free admission to newcomers for all Parks Canada administered national parks, national historic sites, and national marine conservation areas.
Supplementary information sources
- General Class Grants and Contributions Program Data
GBA Plus data collection plan
In fiscal year 2023 to 2024, Parks Canada continued to revise its DRF. The DRF renewal is expected to be finalized in fiscal year 2026 to 2027 and will address current gaps between GBA Plus data collection, planning, and reporting.
In addition, the review of our Program Inventory (PI), program descriptions, expected results statements and performance indicators the revised DRF and PI will support methodologies to include disaggregated GBA Plus data into the data collection plans for some indicators.
While Parks Canada has been conducting assessment of differential impact of its programs, the amended strategy aims to formally monitored impact on gender and diversity by program though the Program Information Profile mechanism.
Program: Visitor Experience
- Program goals
- This program provides visitors to national parks, national historic sites, and national marine conservation areas with opportunities to enjoy and appreciate these places in safe and meaningful ways. The program includes a range of activities, such as trip planning, reception, camping, accommodations, visitor safety, visitor services, interpretive activities, compliance, and support for visitor facilities. This program supports the Government of Canada's outcome of "A vibrant Canadian culture and heritage". The General Class Contribution Program is used to provide contribution funding.
- Target population
- All Canadians. Persons-General Public; Persons-Tourists and/or foreign visitors; Provinces, Territories and Communities - Local and/or regional communities
Distribution | Group |
|---|---|
| By gender | Third group: broadly gender-balanced |
| By income level | Third group: no significant distributional impacts |
| By age group | Second group: no significant intergenerational impacts |
Specific demographic group outcomes
Indigenous organizations
Key program impacts on gender and diversity
The Learn-to camp Initiative within the Visitor Experience Program aims to remove barriers to enjoying Canada’s protected areas by developing activities targeted at families with young children and new Canadians living in urban centers. In collaboration with partners, Parks Canada held more than 1,000 Learn to Camp events across Canada, fostering first camping experiences and skill development for more than 100,000 participants.
The General Class Grants and Contributions Program (GCGCP) agreements supports all five Agency-level Programs at Parks Canada. Within the Visitor Experience Program, 78 total agreements were signed in fiscal year 2023 to 2024. The largest recipients by number of signed agreements (36 out of 78) in fiscal year 2023 to 2024 were Indigenous recipients (36 total or 46%) and Not-for-profit organizations (38%). By value of agreements ($6,599,630), Indigenous recipients received (71%) of the total funding and not-for-profit organizations received (21%). The largest number of agreements were signed with recipients located in Ontario (31%) and Newfoundland (19%).
Statistic | Observed results* | Data source | Comment (Maximum 25 words per statistic) |
|---|---|---|---|
| Percentage of grants and contribution agreements provided to Indigenous peoples | 46% (36) | GCGCP Annual Report | Parks Canada will provide contribution funding to Indigenous communities and organizations to ensure that capacity exists to enable partnership and engagement opportunities with Indigenous groups. |
*2023–24 or most recent
Other key program impacts
In fiscal year 2023 to 2024, Parks Canada remained committed to the Accessibility action plan. The action plan reflects both the social and organizational imperatives of achieving the goals of an accessible public service and Parks Canada. It is a commitment to build on current practices as well as progressively implement actions and initiatives to effect the culture change needed to integrate accessibility with the way Parks Canada delivers its business.
In 2023, the Visitors Information Program Survey asked respondents attending national parks, national urban parks, national marine conservation areas and national historic sites to rate the elements of accessibility experienced during their visit. The accessibility rating portion of the survey resulted in an average of 84% satisfaction.
In 2023, Parks Canada partnered with Tourism Industry Association of Canada to support sustainable tourism in Canada. This collaboration will stimulate the economic growth of Canada’s important tourism sector. Prior to 2020, tourism generated $102 billion in economic activity and 1.8 million jobs every year. Tourism is an important economic driver for the country, particularly in rural and remote areas, where 56 percent of Canada’s tourism jobs are located.
Supplementary information sources
- General Class Grants and Contributions Program Data
GBA Plus data collection plan
In fiscal year 2023 to 2024, Parks Canada continued to revise its DRF. The DRF renewal is expected to be finalized in fiscal year 2026 to 2027 and will address current gaps between GBA Plus data collection, planning, and reporting.
In addition, the review of our Program Inventory (PI), program descriptions, expected results statements and performance indicators the revised DRF and PI will support methodologies to include disaggregated GBA Plus data into the data collection plans for some indicators.
While Parks Canada has been conducting assessment of differential impact of its programs, the amended strategy aims to formally monitored impact on gender and diversity by program though the Program Information Profile mechanism.
Definitions
Scales
Gender scale
- First group: predominantly men (80% or more men)
- Second group: 60% to 79% men
- Third group: broadly gender-balanced
- Fourth group: 60% to 79% women
- Fifth group: predominantly women (80% or more women)
Income level scale
- First group: strongly benefits low income individuals (strongly progressive)
- Second group: somewhat benefits low income individuals (somewhat progressive)
- Third group: no significant distributional impacts
- Fourth group: somewhat benefits high income individuals (somewhat regressive)
- Fifth group: strongly benefits high income individuals (strongly regressive)
Age group scale
- First group: primarily benefits youth, children or future generations
- Second group: no significant intergenerational impacts or impacts on generations between youths and seniors
- Third group: primarily benefits seniors or the baby boom generation
Response to external audits
Response to audits conducted by the Office of the Auditor General of Canada (including audits conducted by the Commissioner of the Environment and Sustainable Development)
Report 2 Follow-up on the Recovery of Species at Risk
- This audit was a follow-up to the 2018 audit, Report 3—Conserving Biodiversity, conducted by the Commissioner of the Environment and Sustainable Development.
- This audit examined whether Environment and Climate Change Canada (ECCC), Fisheries and Oceans Canada (DFO) and Parks Canada made progress since 2018 in meeting the timeline requirements of the Species at Risk Act (SARA), specific to the development of recovery strategies, action plans, management plans and implementation reports.
- The audit found that the three organizations did not meet the SARA timeline requirements for the development of these four key documents.
- Parks Canada, however, was found to be overall compliant with SARA for publishing recovery strategies and management plans, for which it was the lead.
- There was one recommendation addressed to all three organizations. Parks Canada agreed with the recommendation and prepared a management action plan to address it.
- Since the audit was published, Parks Canada identified the resources needed to address the critical habitat backlog.
- Parks Canada continues to lead on the completion of recovery documents for species that occur primarily on the lands and waters it administers and continues to develop and implement multispecies action plans. This includes a modernized approach to multi-species action planning by considering landscape-scale conservation more deeply and deliberately; ecological connectivity; climate change adaptation; and Indigenous-led conservation.
- Parks Canada also continues to contribute to recovery planning, implementation and reporting led by ECCC and DFO, and reports publicly on the four key documents in the SARA Annual Report.
The report and Parks Canada’s response can be viewed on the Office of the Auditor General of Canada’s website.
Report 3 Discretionary Powers to Protect Species at Risk
- The objective of the audit was to determine whether Environment and Climate Change (ECCC) took a timely and evidence-based approach on the use of safety net and emergency order provisions of the Species at Risk Act (SARA). The audit also included Fisheries and Oceans Canada (DFO) and Parks Canada in relation to their respective responsibilities under SARA.
- The audit found incomplete policies, guidelines, processes, and gaps in the reporting of information.
- There were seven recommendations, three of which included Parks Canada. Parks Canada agreed with the three recommendations and prepared a management action plan to address them.
- Since the audit was published, Parks Canada is actively collaborating with ECCC and DFO in the development of the Policy on Assessing Imminent Threat under SARA and the Policy on Critical Habitat Protection on Non-Federal Lands.
The report and Parks Canada’s responses can be viewed on the Office of the Auditor General of Canada’s website.
Report 7 Departmental Progress in Implementing Sustainable Development Strategies—Zero-Emission Vehicles
- The objective of the audit was to determine whether National Defence, Fisheries and Oceans Canada, the Canada Border Services Agency, and Parks Canada contributed to meeting the target of zero-emission vehicles in the federal administrative fleet under the Greening Government goal in the Federal Sustainable Development Strategy for fiscal years 2019 to 2022 and the related target 12.7 (to promote public procurement practices that are sustainable) under the United Nations’ Sustainable Development Goal 12 (Responsible Consumption and Production).
- The audit found that Parks Canada and the three other organizations:
- contributed minimally to meeting the government’s target of 80% (target has since increased to 100%) zero-emission vehicles in the federal light-duty fleet;
- were not strategic in decarbonizing their light-duty fleets to meet the government’s target; and
- provided limited information on how they were contributing to the United Nations’ Sustainable Development Goals.
- The audit, however, did note that Parks Canada met the short-term milestone of making 75% of their yearly new light-duty vehicle purchases zero-emission or conventional hybrid vehicles.
- There were two recommendations addressed to all four organizations. Parks Canada agreed with all recommendations and prepared a management action plan to address them.
- Since the audit was published, as part of its net-zero carbon portfolio planning work, Parks Canada developed a Strategic Fleet Greening Plan to address new requirements in the Treasury Board Secretariat Directive on the Management of Materiel. The plan includes prioritised actions for the next two to three years, to meet the targeted percentage of light-duty vehicles being zero-emission by 2030.
- Parks Canada also improved reporting in its departmental sustainable development strategy, to better demonstrate progress toward the target of light-duty vehicles in its inventory being zero-emission vehicles, as well as the short-term milestone of yearly light-duty vehicle purchases being zero-emission or conventional hybrid vehicles.
The report and Parks Canada’s responses can be viewed on the Office of the Auditor General of Canada’s website.
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