Frequently Asked Questions: Parks Canada Transformation

Updated: October 20, 2026

1. What is the Parks Canada Transformation?

Parks Canada’s transformation aims at making the Agency more sustainable, more agile, more collaborative and more focused on priorities to achieve our mandate. We are modernizing how we deliver results for Canadians. Transformation is about reviewing our operational and functional models to ensure our work and investments are laser-focused on the areas of greatest impact, and to ensure that we are focused on mandate-driven work. We have elected to transform our organization in lieu of implementing blanket, agency-wide reductions, because we believe that by focusing on our fundamental accountabilities, and by leveraging partnerships with Indigenous Peoples, partners, local communities, and others, we can continue to deliver results for Canadians.

2. Why is this transformation happening now?

Our operating environment has evolved significantly, and a range of internal and external pressures are driving the need for renewal. Among these:

• Climate change and its accelerating impacts like severe wildfires and shoreline erosion pose growing risks to ecological integrity, requiring us to adapt.
• Advancing reconciliation efforts, including the full implementation of the Indigenous Stewardship Policy.
• New emerging technologies and digital tools that we need to leverage to enhance our operations and service delivery.
• The results of Parks Canada’s own sustainability and integrated planning exercises, as rapidly increasing operating costs are eroding the capacity of Parks Canada’s current delivery model.

And the driver that pushes us to act now is of course the Government of Canada’s Comprehensive Expenditure Review (CER) that requires tightened fiscal discipline within three years. We need to adapt our organizational structure to match our financial reality.

3. Does this change Parks Canada’s mandate?

No. Our mandate remains exactly the same: to protect and present nationally significant examples of Canada’s natural and cultural heritage for present and future generations. What is changing is how we work to deliver this mandate. We are moving toward proactive revenue generation, technology-driven efficiency, and shared leadership with local communities and partners to modernize how Parks Canada delivers its mandate.

4. What is the Comprehensive Expenditure Review (CER) and what are the specific savings targets?

The CER is a federal government-wide initiative and a critical driver of our current fiscal realignment. It is designed to ensure that federal spending is responsible and cost-effective. As per Budget 2025, by 2028-2029, Parks Canada will have had to find approximately $75 million in annual savings. While we have made great strides in finding those savings through the integrated business planning exercises, we still have a gap we need to fill.

5. Are we being asked to do more with less?

The goal is not to do more with less, but to change how we work. We are reviewing operations and programs to identify activities that are underperforming, duplicating or non-core to our mandate and responsibilities so we can stop or reduce them. By focusing our time and resources where they bring the greatest value, and leveraging alliances with partners, we will deliver our core mandate more sustainably.

6. Can we use revenue generation to avoid these cuts?

No. While revenue generation helps support resilience and flexibility, it cannot replace the required reductions under the CER. The review specifically targets operating expenditures funded through government budget appropriations.

7. What support is available if I am feeling stressed?

We understand that uncertainty regarding workforce reductions is stressful. Confidential support is available at all times through the Employee and Family Assistance Program at 1-800-268-7708 (or 1-800-567-5803 for the hearing impaired).

You are also encouraged to speak with your supervisor or the Ombuds Office: 1-866-787-6780 or omb@pc.gc.ca.

8. What is the process and timeline for this transformation?

While important decisions have now been made regarding the future direction of the Agency, significant implementation work remains ahead of us. In the coming months, we will focus on translating these organizational transformation decisions into detailed organizational models, engaging with PCXs and ensuring that changes are implemented respectfully and fairly. 

The current timeline is as follows:

• October - November 2026: We will begin sharing more information about organizational structures and impacts on employees, where applicable.
• Winter 2026-27: Approved changes will be put in place in stages.

We remain committed to providing people with timely information as it becomes available. While some decisions still require detailed planning before they can be shared, we will continue to provide updates as key milestones are reached.

9. Are there specific numbers for staffing / FTE reductions?

Based on our analysis, Parks Canada is expected to reduce “Full-Time Equivalents” – or FTEs, by approximately 500.

10. When will HR delegation restrictions be lifted?

Effective people management is essential to supporting employment continuity, maintaining operational stability, and achieve Parks Canada’s transformation and Government of Canada’s Comprehensive Expenditures Review (CER) objectives.

In the current fiscal and operating environment, strengthened vacancy management, staffing controls and classification oversight are required to preserve critical skills, prevent operational disruptions.

A coordinated, disciplined approach to prioritization, internal mobility, and workload distribution is therefore crucial to sustaining the workforce and organizational health.

11. What has been used to inform the development of a new Operations model?

The new Operations model has been informed by financial analysis, workforce demographics, asset information, visitor trends, lessons learned from previous initiatives and the experience of managers and employees across the Agency. It also builds on successful practices already in place in parts of Parks Canada and responds to long-standing requests from field units for more agility.

12. What changes can we expect to see in National Office?

During the summer, National Office directorates reviewed their programs, services and processes in line with Agency-wide transformation objectives, including ensuring resources and investment go to areas that provide the greatest value to Canadians. We are focusing on fundamental accountabilities in the delivery of our mandate, modernizing how we deliver our work, including how we leverage partnerships with Indigenous Peoples, partners and local communities. Like Operations, National Office directorates are examining opportunities to simplify processes, reduce duplication, increase collaboration, strengthen the use of digital tools and automation, and ensure that resources are focused on priority services.

For example, National Office is reviewing tools, guidance and processes which support field operations to ensure effective and consistent support in light of the changing operational model.

13. What is meant when we say we must match effort to risk?

One of the key principles of transformation is ensuring that the level of effort we invest is proportional to the level of risk and the value generated for the mandate. Managers should expect greater opportunities to exercise professional judgment within established governance frameworks and delegated authorities. For example, not all assets require the same level of monitoring, and not all administrative processes require the same level of effort. The objective is to focus resources on where they have the greatest impact.

14. Will the new Operations model provide greater flexibility?

Yes. The future operating model is intended to create greater flexibility in how outcomes are achieved on-the-ground while maintaining consistency in mandate delivery and accountability. Examples may include increased use of partnerships, regional sharing of expertise, and service-delivery approaches adapted to local realities.

15. What does flexibility mean in practical ways?

Flexibility means creating a workforce that is better able to respond to changing operational needs while maintaining focus on concrete results. Employees may have broader work profiles, participate across functions, support multidisciplinary teams and/or contribute to changing priorities based on operational needs.

16. How can we manage potential loss of knowledge and expertise as a result of Transformation?

Protecting critical knowledge and expertise is an important component of planning. Measures may include mentoring arrangements, succession planning, job shadowing, cross-training, documentation of key procedures, regional sharing of expertise and communities of practice.

17. What is the preferred method of informing partners?

We recognize that many partners and stakeholders will have questions about transformation. At the national level, Parks Canada will communicate directly with key national partners and stakeholder organizations. At the same time, field units are best positioned to engage local partners, municipalities, Indigenous communities, tourism organizations and operators regarding site-specific impacts. Communication products, key messages and guidance materials will support these discussions.

18. How will we support staff with new responsibilities?

Employees can expect support through training, mentoring, coaching, guidance materials, peer support and management engagement. Depending on the situation, support may include technical training, leadership development, job shadowing opportunities and access to subject-matter experts.

19. Will work descriptions change under the new Operations model?

Once the model and organizational work are complete, they will translate into new or updated work descriptions. To ensure equity, a working group is developing a framework containing contextual and complexity information, so that differing local contexts, circumstances and challenges are considered in the evaluation process.

Once the framework and work descriptions are finalized and approved, the Classification team will assess the work descriptions according to the Classification Policy, standards and practices. Positions across field units will then be mapped to the appropriate work descriptions, groups and levels. Changes related to organizational structures and job descriptions are still being assessed and will be communicated as decisions are made.

20. What does transformation mean for term employees?

Term employees remain an important part of Parks Canada and of its future. Most of the Agency’s new indeterminate hires have come from its term workforce.

The workforce adjustment provisions of the collective agreement apply to indeterminate employees, so term employees will not receive affected or opting letters. We encourage term employees to speak with their manager about any questions or concerns.

21. Where can I find information about workforce adjustment?

Questions about workforce adjustment, including affected and opting letters, the Voluntary Departure Program, the role of the union and the supports available to affected employees, are answered in the Workforce Adjustment Toolkit.