Program directory · Parks Canada
Heritage Canals, Highways and Townsites Management
- Department
- Parks Canada
- Program code
- BGW05 (PCA)
- Core responsibility
- Protecting and Presenting Canada's Natural and Cultural Heritage
- In Departmental Plans
- 2018-19 – 2025-26 · Appeared and later dropped
What it does
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.”
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Heritage Canals, Highways and Townsites Management | This program | 2018-19 – 2027-28 | $1.78B |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2020-21 | Indicators added: Percentage of waterway contemporary assets in good or fair condition | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: Percentage of assets assessed to be in poor or very poor condition that have improved to fair or good | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Spending $324M, against $442M in 2019-20 (−27%). | Actual spending (GC InfoBase) |
| 2021-22 | Spending $191M, against $324M in 2020-21 (−41%). | Actual spending (GC InfoBase) |
| 2022-23 | Spending $126M, against $191M in 2021-22 (−34%). | Actual spending (GC InfoBase) |
| 2023-24 | Spending $192M, against $126M in 2022-23 (+53%). | Actual spending (GC InfoBase) |
| 2024-25 | Spending $137M, against $192M in 2023-24 (−29%). | Actual spending (GC InfoBase) |
| 2025-26 | Planned spending $286M, against $137M in 2024-25 (+109%). | Latest Departmental Plan |
| 2027-28 | Planned spending $148M, against $336M in 2026-27 (−56%). | Latest Departmental Plan |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2021-22 | ≥ 69% | 2022 | 73% | Met |
| 2022-23 | ≥ 69% | 2023 | 73% | Met |
| 2024-25 | ≥ 73% | 2025 | 63% The percentage of waterway contemporary assets in good or fair condition declined to 63% in 2024-25 from 70% in 2023-24. The sunset of temporary funding for Parks Canada's built assets overall has led to this decline, as investment in asset repair, maintenance and renewal is not able to keep pace with deterioration (note: 28 assets deteriorated to poor or very poor condition in 2024-25, represent… | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 70% | 2020 | 65% In 2019–20, three highway bridges were improved from poor to fair or good, bringing the results to date to 65% (99) of the overall target of 152. Projects originally scheduled for completion prior to March 31, 2020 experienced delays resulting in completion dates being extended into future years. These projects are on track to improve the condition of their associated assets will be reported on i… | Not met |
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $438M | $367M |
| 2019-20 | $504M | $442M |
| 2020-21 | $278M | $324M |
| 2021-22 | $261M | $191M |
| 2022-23 | $77.8M | $126M |
| 2023-24 | $215M | $192M |
| 2024-25 | $175M | $137M |
| 2025-26 | $286M | — |
| 2026-27 | $336M* | — |
| 2027-28 | $148M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 419 | 347 |
| 2019-20 | 349 | 339 |
| 2020-21 | 372 | 330 |
| 2021-22 | 329 | 328 |
| 2022-23 | 283 | 307 |
| 2023-24 | 340 | 304 |
| 2024-25 | 301 | 318 |
| 2025-26 | 348 | — |
| 2026-27 | 331* | — |
| 2027-28 | 266* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 |
|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $437,624,536 | $575,000,651 | $60,482,791 | |||||||
| 2019-20 plan | $503,705,462 | $43,175,809 | $43,372,925 | |||||||
| 2020-21 plan | $278,310,434 | $172,144,289 | $43,989,920 | |||||||
| 2021-22 plan | $260,735,433 | $44,158,347 | $47,290,512 | |||||||
| 2022-23 plan | $77,830,840 | $50,620,353 | $50,244,842 | |||||||
| 2023-24 plan | $215,384,422 | $154,278,927 | $55,133,321 | |||||||
| 2024-25 plan | $174,534,681 | $53,252,570 | $48,605,970 | |||||||
| 2025-26 plan | $286,273,298 | $336,093,437 | $148,039,786 | |||||||
| Actual | $367,006,946 | $441,857,341 | $324,173,276 | $190,882,949 | $125,785,929 | $192,064,571 | $137,113,389 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
