Update from the Transformation Team: Progress and Next Steps

Hello/Bonjour,

As Ron indicated in his last email to all team members about transformation, Parks Canada has a long history of successfully renewing itself in times of change to ensure our programs, services, and organizational structure continue to deliver results for Canadians. The team and I have now started in our new roles and I want to update you on our work objectives, progress to date, and timelines.

What’s the team’s purpose?

Our objective is to act as the Agency’s centre of expertise for organizational change. By collaborating with a large network of internal representatives from each directorate, including Operations, we will be reshaping our service delivery models and programs to ensure long-term sustainability.

What have we done so far?

1. We spent time harnessing existing information on proposals and commitments resulting from Integrated Business Plans across the Agency.
2. We reviewed the service and functional delivery models either recently implemented or in development across Parks Canada.
3. We laid the foundations for efficient communications on milestones moving forward.
4. On February 18 and 19, we met with directorate representatives who form the broader Transformation Working Group where we initiated work about functional responsibilities to gather critical data to accurately map out each directorate’s programs and services, and ensure informed strategic decision-making.

What’s helping guide the Transformation Team?

We set five fundamental principles to guide our work. From planning to implementation, each step will be developed with a view to:

• Ensuring respect, fairness and compassion for Parks Canada team members
• Advancing reconciliation through implementation of Indigenous Stewardship Policy
• Supporting local prosperity
• Pursuing greater financial self-sufficiency
• Getting back to basics by aligning responsibilities and accountabilities

Our renewed operating model will be reflective of all of them. Parks Canada will end up more sustainable, more innovative, more collaborative, and more focused on priorities to achieve our mandate.

What is our current financial reality?

As per Budget 2025, we know that we need to deliver about $75 million in annual savings within three years. While we have already made significant progress towards this objective through sustainability and integrated business planning, there is a remaining gap. To fill this gap, we need to focus our time, energy, and resources on modernising how we deliver our programs, so they bring the greatest value to Canadians.

And as you’re aware, many federal organisations have started to implement measures under Comprehensive Expenditure Review, including using Workforce Adjustment (WFA). While Parks Canada is not there yet, we must be clear: given the scale of the required savings, attrition alone will not be enough to meet our targets.

We know this is difficult news to hear. Please know that our vision is to do everything we can to mitigate adverse impacts on team members as much as possible. We are committed to working with the union and respecting the Parks Canada’s collective agreement at every step. Parks Canada’s team members are its greatest asset, and we are committed to acting with respect and compassion, and to upholding our commitment to diversity, equity, inclusion, and accessibility, throughout the process.

Some of you have asked if the numbers appearing in the Departmental Plan are what is to be expected. These numbers were calculated assuming that Parks Canada would receive no additional funding for sunsetting programs. While we are still waiting, we do expect to receive some funding decisions soon. 

This said, no matter the level of additional funding we may receive, we will continue moving forward with our current transformation to deliver our mandate and government priorities in a more sustainable and collaborative way, including through the contribution and engagement of Indigenous peoples, NGOs, the tourism industry, local communities and businesses.

What is the timeline?

In the next few weeks, we expect more certainty regarding key government funding decisions that will directly impact the choices we need to make.

We know that we must deliver the required savings within a three-year window. Alongside this financial timeline, our operational goal is for the Transformation Team’s primary work – the design and implementation of an organizational structure that supports our evolution – to be completed during the next fiscal year.

I know it can be challenging to cope with uncertainty and anticipated change. Yet, we remain committed to achieve Parks Canada’s mandate on behalf of Canadians and mitigate as much as possible the impacts on team members. Please remember, if you need mental health support, the Employee and Family Assistance Program (EFAP) offers confidential counselling (1-800-268-7708 or TTY: 1-800-567-5803). For workplace-related concerns, the Office of the Ombud can provide guidance and support.

I will keep you posted as soon as new developments come in, and I invite you to visit our Transformation page on ParksNet for the latest updates and answers to frequently asked questions.

As we move through this, it is your dedication to Parks Canada’s mandate and contribution to the transformation that will set us up for success.

Andrew Campbell

Sr VP, Transformation