We found that Parks Canada has used its management flexibilities to implement significant changes to the design and delivery of the sub-program at numerous national historic sites (e.g., move to a 'self-guided' delivery model, reductions in hours and season of operations).
However, there is no existing objective criteria or thresholds that can be used to assess the efficiency of the sub-program or determine acceptable costs or cost-recovery. As a result, it is difficult to conclude on the relative efficiency of national historic sites in the delivery of the visitor experience.
We also found that Parks Canada lacks a coherent system to define and classify the visitor offer at its national historic sites. This makes it challenging for the Agency to apply consistent management direction and review related performance. The ability to assess the relative performance of individual national historic sites was impeded by the lack of a clear framework for judging sub-program performance at the site level.