6.0
Implementation
Strategy
6.1 PRIORITIES
The management plan provides long-term
strategic direction for Site managers. It is a framework for more detailed planning and
decision-making, and a strategic reference for capital expenditure forecasts and future
management and operations. Implementation of the plan is the responsibility of the
Superintendent and Field Unit staff.
Implementation is dependent on the availability
of financial resources. All necessary central agency and program approvals will be
sought as implementation proceeds. Priorities may be reconsidered in response to new
circumstances or information, or changing national priorities and decisions.
The priorities will be linked directly to the
Site's business plan and to the three year business planning cycle. The focus will be
the first three year cycle, but a few selected priorities will be identified for the second.
They will be grouped according to some of Parks Canada's service lines as part of the
new planning, reporting and accountability structure. The priorities will lead to results
that will support the Superintendent's three primary accountabilities:
1. Ensuring commemorative integrity and
contributing to maintaining ecological integrity.
2. Improving service to clients.
3. Making wise and efficient use of public
funds.
Progress will be determined through
annual reporting on business plan performance and through the State of the Parks report
which is updated every few years.
Priorities for the First Three Year
Business Planning Cycle
Protection of Heritage Resources
-
begin the inventory and evaluation of the
archaeological resources in the former fortified town;
-
complete a resource conservation plan that
will identify measures to mitigate damage of forest cover and woody plants to in-situ
archaeological resources, and implement the Siege Site Conservation Project;
-
complete the geological study of the
harbour and coastline;
-
initiate the inventory and evaluation of the
archaeological resources in the ponds;
-
develop a model as the first phase in the
identification and evaluation of cultural landscapes;
-
continue with the backlog conservation
projects for the archaeological and curatorial collections;
-
assess collection storage areas for their
suitability for artifact/furnishings storage (archaeological, curatorial and archival
collections);
-
complete the cataloguing project for
historic objects;
-
complete a Disaster Plan for all the
collections;
-
continue to replace historic objects in animated
areas with modern reproductions;
-
complete the Ecosystem Conservation
Plan;
-
continue with the computerization and
imaging of the archival/photo/engineering plan collection.
Presentation of Heritage Resources
-
continue with the recapitalization program
within the reconstructed townsite;
-
begin the interpretation plan for the
National Historic Site;
-
enhance the presentation and interpretation
of non-French and non-British cultures in 18th-century Louisbourg through research and consultations with
appropriate groups in the community;
-
develop an approach for outreach programs
to enlarge Louisbourg's client base;
-
work with others to ensure skills associated
with fabrication of period clothing are retained;
-
complete the improvements to the water
supply system.
Visitor Services
-
determine the potential for cost efficient
visitor use of the reconstructed townsite outside normal operating hours, e.g. infrastructure,
marketing, development costs, etc. and work with others to develop services
to address this potential;
-
conduct a review of visitor access, parking
and transit routing from the site entrance to the reconstructed townsite;
-
complete a plan for the redevelopment of
the Kennington Cove day-use area.
Management of Parks Canada
-
initiate contact with Louisbourg community
representatives to establish a mechanism to discuss areas of common interest;
-
continue working with the Fortress of
Louisbourg Volunteers, the Unama'ki Committee, the Louisbourg Institute and
others to ensure commemorative integrity and sustain visitor opportunities within
and beyond the National Historic Site;
-
continue to participate in Parks Canada's
Cape Breton District marketing strategy to promote the park and sites on the
Island working with the local community, all levels of government and industry to
increase awareness of Cape Breton Island as a destination attraction;
-
complete the federal-provincial agreement
for the Fleur-de-lis Trail;
-
complete a safety assessment of the
Lighthouse Road.
Selected Priorities for the Second
Three Year Business Planning Cycle
Protection of Heritage Resources
-
inventory and evaluate the unexcavated
areas of the former fortified town beyond the reconstructed townsite (includes an
assessment of historical documentation);
-
implement the resource conservation plan
to mitigate damage from vegetation on archaeological resources;
-
develop a resource conservation plan for
those archaeological resources threatened by the sea;
-
implement recommendations from the
assessment of storage areas for the artifact collection;
-
complete a Collection Management Plan
including a Disaster Plan for the archaeological collection;
-
address the gaps in the biophysical database.
Presentation of Heritage Resources
-
initiate a plan, including an option analysis,
for the enhanced presentation of the underwater archaeological resources in the
harbour and off-shore, to include a sustainable tourism component.
Visitor Services
Management of Parks Canada
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