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.

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

• begin major upgrade to Route 22.

Management of Parks Canada

• finalize plans for library/archives/furniture storage;

• complete a conservation plan for the library/archives.
    

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