Chesapeake & Ohio Canal National Historical Park Strategic ...

NATIONAL PARK SERVICE • U.S. DEPARTMENT OF THE INTERIORNATIONAL PARK SERVICE • U.S. DEPARTMENT OF THE INTERIOR

Chesapeake & Ohio Canal National Historical Park Strategic Plan 2019–2023

ii | Chesapeake & Ohio Canal National Historical Park

On the front cover: Mules pulling replica canal boat. Photo by Roy Sewall.

Inside cover: Map of C&O Canal NHP.

68

68

68

70

522

220ALT28

28

28

51

51

29

29

9

9

9

9

9

9

9

127

632

522

522

81

817

7

7

7

7

45

340

340

11

11

671

287

17

17

67

79

63 68

65

34 40

70ALT40

68

63

56

40

40

15

1515

70

70

70

95

95

95

70

340

340

28

28

28

28

97

97

85

464

15

15

267

267

107

107

109

109

118

112

189

190

190

193

236355

270

270

495

495

395

295

395395

28

50

50

66

29

1

1

66

11

4746 44 43 41

32

28

3938

35

34

62

43C

68

22

77

31

30

27

25

4049

3

9

45

180

170

20

160

150140

120

110

100

90

80

70

60

50

40

30

20

10

130

Patterson Creek

Wills Creek

South Branch Potomac River

North Branch Potomac River

Creek

Tow

n

Fifteenmile

Creek

Sidelin

g

Hill

Creek

Cacapon River

Back Creek

Conococheague Creek

Antietam

Creek

Shenandoah River

Poto

ma

c

R

ive

r

Potomac

River

Monocacy

Rive

r

Goose Creek

Seneca Creek

Ro

ck C

reek

Detour

ANTIETAMNATIONALBATTLEFIELD

MONOCACYNATIONALBATTLEFIELD

HARPERS FERRYNATIONAL HISTORICALPARK

GREATFALLSPARK

ROCK CREEKPARK

Vir

gin

iaW

est

Vir

gin

ia

Pennsylvania

Maryland

MDW V

A

VA

MD

MDVA

MDDC

VA

DC

WASHINGTONDC

P E N N S Y L V A N I A

W E S T

V I R G I N I A

V I R G I N I A

M A R Y L A N D

W I L L S M O U N TA I N

E V I T T S M O U N TA I N

W A R R I O R M O U N TA I N

G R E E N R I D G E

C A C A P O N M O U N TA I N

N O R T H M O U N TA I N

S O U T H B L U E R I D G E

M O U N TA I N

C A T O C T I N

M O U N TA I N

C O V E M O U N TA I N

TUSCARORA MTN

DICKEYS MTN

S I D E L I N G H I L L

T O W N H I L L

P O L I S H M O U N TA I N

SUGAR LOAFMOUNTAIN

CUMBERLAND

HANCOCK

MARTINSBURG

HAGERSTOWN

HARPERS FERRY

FREDERICK

GAITHERSBURG

ROCKVILLE

ALEXANDRIA

McLEAN

ARLINGTON

FALLSCHURCH

SILVERSPRING

LEESBURG

WINCHESTER

BERRYVILLE

CHARLES TOWN SHARPSBURG

BRUNSWICK

WILLIAMSPORT

SHEPHERDSTOWN

BOONSBORO

MIDDLETOWNPURCELLVILLE

HAMILTON

MOUNT AIRY

POOLESVILLE

HERNDON

POTOMAC

BETHESDA

WHEATON

COLLEGEPARK

COLUMBIAELLICOTT

CITY

RESTON

VIENNA

ANNANDALE

CATONSVILLE

FAIRFAX

STERLINGPARK

Spring Gap

Oldtown

Paw Paw

Berkeley Springs

Great Cacapon

Little Orleans

Clear SpringHedgesville

Antietam

Dargan

BraddockHeights

Weverton

LanderLander Rd

Lovettsville

Rohrersville

Point of Rocks

Dickerson

Beallsville

Olney

Darnestown

Seneca

Canal Place State Heritage AreaCanal Terminus

Feeder Dam 8Guard Lock 8

Locks 73–75Lockhouse 75

Evitts CreekAqueduct

Evitts Creek North Branch

Spring Gap

Pigmans Ferry

Oldtown-Battie Mixon

Town CreekAqueduct

Potomac Forks

Purslane Run

Indigo Neck

Leopards MillWhite Rock

Little Pool

Big Pool

McCoys Ferry

Midpoint of C&O Canal

Cumberland Valley

Opequon Junction

Big Slackwater

Snyders Landing

(walk-in camp)

AntietamCreekAqueduct

Killiansburg CaveBig Woods

Taylors Landing

ParkHeadquarters

Ferry Hill

Dargan Bend

FortDuncan

Huckleberry Hill

Bald Eagle Island

MarbleQuarry

Seneca CreekAqueduct

Calico Rocks

Nolands Ferry

Edwards Ferry

Chisel Branch

Monocacy Aqueduct

Pennyfield Lock

Angler’s

Cabin JohnCreek

MarsdenTract

Carderock

Indian Flats

Turtle Run

HorsepenBranch

Pack Horse Ford

Footbridge

HorseshoeBend

JordanJunction

Licking CreekAqueduct

NorthMountain

ConococheagueCreekAqueduct

Sideling Hill Creek Aqueduct

Devils Alley

StickpileHill

SorrelRidge

Paw Paw Tunnel(3,118 ft long)

FifteenmileCreek

CacaponJunction

Little Tonoloway

Tonoloway CreekAqueduct

Irons Mountain Lock 72

Lock 71

Lock 68

Lock 67

Lock 61

Lock 57

Lock 56

Lock53

Locks 54–55

Lock58

Lock 60

Locks 51–52

Lock59

Locks62–66

Locks 69–70

Locks47–50

Lock 46Lock 45

Lock43

Lock 41

Dam 4

Lock 42

Lock 39

Lock 37

Catoctin CreekAqueduct

Lock 34Lock 33

Lock40

Lock 38

Dam 3Locks 35–36

Lock 32

Lock 31

Lock 30

Lock 29Lockhouse 29Lock 28

Lock27

Lock 25

Lock 22

WashingtonAqueduct

Dam

Seven Locks

Tidewater Lock

Dam 2 Violettes Lock (Lock 23)

SwainsLock

Rileys Lock (Lock 24)

SpinksFerry

Broad Run Trunk(aqueduct)

Seneca Quarry

WoodsLock(Lock 26)

Whites Ferry(toll auto ferry)

Guard Lock 4

Lock 44

Dam 5

PowerPlantDam

Four Locks

Antietam Creek

Appalachian Trail

Appalachian

Trail

Dulles A

irpo

rt Access Road an

d To

ll Ro

ad

Picnic area

Boat launch

Drive-in camping area

Hiker-biker campsite

Restrooms

Emergency telephone

Wheelchair-accessible

Other trailCanal andtowpath trail

Canal mileagemarker

Rapids andhazardous area

Du

lles

G

reenway

McKEE-BESHERS WILDLIFE MANAGEMENT AREA

WASHINGTONDULLES

INTERNATIONALAIRPORT

FORT FREDERICK STATE PARK

GREEN RIDGESTATE FOREST

Tunnel Hill Trail

(hazardous riverconditions)

Green Ridge Road Merten

s

Malcom

Thomas

Woodmont

Oldtown Orleans Rd Orleans Rd

Harpers

Back Rd

Ferry R

d

Dam #5 Rd

Dam #4 Rd

River Rd

West Willa

rd Rd

New Design Rd

16th St

Rhode Island Ave

0 Milepost

Dellinger RdAvis Mill Rd

0

0 10 Miles51

10 Kilometers51

North

Great Falls Tavern Visitor CenterCanal boat rides

Williamsport Visitor CenterCushwa Basin

Hancock Visitor Centeropen seasonally

Georgetown Visitor CenterCanal boat rides

Brunswick Visitor Center

Cumberland Visitor Center

Georgetown to Swains Lock

See detail map on front

EXECUTIVE SUMMARYThis strategic plan sets the course for Chesapeake & Ohio Canal National Historical Park by reaffirming the park’s purpose as derived from its enabling legislation and articulating the park’s vision, goals, strategies, and actions for the next five years. The plan will guide annual work planning as well as prioritization of major projects and programs for the park. Chesapeake & Ohio Canal National Historical Park staff, staff in the National Capital Regional Office and the Denver Service Center, partners, and volunteers collaborated on this plan (appendix A).

Park PurposeTo preserve and interpret the 19th-century transportation canal from Washington, DC, to Cumberland, Maryland, and its associated scenic, natural, and cultural resources, and to provide opportunities for education and appropriate outdoor recreation.

Vision StatementWe are leaders in the stewardship of the park’s historic corridor, and we provide inspirational experiences that connect the past to the present and the future.

GoalsGoal 1: Maintain and Protect Wisely: Ensure towpath continuity, and protect and preserve cultural and natural resources.

Goal 2: Engage and Inspire Creatively: Provide opportunities for visitors to safely experience and enjoy the park’s cultural, natural, and recreational resources.

Goal 3: Collaborate Purposefully: Engage stakeholders who are focused on the implementation of shared priorities that align with the park’s vision, goals, and capacity.

Goal 4: Manage and Lead Smartly: Implement sound business practices, and establish a positive leadership culture that engages and values employees.

Goal 5: Operate Safely and Efficiently: Provide high-quality visitor and administrative services.

Great Falls Tavern in winter. Photo by Larry Goodman.

Strategic Plan 2019–2023 | iii

iv | Chesapeake & Ohio Canal National Historical Park

CONTENTS

EXECUTIVE SUMMARY iii

Park Purpose iiiVision Statement iiiGoals iii

INTRODUCTION 1

Superintendent’s Introduction 1Introduction to the Park 2

THE STRATEGIC PLANNING PROCESS 4

PURPOSE AND VISION STATEMENTS 4

PARKWIDE GOALS, STRATEGIES, AND ACTIONS 7

Goal 1 7Goal 2 8Goal 3 9Goal 4 10Goal 5 10

IMPLEMENTATION 11

APPENDIX A: PLAN CONTRIBUTORS AND WORKSHOP PARTICIPANTS 12

APPENDIX B: STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND CHALLENGES QUESTIONNAIRE 14

Canal towpath in Georgetown. Photo by Tom Bilcze.

Strategic Plan 2019–2023 | 1

INTRODUCTIONSuperintendent’s IntroductionWelcome to the 2019–2023 Chesapeake & Ohio Canal National Historical Park (park) strategic plan. This plan will guide and focus our efforts and those of our partners over the next five years. The plan seeks to reconcile the divergent forces that affect our ability to accomplish the National Park Service (NPS) mission here at the Chesapeake & Ohio Canal (C&O Canal). While there are many factors that influence our work, none are more important than how we use our annual appropriated budget and special project funds; how we engage and work with our partners, volunteers, and visitors; and how we prepare for and respond to severe weather such as floods and high winds.

Before 2010, the park’s budget and staffing were increasing. We looked toward the Centennial of the National Park Service in 2016 and imagined ways to enhance the preservation of our cultural and natural resources and the visitor’s experience both in the park and online. We collaborated with stakeholders and laid plans to restore the Conococheague Aqueduct and expand our canal boat programs to Williamsport. We grew our volunteer programs and created the curriculum-based Canal Classroom program that has served more than 50,000 students—mostly fourth graders. With our partner the C&O Canal Trust, we have restored seven lockhouses into the award-winning Canal Quarters immersive overnight interpretive experience, which allows thousands of visitors to spend a night reminiscent of an earlier time.

Over the last decade, the park’s annual appropriation has remained fairly flat, while at the same time, the park has experienced rising operational costs. This has led to a decrease in the park’s discretionary budget and the number of full-time staff. In the same period, visitation to the park increased nearly 20 percent to 4.8 million in 2017. We have balanced our budget by selectively filling only a few of the vacancies created when staff retired or transferred. Our current budget cannot sustain the size, scope, and diversity of our present level of activities. Our situation leaves the physical infrastructure of the park deteriorating faster than it can be repaired and visitor services declining.

It is in this environment of diminishing capacity that the park’s strategic plan is so important. The plan, and the planning process that developed it, will direct the park’s resources on efforts that will most benefit the protection of the park’s resources and maintain the visitor’s enjoyment and use of the park. It identifies the park’s current top priorities and provides a roadmap to success that future efforts will build upon.

The goals, strategies, and actions of this five-year strategic plan are based on the conceptual framework that the principal focus for the park and its partners will be on creating and sustaining desired visitor experiences along a continuous towpath and at the Interpretive Zones of Georgetown, Great Falls, and Williamsport. These areas continue to present major historic restoration opportunities where the park visitor will be able to see a functioning canal in a historic setting. The areas were identified in the park’s 1976 general plan and selected for accessibility, availability of parklands for development of visitor facilities, and the compatibility of the surrounding environment outside the park. The towpath and the three Interpretive Zones will offer diverse and complementary experiences for park visitors. Collaborating with partners as we maintain this focus will be essential to meeting the mission of the National Park Service and the vision we hold for the C&O Canal National Historical Park.

This focus will require us to increase our understanding of what it will take to sustain the physical infrastructure of the towpath and prioritize preservation of cultural resources in the three zones. These efforts, and other activities in the park, will largely rely on the willingness of partners and stakeholders to support and build upon the basic operations that the park is charged to accomplish.

Cushwa Basin in Williamsport. Photo by Judy Hoffman.

2 | Chesapeake & Ohio Canal National Historical Park

In addition to these areas of focus, the park will take actions now to create opportunities in the future. By that, we mean taking actions now to stabilize—in their current condition—cultural resources such as lockhouses, locks, culverts, aqueducts, and other features from further deterioration so that future generations will have opportunities to restore and enjoy original elements of canal history. Here in the early 21st century, we have benefitted from the actions taken decades earlier to stabilize and protect structures such as the Monocacy, Catoctin, and Conococheague aqueducts. These gifts remind us that we, too, must think ahead 25, 50, or even 100 years so that more of the canal’s history can be revealed and shared with future generations.

This strategic plan identifies routine activities necessary to sustain park operations as well as projects, programs, and activities that will be continued or initiated by park staff as our capacity permits. The park will continue efforts to accomplish projects and programs through collaboration with partners and stakeholders. Activities and opportunities not included in this strategic plan are not off the table forever but can be considered for inclusion in a future strategic plan. The park considers this plan to be part of an ongoing discussion with all of our stakeholders, and we invite you to join the conversation.

Introduction to the ParkThe C&O Canal began as a dream in the 1820s to access new fortunes in the West at a time when prosperity in the United States (US) depended on its waterways. Stretching along the Potomac River from Rock Creek at Georgetown in Washington, DC, to Cumberland, Maryland, for 184.5 miles, the canal served as a major transportation corridor operating as a conduit for coal, lumber, and agricultural products to propel western development and satisfy demands from eastern US markets. Construction of the canal, which was intended to connect the Chesapeake Bay to the Ohio River, began in 1828. Falling short of the original vision for the canal, construction ended in Cumberland in 1850 and the canal remained in operation until 1924.

Building the C&O Canal was one of the nation’s most ambitious industrial projects of the time—equivalent to NASA’s Apollo program to put a man on the moon. Construction efforts provided thousands of jobs for immigrants and hundreds of families who lived along the canal’s extensive system of locks, aqueducts, culverts, and flumes. Its 74 lift locks raised canal boats from sea level to an elevation of 605 feet at Cumberland. The hand-built, 3,118-foot-long Paw Paw Tunnel and 516-foot-long Monocacy Aqueduct are striking testimonies to the skill of canal engineers and craftsmen.

Historic photo of canal boats near Brunswick. Photo credit: B.O. Railroad.


During its 96 years of operation, the C&O Canal was impacted by the competition from railroads, devastating floods, the growth and decline of communities and businesses along the banks of the Potomac River, and technological improvements that made canals obsolete. The canal company lands were acquired by the federal government in 1938; however, not until the 1950s was the park fully recognized for its valuable connection to the nation’s past. In 1954, as part of the movement to save the canal from becoming a modern parkway, Supreme Court Justice William O. Douglas led a highly publicized hike from Cumberland to Georgetown.

C&O Canal became a national monument in 1961, and in 1971, Public Law 91-664 established the Chesapeake & Ohio Canal National Historical Park “to preserve and interpret the historic and scenic features . . . and develop the potential of the canal for public recreation.” Further guidance was included in the introduction of the 1976 general plan, which stated, “…protecting for public enjoyment a historical park which will, more and more, become an outlet for urban seekers after outdoor recreation will be the difficult task facing the National Park Service in its stewardship of this limited resource.”

Today, the remnants of the C&O Canal route, the spirit of its builders and operators, and a legacy of outdoor recreation and educational opportunities endure in this national park. About 5 million people visit the park each year, making it one of the twenty most-visited units in the national park system. Originally built for mule travel, today hikers, bicyclists, and runners enjoy the canal’s 12-foot-wide towpath. Numerous access points along the park’s nearly 20,000 acres provide visitors the opportunity to experience the rich history and natural resources of the Potomac River Valley. Watered sections of the canal provide further recreation for canoeists, boaters, and anglers.

Lockhouse 25. Photo by Tyra Guyton.


THE STRATEGIC PLANNING PROCESSThis strategic plan is a result of a yearlong, collaborative effort. The first major step in the process involved the distribution of a Strengths, Weaknesses, Opportunities, and Challenges (SWOC) questionnaire with park staff (including employees and interns), volunteers, and partners to elicit feedback and ideas for the strategic plan (see appendix B for a copy of the survey). The park received 70 responses to the SWOC questionnaire.

The park compiled the survey responses and held a workshop in September 2017. All park employees were invited to participate in the workshop, along with facilitators from the NPS Denver Service Center and NPS National Capital Region staff, as well as park partners, volunteers, and other stakeholders (appendix A). During the workshop, participants developed vision and purpose statements for the strategic plan. The participants also discussed the park’s internal systems and processes, the results and implications of the SWOC survey, key issues and opportunities for the park in upcoming years, and potential solutions to challenges.

The C&O Canal Strategic Planning Team discussed the scope and scale of programs, projects, and funding. During these meetings, the park developed and refined goals, strategies, and actions. The facilitated sessions were structured to encourage participants to think holistically about the park and to encourage staff from different divisions to work together and share ideas.

The park is already outlining specific tasks that will support the plan’s strategies and actions and accomplish the park’s goals. These tasks will aid in the development of the park’s overall annual work plan and the work assignments of individual staff.

PURPOSE AND VISION STATEMENTSThe purpose statement identifies the specific reason for the establishment of the park and outlines the core mission of the park’s managers and staff. The following purpose statement lays the foundation for understanding what is most important about Chesapeake & Ohio Canal National Historical Park.

To preserve and interpret the 19th-century transportation canal from Washington, DC, to Cumberland, Maryland, and its associated scenic, natural, and cultural resources and to provide opportunities for education and appropriate outdoor recreation.

The vision statement articulates an ideal description of the park at a future point in time. It provides an inspiring overall goal to guide all decisions in the park for the next five years.

We are leaders in the stewardship of the park’s historic corridor and provide inspirational experiences connecting the past to the present and the future.

Visitors enjoying the C&O Canal towpath. Photo by Chris Hanessian.


81

70

70

40

11

522

45

68

68

65

63

34

632

68

28

51

9

9

9

Green Ridge Road

Woodmont

Or

leans Rd

Cumberland Visitor Center

Hancock Visitor Center

Williamsport Interpretive Zone

184

180

170

160

150

120

130

140

110

100

90

80

WESTVIRGINIA

WESTVIRGINIA

PENN

SYLVA

NIA

MA

RYLA

ND

100

Lock 44

Williamsport Visitor Center

Interpretive Zone

Towpath

0

0

1 Kilometer

1Mile

North

0

0

10 Kilometers

10 Miles

North

Williamsport Interpretive Zone

Map of the western half of C&O Canal National Historical Park displaying the towpath and the Williamsport Interpretive Zone – Lock 44 to Hagerstown Filtration Plant (1.6 miles).


70

15

15

95

66

66

270

495495

50

340

340

1

67

34

17

28

28

97

355

287

118

107

267

109

1907

7

7

9

9

ALT40

70

60

50

40

30

20

10

0

Swains Lock

Anglers

ANTIETAM NATIONALBATTLEFIELD

HARPERS FERRYNATIONAL HISTORICAL

PARK

GREATFALLSPARK

ROCK CREEKPARK

MARYLAND

VIRGINIA

MARYLAND

GeorgetownInterpretive Zone

BrunswickVisitor Center

Great FallsInterpretive Zone

APPALACHIAN TRAIL

WASHINGTOND.C.

Lock21

Locks17-20

Locks18-19

Swains Lock

Anglers

Great Falls TavernVisitor Center

0

GeorgetownVisitor Center

Tidelock

0

0

1 Kilometer

1 Mile

0

0

0.25 Kilometer

0.25 Mile

North

North

0

0

10 Kilometers

10 MilesNorth

Interpretive Zone

Towpath

GeorgetownInterpretive Zone

Great FallsInterpretive Zone

Map of the eastern half of C&O Canal National Historical Park displaying the towpath and the Interpretive Zones at Great Falls – Anglers to Swains Lock (4.2 Miles) plus water delivery and intake at Inlet Lock 2, and Georgetown – Tidelock to Potomac Aqueduct (1.1 Miles) plus water delivery and intake at Inlet Lock 1.


PARKWIDE GOALS, STRATEGIES, AND ACTIONSThis section details the key goals, strategies, and actions for the park for the next five years. Under each goal is a list of strategies and underlying actions that will aid in the accomplishment of the goal (in no particular order of importance). The park will develop tasks that support the strategies and actions as part of the park’s annual work plan.

Each goal is a long-term target or aim. The goals broadly describe what the park wants to accomplish and become over the next five years. The goals provide the basis for decisions about the nature, scope, and relative importance of all projects and activities.

Each strategy, action, and underlying task is a measureable target that must be met on the way to attaining a goal. They help to “operationalize” the goals and act as benchmarks to measure progress. The strategies listed in this section articulate those areas where energy and resources should be focused. These goals, strategies, and actions will be the primary focus of the park over the next five years. Activities that do not support them will be postponed. However, physical, natural, cultural, legal, and political conditions may require adjustments during the life of this plan.

Goal 1: Maintain and Protect Wisely: Ensure towpath continuity, and protect and preserve cultural and natural resources.

Strategy 1: Ensure Towpath Continuity

Action 1: Develop and implement a comprehensive plan to maintain towpath continuity and ensure the towpath surface is in a safe condition for pedestrians and bicyclists.

Strategy 2: Focus on Three Interpretive Zones

Action 1: Prepare and implement a strategic facility plan, in tandem with the visitor experience and use plans, for the three Interpretive Zones—Georgetown, Great Falls, and Williamsport.

Strategy 3: Create Future Opportunities

Action 1: Develop and implement a plan, including best practices, for the long-term stabilization of the cultural resources outside of the three Interpretive Zones and not required for towpath continuity.

Strategy 4: Protect Resources of Special Concern

Action 1: Develop and implement a resource management plan that prioritizes critical natural areas and species of special concern.

Strategy 5: Understand the Boundary and Address External Influences

Action 1: Inventory and map the park’s boundary, inholdings, and ownership encumbrances—including rights-of-way and easements.

Action 2: Engage park neighbors to create awareness of park resources and develop means to minimize or eliminate impacts.

Action 3: Acquire priority inholdings from willing sellers and resolve indeterminate boundary situations.


Goal 2: Engage and Inspire Creatively: Provide opportunities for visitors to safely experience and enjoy the park’s cultural, natural, and recreational resources.

Strategy 1: Focus on Three Interpretive Zones and the Continuous Towpath

Action 1: Develop and implement visitor experience and use plans that create inspirational opportunities found in the Interpretive Zones at Georgetown, Great Falls, and Williamsport and the experience of a continuous towpath.

Strategy 2: Enhance Visitor Facilities Parkwide

Action 1: Improve the gateway experience at park access points, and provide safe and clean visitor facilities.

Strategy 3: Embrace 21st-Century Interpretation

Action 1: Generate relevant, audience-centered, and site-specific content with the best current scholarship for cultural and natural resource understanding.

Action 2: Present relevant content using contemporary technology and techniques.

Strategy 4: Engage Diverse Audiences

Action 1: Extend outreach and programming to diverse populations so that park visitation and stewardship resembles the broader population.

Strategy 5: Sustain Canal Boat Operations

Action 1: Develop sustainable support to provide canal boat experiences in the Interpretive Zones.

Strategy 6: Sustain Canal Classrooms

Action 1: Focus the park’s curriculum-based education program in Williamsport using onsite, distance learning, partner programming, and teacher-led activities.

Canal Classroom participants closing lock gate. NPS photo.


Goal 3: Collaborate Purposefully: Engage stakeholders who are focused on the implementation of shared priorities that align with the park’s vision, goals, and capacity.

Strategy 1: Collaborate with Partners

Action 1: Communicate the park’s vision, goals, and strategies with existing and pro-posed partner groups to ensure alignment.

Action 2: Work with partners to achieve shared priorities.

Strategy 2: Involve Volunteers

Action 1: Assess existing and proposed volunteer programs and operations to ensure alignment with park goals and strategies, including best practices.

Strategy 3: Engage Local Stakeholders

Action 1: Work with the public and local and state jurisdictions to encourage alignment and achieve mutual interests.

Park After Dark. Photo by Turner Photography.


Goal 4: Manage and Lead Smartly: Implement sound business practices, and establish a positive leadership culture that engages and values employees.

Strategy 1: Strengthen Park Operations

Action 1: Complete the establishment of an effective and identifiable C&O Canal Headquarters in Williamsport, Maryland, in cooperation with the Town of Williamsport and the State of Maryland.

Strategy 2: Implement Sound Business Practices

Action 1: Evaluate key park operations, and develop long-term sustainable and effective practices.

Action 2: Maintain an integrated annual work planning process that includes project, program, and position management review.

Strategy 3: Prepare for a Changing Climate

Action 1: Develop a comprehensive approach to flood emergency preparation and post-flood assessment.

Strategy 4: Communicate Broadly

Action 1: Ensure communication and dialogue that supports understanding of park operations and management with the public, stakeholders, park staff, volunteers, and partners.

Strategy 5: Create a Leadership Culture

Action 1: Foster a culture of leadership for the entire workforce through training and support, including the principles of operational leadership, relevancy, diversity, and inclusion.

Action 2: Invest time and resources to develop staff through training, coaching, and professional growth experiences, including implementing a comprehensive supervisory training program.

Goal 5: Operate Safely and Efficiently: Provide high-quality visitor and administrative services.

Strategy 1: Sustain Park Operations

Action 1: Operate the park in a safe, clean, and accountable manner in accordance with applicable laws, regulations, and policies.


IMPLEMENTATIONEffective strategic plans include mechanisms for implementing the plan and monitoring progress toward the goals and priorities included within them. This section describes how and when the park’s management team will implement the strategic plan and monitor progress over the next five years; the management team consists of the Superintendent’s Office as well as the chiefs of each division. Chesapeake & Ohio Canal National Historical Park envisions the strategic plan as guiding the majority of the work they will be undertaking over the life of the plan. As such, the strategic goals will be visible in the park’s annual work plan and in the individual work plans of the park’s employees.

· The goals, strategies and actions will guide the creation of annual work plans for park staff beginning in 2019. Park managers and staff will collaborate as the goals, strategies, and actions are translated into the task level. The sequencing of priorities may be adjusted over time to align with opportunities.

· Division chiefs will use the park strategic plan to draft their division’s annual work plan for existing and proposed activities. Activities not directly tied to the strategic plan may be discontinued or not initiated. The management team will review each divisions’ work plan and collaborate on an integrated annual parkwide work plan that includes projects, programs, and position management.

· The management team will develop action criteria and processes that will be used in prioritization. In addition to specific ranking criteria, two general variables to be considered in the action prioritization are: (1) feasibility of accomplishing the action, and (2) effectiveness of the action in achieving a goal.

· The management team will periodically review the strategic plan to determine and record progress as well as identify new and evolving priorities.

Paw Paw Tunnel. Photo by Brian Breighner.


APPENDIX A: PLAN CONTRIBUTORS AND WORKSHOP PARTICIPANTS

C&O Canal NHP Contributors:Superintendent’s Office:Kevin Brandt, Superintendent*

John Noel, Deputy Superintendent*

John Adams, Safety Officer*

Linzy French, Assistant to the Superintendent*

Business Management:Kristofer Butcher, Division Chief*

Chad Crumrine

Bette Anne Gilbert

Ben Helwig*

Tiffany Kennedy

John Lampard

Blyth McManus

Facility Management:Greg Kniesler, Division Chief*

Skip Barnhouse*

Willie Cooper

David Cutlip

Bob Davis

Paul Eberly

Michael Giffen

Brian Hixon

David Hooe

Dale Hurley

Keith Kellinger*

Patti Kline

Stuart Lentz

Rickie McDonald*

Darryl McLeod*

Mike Messenger*

John Ott

Paul Palmer

Rodante Paz

Joe Reed

Stephanie Spencer

TJ Stottlemyer*

Wade Sutphin

Richard Tucker

Dennis Unger

Ty Witte

Resources Management:Jeri DeYoung, Division Chief*

Michelle Carter*

Mark Cyhanick

Justin Ebersole

Karen Gray

Sophia Kelly*

Andrew Landsman*

Kristi Shelton

Interpretation, Education, and Volunteers:Catherine Bragaw, Division Chief*

Jessica Epperson

Mary Kate Gentile

Matt Graves*

Emily Hewitt*

Kristina Higgins

Rita Knox

Monica Larcom

Carl Lennartson

Taylor Little

Georgia Lucas

Hollie Lynch*

John McCarthy

Seth Meyers

Elizabeth Midock

Mark Myers

Joshua Nolen*

Pete Peterson*

Stephanie Siemek

Kelsey Smith

Geoff Suiter

Brendan Wilson*

Carrie Wittmer*

Visitor and Resource Protection:Ed Wenschhof, Division Chief*

TJ Cappel

Mike Clarke


Josh Cunningham*

Jason Gaskin

Nathan Glenny

Momed Green

Matt Huelskamp

Dan Johnston

Darius Jones

Shaun Lehmann*

Adanna Nwaro

Todd Stanton*

Leigh Zahm

National Capital Regional Office Contributors:Resources Management:Pat Campbell

Danny Filer

Sam Tamburro

Perry Wheelock

Facility Management:Cherie Shepherd

Interpretation and Education:Linda Lutz Ryan

Law Enforcement and EMS:Jan Lemons

Partnership and Outreach:K. Lynn Berry

Planning, Compliance, and GIS:Laurel Hammig

Missy Morrison

Tammy Stidham*

Denver Service Center Contributors:PlanningAntionette Eighmey-Griffin

Erin Flanagan

Charles Lawson

Michael Rees

Observing Participants:C&O Canal Trust

Georgetown Heritage

Friends of the Historic Great Falls Tavern

C&O Canal Association

Volunteer Bike Patrol

Volunteer Bike Loaner Program

Volunteer Billy Goat Trail Stewards

Volunteer Roving Interpreters

Eastern National

Canal Towns Partnership

Canal Place Preservation and

Development Authority

C&O Canal Federal Advisory Commission

Subcommittee

*Denotes a member of the C&O Canal Strategic Planning Team


APPENDIX B: STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND CHALLENGES QUESTIONNAIRE

Dear Stakeholder,

We are in the early stages of preparing a strategic plan for Chesapeake & Ohio Canal National Historical Park (CHOH) that will articulate the park’s vision and goals and identify key priorities to guide work over the next 3 – 5 years. The strategic plan will help the park management team to more effectively manage the park’s resources. As part of the strategic planning process, we are gathering views and ideas that will directly inform the strategic planning process. We invite you to play a role in helping us identify the park’s biggest strengths, weaknesses, opportunities, and challenges by responding to the following five questions. Please note that your feedback will remain anonymous.

Please provide your feedback by Friday, August 11, 2017. Many thanks for your time and contributions to this effort.

1. What is the single biggest strength of CHOH as an organization? In other words, what are you doing exceptionally well at CHOH? Please be specific. (For example, the park provides an outstanding interpretive/education program, providing programs ranging from the living history canal boat and canal launch programs to lock demonstrations, guided hikes along the towpath and Junior Ranger camps.)

2. What is the single biggest weakness of CHOH as an organization? What’s the one thing that most needs to happen to improve this weakness? (For example, the park lacks boundary data for parts of the park, making it difficult to know when adjacent landowners are encroaching on the park. A solution would be for the Lands Division to complete a boundary survey for all of the park.)

3. What key opportunities do you see for CHOH in the next few years? Opportunities are outside factors or situations that can affect the park in a favorable way. (For example, the park staff can work with local land trusts and the Maryland Department of Conservation to protect wildlife habitat and lands within and adjacent to the park boundary.)

4. What key challenges do you see for CHOH in the next few years? Challenges are outside factors or situations that can affect the park in a negative way. (For example, increasing recreational use levels makes protecting resources and providing high-quality visitor experiences a challenge.)

5. Imagine it’s the year 2020 and CHOH is featured on the front page of the Washington Post for a highly successful initiative or accomplishment. What is the headline for the story?


Construction work on Conococheague Aqueduct. Photo by Joe Reed.

On the back cover: Conococheaque Aqueduct. Photo by John Gensor.

As the nation’s principal conservation agency, the Department of the Interior has responsibility for most of our nationally owned public lands and natural resources. This includes fostering sound use of our land and water resources; protecting our fish, wildlife, and biological diversity; preserving the environmental and cultural values of our national parks and historic places; and providing for the enjoyment of life through outdoor recreation. The department assesses our energy and mineral resources and works to ensure that their development is in the best interests of all our people by encouraging stewardship and citizen participation in their care. The department also has a major responsibility for American Indian reservation communities and for people who live in island territories under U.S. administration.

NPS/CHOH/412/147814A DECEMBER 2018

NATIONAL PARK SERVICE • U.S. DEPARTMENT OF THE INTERIORNATIONAL PARK SERVICE • U.S. DEPARTMENT OF THE INTERIOR

Chesapeake & Ohio Canal National Historical Park Strategic Plan 2019–2023

Chesapeake & Ohio Canal National Historical Park Strategic ...

Documents

Transcript of Chesapeake & Ohio Canal National Historical Park Strategic ...