Management Plan February 15, 2011 Klondike National Historic Sites
1 | P a g e Dawson Historical Complex NHSC
S.S. Keno NHSC
Dredge No. 4 NHSC
Discovery Claim NHSC
Former Territorial Court House NHSC
Klondike NHS Management Plan
Table of Contents 1. Introduction ............................................................................................................................................ 1 2. Importance of the Heritage Place .......................................................................................................... 2 2.1 Dawson Historical Complex National Historic Site of Canada ........................................................ 2 2.2 Former Territorial Court House National Historic Site of Canada .................................................. 5 2.3 S.S. Keno National Historic Site of Canada ...................................................................................... 6 2.4 Dredge No. 4 National Historic Site of Canada ............................................................................... 7 2.5 Discovery Claim National Historic Site of Canada ........................................................................... 8 3. Planning Context / Current Situation ..................................................................................................... 9 4. Vision Statement ................................................................................................................................. 11 5. Key Strategies ...................................................................................................................................... 12 5.1 The Klondike Unites ................................................................................................................. 12 5.2 The Lure of the Klondike ......................................................................................................... 13 5.3 The World Comes to the Klondike .......................................................................................... 15 5.4 Prospecting for Opportunities ............................................................................................... 16 5.5 Step into our Community and Into History ............................................................................ 17 6. Area Management Approach .............................................................................................................. 19 7. Partnership and Public Engagement ................................................................................................... 21 8. Administration and Operations ........................................................................................................... 22 9. References ........................................................................................................................................... 23 Appendix 1 ................................................................................................................................................. 25 Appendix 2 ................................................................................................................................................. 26 1. Introduction The Parks Canada Agency (Parks Canada) is responsible to the people and Parliament of Canada for
administering a world-renowned system of national parks, national historic sites and national marine
conservation areas. Canada’s national historic sites are established to protect, for all time, and present
significant examples of Canada’s cultural heritage, and to connect Canadians with the enduring cultural
and natural legacy of these places. The Parks Canada vision guides us in meeting our goal of engaging the
Canadian public and people around the world through personal moments of inspiring discovery of our
treasured historic places in ways that ensure the commemorative integrity of these places. This means
preserving a site’s cultural resources, communicating its heritage values and national significance, and
ensuring that the site’s heritage values are respected in all decisions and actions that affect the site.
Canada’s treasured natural and historic places will be a living legacy, connecting hearts and minds to a stronger, deeper understanding of the very essence of Canada. Parks Canada Agency Vision (Parks Canada Agency Corporate Plan, 2010) The Historic Sites and Monuments Act (1985), the Parks Canada Agency Act (1998), the Canada
National Parks Act (2000), and the Parks Canada Guiding Principles and Operational Policies (1994) set
the context for this responsibility. Section 32 of the Parks Canada Agency Act (1998) includes a legal
obligation to review management plans of a national historic site every five years. These plans are
developed with the involvement of the Canadian public and are formally reviewed every five years to
ensure that they remain relevant and effective.
A management plan is the key reference document that sets out the long-term vision and objectives for
the national historic site. It determines how the Parks Canada’s mandate will be delivered and engages
the Canadian public, Aboriginal peoples, cooperative partners and stakeholders in determining how the
site will be managed.
This management plan covers five national historic sites managed by the Yukon Field Unit in Dawson
City, namely the Dawson Historical Complex National Historic Site of Canada (NHSC), Dredge No. 4
NHSC, S.S. Keno NHSC, Former Territorial Court House NHSC and Discovery Claim NHSC. This
collection of five national historic sites will be referred to as the Klondike National Historic Sites
throughout this document.
1 | P a g e This new management plan responds to issues identified in the “Klondike National Historic Sites State of
the Sites Report” (Parks Canada Agency, 2010) which assessed the sites’ efforts to maintain or improve
commemorative integrity; to increase performance with respect to facilitating visitor experience and
increasing public appreciation, understanding and engagement.
Consultation for the management planning process was conducted in two phases: in the first phase, the
planning program was introduced and public input was invited on the draft elements of the plan; and in
the second phase, the draft plan was presented for public review. A variety of techniques were used in the
consultation approach to provide meaningful opportunities for diverse partners, stakeholders and the
public to contribute to the decision-making process. Local and regional consultations with partners,
stakeholders and the public were focused on two geographic regions, Dawson City, where the Klondike
National Historic Sites are located and Whitehorse, and where the majority of visitors start and end their
visit. Newsletters, website information and the ability to submit comments on-line provided national
audiences with an opportunity to participate.
Consideration of public input led to the drafting of the management plan, which underwent public review
before the final plan was recommended for the Minister of Environment’s approval.
2. Importance of the Heritage Place 2.1. Dawson Historical Complex National Historic Site of Canada As you drive into Dawson City, you will experience the Klondike Gold Rush in and
around the living community, and venture into 150 years of history. As early as
the 1870s, groups of miners and traders arrived in the Yukon River basin. For
almost half a century they traded furs with Aboriginal people and searched for
gold. In August 1896, George Carmack, Skookum Jim and Tagish Charlie
discovered gold on Rabbit Creek, later named Bonanza Creek. When word of the
discovery reached the outside world, the subsequent events transformed the
Klondike region and the Yukon River corridor. Over 100,000 people started out
for the Klondike Goldfields and about 30,000 actually reached Dawson City.
The humble beginnings of a tent city built on a mud flat at the junction of the
Yukon and Klondike rivers quickly evolved into a modern community and became
the former territorial capital of the Yukon. The “heart of the Klondike” provided
services and supplies to the early miners from 1896, and later to large scale
corporate mining companies through to 1966. Although built upon a commercial
need for supplies and entertainment, a solid framework of administrative and
legal infrastructure developed to support the flow of people, money and supplies.
2 | P a g e The Historic Sites and Monuments Board of Canada (HSMBC) commemorated Dawson City as an
ensemble, rather than designating individual structures. The commemoration also includes the theme of
gold mining and the impact of the Klondike Gold Rush, which clearly extended beyond the 1898-1910
period.
It is the ensemble of buildings built between 1898 and 1910 which testify to Dawson City’s growth into a
boomtown during and immediately after the Klondike Gold Rush. Over two dozen buildings located in
the downtown core are important to evoking the image of a Gold Rush town and add to the overall spirit
of the place. The buildings document several important aspects of the town’s historical development,
especially its role as the administrative, financial, commercial, social and transportation centre of the
Yukon Territory in its formative years. Many stakeholders have an interest in the character of the
community including the municipal government, the Yukon Government, the federal government, the
Tr’ondëk Hwëch’in, the Dawson City Museum, the Klondike Visitors’ Association, the Klondyke
Centennial Society, and individual citizens and businesses.
All of the historic structures within the complex are important for maintaining
the sense of place, but only those designated as ‘nationally significant’ by the
HSMBC are considered ‘Level 1’. Level 1 buildings owned by Parks Canada
include the beautifully restored Commissioner’s Residence, the Post Office,
which is rated as ‘Classified’ (highly significant) by the Federal Heritage
Buildings Review Office (FHBRO), the original cabin where Robert Service lived,
Ruby’s Place, Billy Bigg’s Blacksmith Shop, the Dawson Daily News Building, the
Klondike Thawing Machine Company, the NWMP Married Officer’s Quarters,
the Bank of British North America, and reconstructions of the Red Feather
Saloon and the Palace Grand Theatre. Brief descriptions of each of the Level 1
buildings associated with the commemoration of Dawson Historical Complex are
provided in the “Commemorative Integrity Statements National Historic Sites of
the Yukon Field Unit” (Parks Canada, 1997). An additional five Level 1 buildings
are owned by private interests, and include: Caley’s Store, Yukon Hotel,
Carnegie Library, Canadian Bank of Commerce and St. Paul’s Anglican Church.
Dawson Historical
Complex National
Historic Site of
Canada
Reason for
Designation:
Dawson, a historical
complex of national
significance, is
commemorated for its
association with the
full extent (1896-1910)
and impact on the
Klondike Gold Rush.
Other historic structures which are valued for their contribution to the
streetscape are considered ‘Level 2’. Parks Canada owns twenty-six Level 2
heritage structures located within the Dawson Historical Complex NHSC,
seventeen of which are ‘Recognized’ by the FHBRO. The list of Level 2 structures
is in Appendix 1. Klondike National Historic Sites also manage a large collection
of site-specific original artefacts that were found inside these buildings and are integral to the assemblage
of the historic place. The Level 1 or Level 2 value of the artefacts is related to the building with which they
are associated. It is recognized that commemorative integrity will depend not only on the protection of
Level 1 cultural resources, but in the stewardship of all of the buildings, features and artefacts associated
with the commemoration.
In addition to the physical buildings and artefacts, Parks Canada also values the intangible cultural
resources including the oral histories, oral traditions, and local legends that together comprise the story of
the Klondike. We are committed to working with all stakeholders including the First Nations, and mining
community which are a part of the early story of the Klondike. More importantly these two examples are
a vibrant element of the modern community of Dawson City, and a contemporary reminder of how the
past is relevant to the present.
3 | P a g e The historic place is the flat land that is bordered by two rivers, the Yukon and the Klondike, and a ridge
culminating in the Midnight Dome. The strategic location of Dawson City at the confluence of the Yukon
and Klondike rivers ensured its key role as the staging centre for gold mining activity, in equipping and
distributing prospectors and their equipment to the Goldfields. Dawson City provided the administrative
and commercial infrastructure to support the mining during and after the Gold Rush, and connected the
mining community to the outside world.
The physical values of the commemorated historic place include:
•
•
•
•
The flat of land bordered by the two rivers and the hills, which established the physical
boundaries of the town;
The plot of the 1897-98 survey, with its grid street layout and orientation of the buildings;
The historical complex of buildings featuring those identified by the HSMBC, the townscape
features and landscape vestiges associated with the period of commemoration; and
The streetscapes of historical buildings, a mix of boomtown facades, which evoke the image of a
Gold Rush town and contribute significantly to the overall spirit and sense of the place.
Visitors to Dawson City Historical Complex should understand the roles that Dawson City had with
respect to the Klondike Gold Rush. These stories include how Dawson City became a transhipment point
between the river boats and the road/railway system; how it evolved into a commercial centre where food,
construction materials and mining equipment could be obtained; how it became a centre for industrial
production, manufacturing and repair services for the Klondike Goldfields; how it became the centre of a
dynamic social life in the late nineteenth and early twentieth century; and how it became the centre of
administrative, regulatory, legal and judicial services. It is celebrated as an example of the boom and bust
communities typical of Canadian northern development and reflected in its architecture and urban
streetscapes.
Visitors to Dawson City should also understand the full impact of the Gold Rush on Canadian history. The
Gold Rush altered the collective imagination of Canadians and launched a new vision of the Canadian
North in the minds of Canadians and international audiences. Additional heritage values to be respected,
maintained and communicated include:
•
•
•
•
The stories and inter-relationships of Dawson Historical Complex with other Parks Canada
national historic sites related to the Klondike Gold Rush (e.g. Chilkoot Trail), industrial mining
(e.g. Dredge No. 4), and to the history of river transportation in the Yukon (e.g. S.S. Keno and
S. S. Klondike);
Dawson City’s contributions to the membership of nationally designated persons, events and
other aspects of Canadian history including the Discovery of Gold, Father Judge, Martha Louise
Black, Joseph Tyrrell, William Ogilvie and others. A list of the HSMBC plaques can be found in
Appendix 2;
The history of First Nations in the history of the Dawson region;
Dawson City’s relationship with other Gold Rush/mining historic sites and museums in the region
and beyond.
The ongoing protection and presentation of the resources in the Dawson Historical Complex, in
cooperation with other heritage sites and organizations and through enhanced educational experiences
and visitor opportunities, will ensure the continuing commemorative integrity of the site.
4 | P a g e 2.2. Former Territorial Court House National Historic Site of Canada As you drive into Dawson City, located 550 km northwest of Whitehorse, the Former Territorial Court
House NHSC at 301 Front Street asserts its presence to all visitors. Its monumentality and the orientation
of the long side of the building to the street maximizes its visual impact and was intended to impress upon
visitors and newcomers the power and authority of the federal government in the Yukon Territory. It was
strategically positioned to face the Yukon River and served as a visual symbol of federal authority to all
newcomers arriving in town via river traffic. Canada was demonstrating that it was prepared to assert its
sovereignty in this far-flung part of the country. The form and function of the Former Territorial Court
House owed much to the geographic location of the Klondike Goldfields, a remote region of Canada near
the international boundary with the United States. The proximity of the Klondike to Alaska required the
federal government to quickly establish federal institutions and demonstrate clearly that Canada was
prepared to apply all laws and instruments of federal authority in the Yukon.
The Former Territorial Court House was designated a national historic site
in 1980. It is commemorated for the period 1901 – 1910, the period in
which it was built and functioned as a court house, which directly relates to
the reasons for its designation as a national historic site. The classicallyinspired architecture, designed by Thomas W. Fuller, is a rare example of a
turn-of–the century court house executed in wood and is rated as classified
(highly significant) by the FHBRO. The designated place of this national
historic site is defined by the footprint of the court house at the time of
designation, located on Parcel P, Government Reserve, in Dawson City.
It is the location and the architecture of the Former Territorial Court House
which define its historic value and its significance. When access to Dawson
City was almost exclusively by water via the Yukon River, newcomers would
have been impressed by the power and authority of the Government of
Canada symbolized by the visual impact of the court house.
Former Territorial Court
House National Historic Site of
Canada
Reasons for Designation:
It is representative of the
judicial institution in Yukon
Territory
The substantial frame building
In the ten years that it served as a court house, few changes were made to
conveys an air of dignity and
the building other than the addition of a vault wing in 1903. As population
stability within the
community.
decreased in Dawson City, the need for judicial services also decreased and
the court function was moved. The building sat empty until 1914, when it
was transferred to the Royal Northwest Mounted Police. In 1954, the building was leased by the Sisters of
St. Ann, which added a wing and made extensive interior alterations. Since 1967, the building has been
owned by Parks Canada and has been used for office space until recently.
The communications program for the court house is included as part of the larger Dawson Historical
Complex NHSC and consists of the Historic Sites and Monuments Board of Canada plaque, an exterior
interpretive sign, map references, references in Parks Canada and other publications. The
commemorative integrity of the site will be achieved through enhanced presentation of the site through
new media and other means, and the ongoing protection of the physical elements of the structure.
5 | P a g e 2.3. S.S. Keno National Historic Site of Canada Did you know?
So widely did word of the Klondike’s wealth affect the outside world that 57
registered steamboats docked at Dawson City between June and September of
1898. A year later, 60 steamboats, eight tug boats and 20 barges plied their
services on the Yukon River.
A ship prefix "SS" before
the name, means 'Steam
Ship' or 'Screw Steamer' .
The term steamer is
occasionally used, out of
nostalgia, for diesel
motor-driven vessels,
which are prefixed "MV”.
Sternwheelers, defined as a paddle-wheel steamer with a stern wheel instead of
side wheels, plied northern rivers for almost 100 years, hauling supplies, equipment, ore and passengers.
The sternwheelers were equipped with wood-fired boilers that resulted in an important new industry
along the river. Wood camps were established to provide fuel for the steamer, which depending on its size
could consume 120 cords of wood every trip. The wood contracts ran into thousands of dollars and
employed large numbers of people, many of whom were First Nation.
The S.S. Keno was the smallest sternwheeler in the British Yukon Navigation Company’s fleet; constructed
in 1922, she measured 40 m long with a 10 m beam. It was originally built for the 290 km Stewart CityMayo Landing run to transport silver and lead-zinc ore from the mines in the Mayo district. The ore was
stockpiled on the bank of the river at Mayo Landing all winter, awaiting the vessel’s arrival in mid-May,
transporting the ore from the Mayo mining district to the Yukon River at Stewart Crossing. With her
shallow draft, she made the first and last trips of the season from Dawson City
to Whitehorse. The S.S. Keno also provided a vital link to the outside world for
the communities of Dawson City and Mayo.
S.S. Keno National Historic
Site of Canada
Reason for Designation:
The S.S. Keno is of national
significance because it is
representative of Yukon lake
and river sternwheel
steamers.
First Nations people worked as deckhands on the sternwheelers that travelled
the rivers to Dawson City, but Frank Slim was the only Yukon First Nations
person to earn captain’s papers and he did so at a cost. At that time, according
to the discriminatory provisions of Canada’s Indian Act, people had to give up
rights that came with official Indian status in order to vote, own a big game
guiding business or to become a captain. For over 30 years, Slim guided
steamboats up and down the major rivers of B.C., Alaska and the Yukon. In
1960, he had the honour of piloting the S.S. Keno on its last voyage from
Whitehorse to Dawson (Yukon Archives OnLine Exhibit).
During and after World War II, road transportation ended the era of inland
water transport in the Yukon. In 1960, the S.S. Keno was moved to where it
now rests on Dawson City’s scenic waterfront, between Front Street and the Yukon River. The S.S. Keno
was designated a national historic site in 1962.
The designated place is the S.S. Keno itself, not the land upon which it rests. The value of the S.S. Keno
resides in its unique physical features, high level of craftsmanship and as a representative vessel
constructed for the water transportation network in the Yukon. Broad defining characteristics of
importance are those factors associated with the S.S. Keno’s structure, as a freight system and as waterborne accommodation. It is also valued as an example of the fast water, shallow draft sternwheeler that
plied the Yukon River. Its historic value is enhanced by its current setting - in close proximity to the
Yukon River and in the heart of Dawson City, one of the urban anchors in the transportation network.
6 | P a g e The role of the S.S. Keno NHSC as a gateway to the related cultural and natural heritage of the Yukon
waterways is also valued. For many visitors, it is a point of exposure to the rich natural and cultural
heritage of the Yukon inland waterways. Related stories and relationships include the MV Trahane in
Atlin, Thirty Mile Heritage River, the S.S. Klondike NHSC in Whitehorse, Canyon City Heritage Site and
Fort Selkirk Heritage Site. The S.S. Keno NHSC also presents an excellent opportunity to talk about the
involvement of Yukon First Nations in supporting the system of river transportation and the impact on
their lives.
2.4. Dredge No. 4 National Historic Site of Canada A site visit to Dawson City would not be complete without visiting the massive wooden-hulled Dredge No.
4 NHSC, which commemorates corporate industrial mining in northern Canada. If you venture on a short
drive southeast of Dawson City to Bonanza Creek Road, you can explore Dredge No. 4
NHSC, a massive machine, the largest wooden-hulled, bucket-line sluice dredge in
North America. It was used to mine placer gold. It stands eight stories high and is
located in its last place of operation, fourteen kilometres southeast of Dawson City on
Dredge No. 4 National
the west bank of Bonanza Creek . For sixty years, from 1899 to 1966, these huge
Historic Site of Canada
machines dug up the ground of the Klondike region to extract gold, forever changing
the landscape.
Reason for Designation:
It was originally constructed in 1912-13 by the Canadian Klondyke Mining Co. to work
the gravels of the Klondike River valley. In 1940, it was dismantled. All major
mechanical components were refurbished and installed in a new wooden hull and
superstructure constructed on Bonanza Creek. The dredge continued mining on
Bonanza Creek until it was decommissioned in the spring of 1959 when a flash flood
breached its hull causing it to sink.
The designated place is valued as a representative example of the integrated and
extensive nature of corporate industrial dredge mining in the Yukon in the 20th
century, from the arrival of the first dredge in 1899 until the final shutdown of the
Yukon Consolidated Gold Corporation dredge mining operations in 1966.
Dredge No. 4 symbolizes the
importance of dredging
operations in the Yukon
(1899 – 1966), and aspects of
the evolution of gold mining
in the Klondike from early
labour intensive to later
corporate industrial phases
of gold extraction.
Physical values that define the heritage significance of the site include the completeness of the dredge in
its hull, superstructure, gold processing facilities and ancillary equipment; the unity of the vessel and its
fittings and equipment; its mass; its surface materials as expressed in texture and colour; the structural
elements developed specifically for use in northern dredging (i.e. hardened bucket lips, heating systems
and double walls); and the shore deadmen and the cable system. There is also an extensive collection of
site-specific tools and equipment which have been temporarily removed from the Dredge main deck and
hull during restorative construction. These artefacts are integral to the historic place and are considered
nationally significant.
The associative sense of place for the dredge also resides in its visual presence as a dramatic symbol for
corporate industrial mining in its working environment. The relationships between the operational
components of the dredge at the site; the landmark value of the dredge in the creek valley; its close
proximity to Bonanza Creek; its links to regional corporate infrastructure; and its linkage to extra-regional
infrastructure.
7 | P a g e Several messages need to be communicated to support the learning objectives for Dredge No. 4 NHSC as
follows:
•
•
•
The corporate mining companies needed to acquire large secure land holdings to ensure an
adequate return on investment.
There was also a need for administrative, transport and supply, banking and labour
infrastructure, power at reduced costs and the ability to manage water resources.
Mining management systems; long-range planning by the mining corporations; the reliance on
expensive imported industrial equipment; and the availability of a floating labour pool were other
important aspects of corporate mining corporations.
2.5. Discovery Claim National Historic Site of Canada A drive down the Bonanza Creek Road, southeast of Dawson City, takes the visitor to Discovery Claim
NHSC, the site of the first gold strike. Discovery Claim NHSC is valued for the original discovery of gold
in Bonanza Creek, staked by George Carmack on August 17, 1896, an event that sparked the Klondike
Gold Rush. The site is a legally defined mining claim, located fifteen
kilometres up Bonanza Creek from its confluence with the Klondike
River. The visual character of the claim, including the relict mining
landscape, the surrounding hills and the creek, enable the visitor to
relate to the exploration, staking and labour-intensive hand mining
that led to the economic and administrative development of the
Yukon Territory.
Discovery Claim National Historic Site
of Canada
Parks Canada administers surface rights to all five mining claims
within the Discovery Claim heritage reserve. Three of these five
claims are inactive and sub-surface (mineral) rights have been
withdrawn from staking by the Commissioner of the Yukon. The
two other claims within the Discovery Claim heritage reserve are
active – Discovery claim and 2 Below Discovery claim which is
currently being mined. The sub-surface rights for these two claims
belong to the Klondyke Centennial Society until 2016. If and when
the claims lapse, the mineral rights will be open for staking.
Discovery claim, which is managed by the Klondyke Centennial
Society, is the actual portion of the Discovery Claim heritage reserve
designated as a national historic site. The intention is for Klondyke
Centennial Society to form a management group with other parties
(e.g. the Dawson Museum, Klondike Visitor Association,
governments) to administer a trust fund to protect Discovery claim
from mining development in the future.
Parks Canada partnered with the Klondyke Centennial Society and
the Yukon Government to realize a shared vision of improving
interpretation to attract a broad audience with a balanced story at
Discovery Claim NHSC. Several others contributed to the storyline
8 | P a g e Reason for Designation:
It is the site where gold was
discovered on the afternoon of August
16, 1896, the event which triggered
the Klondike gold rush.
Economically and administratively,
the site marks the beginning of the
development of the Yukon.
For the Aboriginal people, this piece
of land is an affirmation of their
cultural values and world view; from
a western perspective, the site affirms
the nineteenth century belief that
through hard work and perseverance
one could rise from poverty to riches.
and have a continued interest in Discovery Claim NHSC including the Tr’ondëk Hwëch’in, Carcross
Tagish First Nation, the Klondike Placer Miners Association, mining companies and individual claim
holders.
The cultural resources that are integral to the designation of Discovery Claim NHSC as nationally
significant include the actual site of the gold discovery, the setting of the claim within the valley of
Bonanza Creek and the relict cultural landscape of the valley. The physical features include:
•
•
•
•
•
The visual character of the claim (the relict mining landscape, the surrounding hills, location of
the creek, the character of the neighbouring claims and their active mining landscape,
Its location within the confines of the creek valley amongst the ridges of the Klondike River
watershed,
The viewscape of the surrounding landscape indicating placer gold mining activity,
The legally defined boundary of Discovery Claim, and
The surviving features related to the exploration, staking and labour-intensive hand mining of the
claim.
Nationally significant messages include the fact that the staking of a discovery claim on Bonanza Creek
sparked the Klondike Gold Rush; the subsequent announcement of the gold find that initiated the
economic and administrative development of the Yukon Territory; and the discovery of gold on Bonanza
Creek representing a significant example of the meeting between distinct cultures.
There are a number of heritage sites in the Yukon and northern British Columbia with themes related to
Discovery Claim NHSC and the Gold Rush theme including Chilkoot Trail NHSC, Klondike Gold Rush
National Historic Park (U.S. National Park Service), Fort Selkirk Heritage Site, Canyon City Heritage Site
and Thirty Mile Heritage River. Sites associated with the consolidation of gold mining operations also
relate to Discovery Claim NHSC and include Dredge No. 4 NHSC and regional transportation linkages
such as the Ridge Road Trail.
3. Planning Context/Current Situation
Only three of the five sites currently have management plans, namely the Dawson Historical Complex
NHSC, Dredge No. 4 NHSC and the S.S. Keno NHSC. Direction for Parks Canada has evolved since the
production of the management plans in 2004, necessitating the development of new plans rather than
proceeding with plan amendments. For the planning exercise, a single management plan was produced
for the five national historic sites which are collectively known as the Klondike National Historic Sites.
The sites are geographically and thematically linked; the sites share common visitors, First Nation
interests, stakeholders and partners and form part of the same tourism network. The five sites are
managed as a single field operation sharing the same staff and budgets. The single new management plan
replaces the three current management plans and includes direction for the Former Territorial
Courthouse NHSC and Discovery Claim NHSC.
Another asset owned by Parks Canada in the Klondike region is Dredge No. 12 which is located off the
Hunker Creek Road. The site is remote and access is limited. Parks Canada has no plans to intervene
with the gradual decline of this asset.
9 | P a g e An important initiative currently underway is the proposed nomination of the Klondike as a UNESCO
World Heritage Site. Parks Canada works within the UNESCO stakeholder group as one of many equal
partners, recognizing that this is a community driven initiative and that support from all partners is
required for the process to continue.
This new management plan responds to issues identified in the “Klondike National Historic Sites State of
the Sites Report” (Parks Canada Agency, 2010), which assessed the sites’ efforts to maintain or improve
commemorative integrity; to improve the visitor experience and enhance public appreciation,
understanding and engagement. This new management plan will continue to build on actions for heritage
presentation and protection that were successfully implemented over the past few years. It will also
provide the opportunity to fulfill the Parks Canada’s goal which states:
Canadians have a strong sense of connection, through meaningful experiences, to their national parks, national historic sites and national marine conservation areas and these protected areas are enjoyed in ways that leave them unimpaired for present and future generations. Parks Canada Agency Corporate Plan 2009/10 – 2013/14 Commemorative Integrity Evaluations to rate the resource condition, effectiveness of communication and
selected management practices were completed by Parks Canada for Dredge No. 4 NHSC in 2006, the
Former Territorial Court House NHSC in 2008 and 2009, and the S.S. Keno NHSC in 2007. An
evaluation was not conducted on Discovery Claim NHSC, since no site-specific tools and measures are in
place. Resource conditions were rated as good for the S.S. Keno NHSC, fair for both the Dawson
Historical Complex NHSC and the Former Territorial Court House NHSC, and poor for Dredge No. 4
NHSC. The effectiveness of communication was rated good for three of the four sites and not rated for the
Former Territorial Court House NHSC. Selected management practices were rated as fair for three of the
four sites, with the S.S. Keno rated as good.
A Visitor Experience Assessment of Dawson Historical Complex NHSC (Parks Canada) was completed in
2007, and a report on social science research on all the sites was compiled in 2008 (Parks Canada Social
Science Unit). Each of these reviews has contributed to the planning program. Visitor numbers, although
on the decrease from 2004 to 2008, experienced a reversal in the trend in 2009, where visitation has
increased by two percent.
Implementation of management actions in the three management plans was assessed by Parks Canada in
the “Klondike National Historic Sites State of the Sites Report” (2010). The key issues for the
management planning program were also identified including operating within the traditional territory of
a self-governing First Nation; renewal of the visitor experience program; enhancing community relations
and partnerships; generating revenue; and investment in the protection, maintenance and management
of cultural resources.
10 | P a g e The public participation process was initiated in September 2010 as a means of focussing the discussion
of the key planning objectives. The system of national historic sites and Parks Canada’s role of protecting
and presenting the sites need to be better communicated in order to engage Canadians and the local
community. The first step in addressing these concerns involved public participation workshops to
receive input from local residents and the broader public in Dawson City and Whitehorse. A focused
discussion was also held with invited stakeholders in Dawson City. In addition, newsletters with
comment forms that could be completed on-line or returned by mail, e-mail or fax, invited feedback from
the general public.
4. Vision Statement
The vision statement for the Klondike National Historic Sites provides a foundation for the management
plan and guides the key strategies. It describes the site as it will be in 15-20 years:
Gold has shaped societies and defined world economies. It is the commodity behind
one of the world’s most famous and transformative events - the Klondike Gold Rush
of 1898.
Your visit to Dawson City and to Parks Canada’s five national historic sites in the
Klondike is your passport to personally experience and understand this
internationally significant event.
The Klondike Gold Rush is far more than just a moment in time. In Dawson City,
this heritage lives right in front of you. Modern placer mining is everywhere.
Although the industry has evolved, it still relies on the same principles and
techniques to extract valuable gold. The Han people who endured hardship after
encountering the first Gold Rush miners have also evolved. Today, Tr’ondëk
Hwëch’in is a vibrant and progressive self-governing First Nation, proud to
welcome visitors to their traditional territory.
Dawson City is a heritage destination like no other. The entire community, of
which Parks Canada is a part, works together to celebrate its heritage through the
authentic structures, the vintage boardwalks, the powerful landscapes, and
through the lives and stories of the people you meet on the street.
The stories are stirring and emotional. The experiences are unique in the world.
Your visit to this most authentic setting will remain with you for a lifetime.
11 | P a g e 5. Key Strategies
Key strategies are a way of focussing efforts and resources to help achieve the vision in an integrated way.
For each key strategy, objectives are developed to provide more specific details about the results and key
actions state what will be done during the life of the management plan to meet the objectives. Five key
strategies have been developed for the Klondike National Historic Sites:
• The Klondike Unites
• The Lure of the Klondike
• The World Comes to the Klondike
• Prospecting for Opportunities
• Step Into Our Community and Into History
5.1 THE KLONDIKE UNITES This strategy speaks to community relations, partnerships and Parks Canada’s operation within the
traditional territory of the Tr’öndek Hwëch’in. Parks Canada needs to keep the momentum of ongoing
efforts and remain open to new opportunities with community groups, other governments and the
Tr’öndek Hwëch’in. Partnering and the nurturing of relationships will support our common goals and
result in better products, services and programs for the visitor throughout the entire trip cycle. We need
to work with the tourism industry in marketing, to raise awareness and to ensure that the tools are in
place to meet our common tourism goals (e.g. improve transportation options and access to Dawson City).
Increased tourism to the Yukon and Dawson City can only be achieved in collaboration with the broad
tourism sector.
The Klondike Unites - Objectives, Targets and Actions
Objective 1: Work together with stakeholders and partners in the protection and presentation of
Klondike National Historic Sites to enhance the range and diversity of products offered by the Yukon
tourism industry.
Expected Results:
9 The number of opportunities for stakeholders and partners to contribute to activities to build
public appreciation and understanding of the Klondike National Historic Sites is increased.
9 The number of collaborative efforts with stakeholders and partners is increased.
9 Obligations under the Tr’ondëk Hwëch’in Final Agreement are addressed.
9 The Visitor Information Program analysis confirms that visitor numbers to Dawson Historical
Complex NHSC, S.S. Keno NHSC and Dredge No. 4 NHSC have increased by 6% from
2008/2009.
12 | P a g e Actions
Dawson
Historical
Complex
Former
Territorial
Court House
S.S. Keno
Dredge No. 4
Discovery Claim
•
Establish a formal Park Advisory Committee for the Klondike National Historic Sites to advance
site and community relations and communications.
•
Collaborate with Tr’ondëk Hwëch’in and other Yukon First Nations to improve and augment the
telling of their stories in Parks Canada regular programs and interpretation.
•
Collaborate with Tr’ondëk Hwëch’in Government to identify, promote and support employment
and economic opportunities for their citizens.
•
Work collectively to support the Tr’ochëk Management Plan (Tr’ondëk Hwëch’in, 2010).
•
Continue to liaise and work cooperatively with the tourism sector to promote and achieve
increased visitation to the Klondike region.
•
Pursue opportunities with others to initiate unique experiences for special interest groups.
•
Support the Klondike Visitors Association through direct participation as advisor to their board of
directors, and by collaborating on projects with a common interest including marketing projects.
•
Support the City of Dawson in protecting the community’s heritage values through the Heritage
Advisory Committee and participation in community planning.
•
Work toward a common definition and understanding of values for viewscapes and street grid
with the City of Dawson.
•
Enhance Parks Canada’s visibility within the local and Yukon community with respect to our role
as a local employer, provider of visitor programs and products, and manager of a significant
number of local heritage properties.
5.2 THE LURE OF THE KLONDIKE
This strategy focuses on enhancing the dynamic learning environment and developing recreational
opportunities which meet and surpass visitor needs and expectations. This strategy speaks to renewal of
the visitor experience, responding to changing demographics and ensuring relevance in a changing
marketplace. Recreational activities which fit the context of the sites and address visitor needs are
investigated and developed. Some of these activities will be offered in conjunction with the community.
This site is undertaking a review of the visitor experience program (products, programs and services). We
will work to engage the local industry as these changes occur, make best use of social science and ongoing
visitor feedback and evaluation.
13 | P a g e The Lure of the Klondike - Objectives, Targets and Actions
Objective 1: Review and renew the visitor experience, respond to changing demographics and ensure
relevance in a changing marketplace, based on a renewed visitor experience plan for the Klondike
National Historic Sites.
Objective 2. Enhance the dynamic learning environment and develop opportunities to address visitor
needs.
Objective 3. Develop recreational activities which fit the context of the sites and meet and surpass visitor
needs and expectations.
Objective 4. Increase outreach to connect to Canadians in urban areas and the virtual tourist.
Expected Results:
9
9
9
9
9
9
9
9
85 % of visitors consider the place meaningful to them.
90% of visitors are satisfied with their visit.
50% of visitors are very satisfied with their visit.
The Visitor Information Program confirms that visitors surveyed have learned about the values
that contribute to the commemorative integrity of the Klondike National Historic Sites.
The percentage of Canadians who understand and appreciate the significance of the Klondike
National Historic Sites is increased.
New tourism products for visitors and outreach are developed.
Promotion and marketing are enhanced.
Parks Canada brand and visibility are increased.
Actions
Dawson
Historical
Complex
Former
Territorial
Court House
S.S. Keno
Dredge No. 4
Discovery Claim
•
Explore options with the private sector to provide transportation services to the Goldfields area.
•
As part of new product development, produce a business case to investigate the possible
redeployment of resources to an expanded shoulder season and/or a winter offering.
•
Pursue new recreational opportunities to appeal to different demographics.
•
Create tourism products tailored for the diversity of both existing and emerging visitor markets,
responding to changing needs and expectations of audiences in the context of travel plans and
schedules. This could include pursuing new recreational opportunities to appeal to different
demographics.
•
Link authentic Klondike National Historic Sites stories through history providing opportunities
for enhanced tourism products, experiences and partnerships, illustrating the relevance of the
Klondike National Historic Sites historically and today (examples provided by Yukon Tourism
and Culture).
•
Provide new and enhanced products for visitors and residents to experience, understand and
appreciate the sites, while supporting Parks Canada’s initiative to better connect visitors with
their natural and historic treasures. Review and incorporate ‘best practices’ from other heritage
venues.
•
Create more attractions and opportunities to experience buildings; develop new exhibits and
displays and make further use of Parks Canada properties.
14 | P a g e • Enhance the interpretation of corporate mining.
•
Develop programs, products and partnerships to tell the story of Fort Herchmer and the North
West Mounted Police.
•
Enhance promotion and marketing of Parks Canada products and programs.
•
Improve cross-promotion of parks/sites within the Yukon Field Unit and family of Parks Canada
sites.
•
Continually refine and update the Klondike National Historic Sites website to attract virtual
visitors and provide up-to-date pre-trip information.
•
Develop a user-friendly, pro-active filming package to guide the industry and promote use of sites.
•
Increase exposure for the Klondike National Historic Sites in Parks Canada’s international
marketing to raise awareness of Dawson City and surrounding areas as tourism destinations for
high quality cultural and natural experiences.
•
Create a higher profile and visibility for Parks Canada by enhancing signage and the visibility of
staff not in uniform or period costume. Use this increased awareness of the Parks Canada
presence in Dawson City to promote visitor offers and to increase the visitor’s personal
connection to the Parks Canada network of protected places.
•
Enhance awareness of Parks Canada brand among visitors, potential and actual.
•
Increase accessibility to our stories, themes and artefacts by exploring new technologies, such as
virtual museums.
•
Pursue opportunities with media to “pitch” our stories and enhance awareness and understanding
of the Klondike National Historic Sites.
5.3 THE WORLD COMES TO THE KLONDIKE
This strategy is to address the potential UNESCO World Heritage Site designation of which Parks Canada
is one of multiple participants. Other participants include: Tr’öndek Hwëch’in, other Yukon First
Nations, Dawson City, the Klondike Visitors Association, the Yukon Territorial Government, the Klondike
Placer Miners’ Association and eventually the Government of British Columbia and Carcross Tagish First
Nation. The nomination to World Heritage Site status acknowledges work done by Parks Canada and
others for their ongoing commitment to heritage in Dawson City. This story is all-encompassing and
includes the First Nation stories, past, present and future. A UNESCO World Heritage Site Designation
for Dawson City will raise the profile of the Klondike National Historic Sites, giving us world recognition
and making us a destination to visit. It is a tremendous opportunity to engage a more global audience,
further engage First Nations and share their stories, and create new partnerships.
While in the exploratory phase, the Klondike National Historic Sites and the Yukon Field Unit have the
capacity to work with partners, participating and responding as appropriate. Park Canada’s support would
be limited to in-kind support. If the nomination proceeds, outside sources of funding and in-kind support
would be required to pursue the designation process. The designation would benefit the entire region and
has the potential to revitalize tourism for the Klondike region.
15 | P a g e The World Comes to the Klondike - Objectives, Targets and Actions
Objective 1: Participate and collaborate with key local stakeholders to advance the nomination for
UNESCO World Heritage Site designation.
Expected Results:
9
Parks Canada continues to participate as one of many equal partners on the World Heritage
Designations Steering Committee in developing the nomination for UNESCO World Heritage Site
designation.
Actions
Dawson
Historical
Complex
Former
Territorial
Court House
S.S. Keno
Dredge No. 4
Discovery Claim
•
As part of the steering committee, increase communication and heritage awareness to educate
and allow the community to drive the process and to make informed decisions about the UNESCO
designation.
•
Work with partners to ensure that all stakeholders are represented in the process and that the
footprint of the designation broadly reflects the full range of iconic heritage elements of the
Klondike story.
5.4 PROSPECTING FOR OPPORTUNITIES A financially sustainable operation is the focus of this key strategy. Revenue generation is a significant
element in this strategy; however, it also includes collaborative ventures to decrease operational costs and
strategic approaches to realty management.
Community relations and partnerships will assist in renewing the visitor experience and identifying
opportunities for revenue generation. There are challenges, including the pricing of programs below fair
market value, which cause issues with other tourism operators. Below market value prices are viewed as
aggressively competitive by the local tour operators. Visitor-based revenue is however only one element of
the Klondike National Historic Sites revenue stream.
For Klondike National Historic Sites to achieve a financially sustainable operation, it is imperative that we
fully utilize our built assets to generate revenue and reduce the operational drain from maintaining empty
structures. The site needs to develop or acquire a level of realty management expertise that does not
currently exist. Given the investment required to make many of the structures habitable, both the
community and Parks Canada must be open to innovative arrangements that encourage others to invest in
heritage structures.
Heritage buildings are costly to maintain, especially when unoccupied. Klondike National Historic Sites
have had some success with leasing of heritage structures to generate a revenue stream as well as ensure a
higher level of protection for the asset. There are over 90 heritage structures within the operation
16 | P a g e between Bear Creek Compound and Dawson City Complex NHSC. The site is beginning a process of
evaluation and inventory of the structures that can realistically be utilized by others, and also assessing
the realty instrument that is most applicable in each case.
Prospecting for Opportunities - Objectives, Targets and Actions
Objective 1: Cultivate an atmosphere where by the private sector /non government/government groups
want to approach Parks Canada and know that we are open to new entrepreneurial ideas.
Objective 2. Increase revenue through asset rental, lease, and divestment options.
Objective 3. Increase revenue through increased visitation and initiatives to enhance or develop
programs.
Expected Results:
9
9
9
9
Assets and programs are enhanced.
The use of historic structures is increased.
Revenues are increased.
Collaboration and visibility of Parks Canada is increased within the community.
Actions
Dawson
Historical
Complex
Former
Territorial
Court House
S.S. Keno
Dredge No. 4
Discovery Claim
•
Explore similar pricing for similar offers of service for visitors to Dawson City.
•
Participate with the Klondike Visitors Association in their development of a universal on-line
central point of sales.
•
Pursue opportunities for outside operators in the use and care of Parks Canada buildings and
other heritage resources.
•
Develop and market innovative products.
•
Establish Klondike National Historic Sites building use and occupancy strategy. Explore and
develop partnering opportunities for adaptive reuse of buildings.
•
Actively seek external sources of funding and in-kind contributions to advance programs.
5.5 STEP INTO OUR COMMUNITY AND INTO HISTORY
This strategy is intended to focus on Level 1 and Level 2 cultural resources, recognizing that these
resources connect the people with the wood, water and land. There is a recognized decline in the
condition of heritage assets nationally across the program and due to the extensive number of assets in
the Klondike National Historic Sites, this issue is magnified. This situation creates a further challenge in
encouraging heritage conservation by our partners when Parks Canada buildings are deteriorating at an
increasing rate. Environmental issues such as permafrost and global climate change also contribute to
17 | P a g e affecting building stability. During the life of this plan, the site will need to make difficult decisions to
ensure that the highest priority issues are addressed as the site continues to operate in a sustainable
manner. In the next ten plus years, there are failing structures in Dawson City that will require
decommissioning. Parks Canada needs to ensure that buildings are used throughout their life cycle but
will allow the natural progression of derelict buildings to occur while minimizing the negative impact to
the Dawson City streetscape. It is not Parks Canada policy to replace failed structures with replicas and
when these structures are gone, all that will remain is the recording and documentation that has already
been done. Parks Canada also needs to improve communication and community understanding of the
behind-the-scenes investment.
We will develop an approach to inventory, evaluate and to make a decision about retention or divestiture
of moveable artefacts within the extensive Klondike National Historic Sites collection. Parks Canada’s
current practice of managing objects is not achievable given the size and complexity of the collection. We
will work with colleagues to develop a national policy and approach to address surplus objects, a large
collection of which resides at Bear Creek Compound.
The condition of Dredge No. 4 was rated as poor (red) in the “Klondike National Historic Site State of the
Sites Report” (Parks Canada, 2010), indicating major deterioration of the resources directly related to the
reason for designation that is resulting in significant loss of integrity. Work is required within three years
to prevent further loss of integrity to the wooden structural elements.
Step into our Community and Into History - Objectives, Targets and Actions
Objective 1: Manage Klondike National Historic Sites heritage resources to preserve the integrity and
character within a living community.
Objective 2. Improve communication and community understanding of the behind-the-scenes
investment and operational challenges.
Objective 3. Complete an evaluation of the moveable artefacts to determine which items are core to the
site’s operation.
Objective 4: Improve the red rating of the structural elements of Dredge No. 4.
Objective 5: Utilize buildings through their entire life cycle, and decommission at the end of life cycle.
Expected Results:
Commemorative Integrity rating is improved.
A “Building Use and Occupancy Strategy” is in place and implemented.
Community awareness of behind- the-scenes investment is improved.
Stabilization of the bow of Dredge No. 4 continues and options for the stabilization of the stern
portion of the hull are developed.
9 Buildings are safe throughout entire life cycle.
9
9
9
9
18 | P a g e Actions
Dawson
Historical
Complex
Former
Territorial
Court House
S.S. Keno
Dredge No. 4
Discovery Claim
•
Establish Klondike National Historic Sites building use and occupancy strategy.
•
Explore options creatively to reuse buildings consistent with green building architecture and
cultural resource management standards before undertaking asset reduction.
•
Develop a strategy for the evaluation of moveable artefacts.
•
Articulate a strategy for Level 1 and 2 cultural resources including stabilization and maintenance.
•
Offer special community events at sites (e.g. Christmas open house/skating party, Doors Open,
reunions).
•
Make artefacts more accessible to visitors.
•
Monitor derelict buildings for safety and fire hazard, and dismantle as appropriate.
6. Area Management Approach In addition to the five national historic sites, Parks Canada also owns and manages Bear Creek
Compound. Although not part of the Klondike National Historic Sites, the size and complexity of the Bear
Creek Compound and its importance to the community present management challenges. Bear Creek
Compound is a significant heritage property thematically linked to Dredge No. 4 NHSC. It is a rare
example of an intact industrial mining community. This industrial complex located in the Klondike River
Valley has approximately sixty buildings, thirty structures and thousands of site-specific moveable
resources. Eighteen of the thirty-seven submitted buildings have been evaluated by FHBRO and
designated as “Recognized” structures. Although it is not a national historic site on its own, it is a critical
component of Yukon’s heritage and legacy and highly valued by the local community. Many of the tools,
equipment and artefacts from Bear Creek Compound are directly associated with Dredge No. 4 NHSC and
are considered of national significance.
The area management approach for the Klondike National Historic Sites will ensure that an integrated
approach is taken with respect to Bear Creek Compound. A comprehensive strategy is under development
to allow for Parks Canada’s continued use of the site to support operations while seeking involvement by
external parties for the use and maintenance of the complex. Parks Canada is highly dependent, and will
remain dependent on the Bear Creek Compound for operations in a number of areas over the life of this
management plan including artefact and contemporary storage, and maintenance/restoration activities.
The long term future of Bear Creek Compound depends upon a community-based approach and solution
which sees the involvement of the private sector, non-profit sector and other levels of government,
partnering with Parks Canada in the management, care and operation of the site. New aspects in relation
19 | P a g e to the issues at Bear Creek Compound set this area apart as an area requiring unique management focus
and dialogue.
One of the issues that Parks Canada will be required to address with respect to the UNESCO World
Heritage Site nomination process is Bear Creek Compound. It is widely felt that Bear Creek Compound,
as a complete and intact representation of the corporate mining industry, is a critical component of the
cultural landscape that would make up the UNESCO designation.
The Dawson City community remains strongly supportive of Bear Creek Compound as a part of a living
history. Parks Canada needs to improve communication and community understanding of the behindthe-scenes investment that has taken place at Bear Creek Compound since the facility has been closed to
the public. The community of Dawson City is vocal in expressing the intensity of emotion and passion
that it shares for Bear Creek Compound and its genuine desire to access and use the site and its resources.
Bear Creek Compound - Objectives, Targets and Actions
Objective 1: Engage stakeholders and partners in the protection and presentation of Bear Creek
Compound.
Expected Results:
9 The number of collaborative efforts with stakeholders and partners is increased.
Actions:
•
Develop existing interests and promote opportunities related to the use and protection of the Bear
Creek Compound.
Objective 2. Develop visitor experience, educational and recreational activities which fit the context of
the site and meet and surpass visitor needs and expectations.
Expected Results:
9 New tourism products for visitors and outreach are developed.
Actions:
•
Find opportunities to present Bear Creek Compound through other parties.
•
Continue to include Bear Creek Compound as part of the Dredge No. 4 NHSC story and the gold
story.
20 | P a g e Objective 3: Participate and collaborate with key local stakeholders to advance the nomination for
UNESCO World Heritage Site designation, which includes Bear Creek Compound as an integral element
of the designation.
Expected Results:
9
Parks Canada continues to participate on the World Heritage Designations Steering Committee in
developing the nomination for UNESCO World Heritage Site designation.
Actions:
•
Work with partners to ensure that all stakeholders are represented in the process and that the
footprint of the designation broadly reflects the full range of iconic heritage elements of the
Klondike.
Objective 4. Increase revenue through new mechanisms including asset rental, lease, and divestment
options and/or innovative and relevant visitor experiences offered by others.
Expected Results:
9
Revenues are increased.
Actions:
•
Pursue opportunities for outside operators in the use and care of buildings and other heritage
resources located at Bear Creek Compound.
•
Explore and develop partnering opportunities to develop and market innovative products for Bear
Creek Compound.
Objective 5: Bear Creek Compound is occupied and managed by a multitude of public and private sector
interests who make use of the facility and share in its care and management.
Expected Results:
9
9
The use of historic structures and artefacts is increased.
Visitation offer includes Bear Creek Compound.
Actions:
•
Assess Bear Creek Compound with a view to maximizing opportunities available for the purpose
of protection and presentation by third parties.
•
Develop a strategic plan and a public communication strategy with a long term goal for dealing
with the Bear Creek Compound and the contaminated site.
•
Explore opportunities for public access to Bear Creek Compound.
21 | P a g e 7. Partnership and Public Engagement The support and involvement of stakeholders and partners is essential to Parks Canada’s program
delivery and continued relevance. Engagement and partnering activities ensure that Canadians’ needs
and priorities are clearly expressed to Parks Canada and that these interests inform and influence Parks
Canada’s action and direction. Working with a variety of stakeholders and partners results in new and
expanded opportunities for Canadians to discover and develop a sense of connection to their protected
heritage places. It will take combined efforts to achieve the shared vision for the Klondike National
Historic Sites.
Parks Canada will continue working with the Tr’ondëk Hwëch’in into the future, building on the current
relationship, ensuring that obligations under the Tr’ondek Hwëch’in Final Agreement are addressed and
providing expertise in cultural resource management and interpretation in the management of Tr’ochëk
National Heritage Site. The Tr’ondëk Hwëch’in will continue to be engaged in telling their stories, stories
that are complementary to those told by Parks Canada, and develop/modify programming to ensure that
these stories are woven into the fabric of the other stories told by Parks Canada.
Other key relationships that the Klondike National Historic Sites want to continue, strengthen and build
in the future include the Government of Yukon, Dawson City Museum, City of Dawson, Klondike Visitor
Association, Klondyke Centennial Society, Tourism Industry Association of Yukon, Klondike Placer
Miners Association Yukon Heritage Resources Board, Klondike Institute of Arts and Culture, and the
cultural and heritage industry sector.
It is important that the Klondike National Historic Sites ensure the ongoing engagement of the
community of Dawson. Park Canada will continue to provide support to the Robert Service School
History Fair and the School of Visual Arts / Klondike Institute of Arts and Culture student history and art
projects, as well as to the Writers-in-Residence and Artists-in-Residence programs.
8. Administration and Operations Parks Canada administers the Klondike National Historic Sites under authority of the Historic Sites and
Monuments Act (1985), the Parks Canada Agency Act (1998) and the Canada National Parks Act
(2000). The Yukon Field Unit manages the Klondike National Historic Sites from its administrative office
in Dawson City, which has responsibility for all five sites. The Klondike National Historic Sites are open
year round with visitor interpretive programs being offered daily from mid May to mid September.
In all of its operations, Parks Canada seeks opportunities to be a leader in green operations. Over the
years, internal operations have been evaluated to reduce energy consumption and implement
conservation measures. Improved environmental practices including energy conservation measures,
improved waste management practices and recycling have been put in place. Best practices in
environmental stewardship will continue to be implemented in all operations. This will include finding
further efficiencies in the operational aspects of the Klondike National Historic Sites such as the
consolidation of services (i.e. phone and alarm), reviewing electrical services and exploring office
22 | P a g e consolidation.
To mitigate impacts to the environment and heritage integrity of the Klondike National Historic Sites,
new project proposals are reviewed by a multi-disciplinary team to ensure that all applicable legislation
and policies are adhered to. Environmental impact assessments are also conducted for all projects prior
to the start of any work.
9. References Canada National Parks Act. S.C. 2000. C.32.
Canadian Environmental Assessment Act. 1992, c. 37.
Canadian Environmental Assessment Agency. “ Strategic Environmental Assessment: The Cabinet
Directive on the Environmental Assessment of Policy, Plan and Program Proposals”. 2004
Parks Canada. “Commemorative Integrity Statements National Historic Sites of the Yukon Field Unit Chilkoot Trail NHS, S.S. Klondike NHS, S.S. Keno NHS, Dawson Historical Complex NHS”.
September 3, 1997.
Parks Canada. “Dawson Historical Complex National Historic Site of Canada.
Evaluation of the State of Commemorative Integrity – 2007/2008.”
Parks Canada. “Dawson Historical Complex National Historic Site of Canada
Management Plan”. 2004.
Parks Canada. “Dawson Historical Complex Visitor Experience Assessment.”
April 2007.
Parks Canada. “Discovery Claim National Historic Site Commemorative Integrity Statement”.
October 5, 2000.
Parks Canada. “Dredge No. 4 National Historic Site of Canada. Evaluation of the State of
Commemorative Integrity – 2006/2007.”
Parks Canada. “Dredge No. 4 National Historic Site Commemorative Integrity Statement”.
August 20, 1999.
Parks Canada. “Dredge No. 4 National Historic Site of Canada Management Plan”. 2004.
Parks Canada. “Former Territorial Court House National Historic Site of Canada.
Evaluation of the State of Commemorative Integrity – 2008/2009.”
Parks Canada. “Former Territorial Court House National Historic Site of Canada Commemorative
Integrity Statement”. September 30, 2008.
Parks Canada. “Guiding Principles and Operational Policies”. 1994.
Parks Canada. “S.S. Keno National Historic Site Commemorative Integrity Statement”.
July 7, 1997.
23 | P a g e Parks Canada. “S.S. Keno National Historic Site of Canada Commemorative Integrity
Evaluation.” November, 2001.
Parks Canada. “S.S. Keno National Historic Site of Canada Commemorative Integrity
Evaluation – Assessment of Elements of Commemorative Integrity Rated Poor”.
September 8, 2007.
Parks Canada. “S.S. Keno National Historic Site of Canada Management Plan”. 2004.
Parks Canada Agency. “Corporate Plan 2010-2011/2014-2015”. 2010.
Parks Canada Agency Act, S.C. 1998, c. 31.
Parks Canada Agency. “Klondike National Historic Sites State of the Sites Report”. 2010.
Parks Canada Social Science Unit, Western and Northern Service Centre. “Yukon Social
Science Research.” 2008.
Tr’ondëk Hwëch’in. “Tr’ochëk Management Plan”. 2010.
24 | P a g e Appendix 1 – Dawson Historical Complex NHSC Level 2 Resources
Within the Dawson Historical Complex there are a number of Level II heritage
structures that contribute to the historic streetscape and are owned and
managed by Parks Canada:
British Yukon Navigation Company Ticket Office
Madame Tremblay's Store
Lowe's Mortuary
Oak Hall
Harrington's Store
Third Avenue Complex
West's Boiler Shop
Black Residence
Dr. Brown Residence
Northern Commercial Company Warehouse
Northwest Mounted Police Commanding Officers Residence
Fort Herchmer Jail
Fort Herchmer Stables
St. Andrew's Church
St. Andrew's Manse
Carriage Sheds
Macauley Residence
25 | P a g e Appendix 2 – Klondike National Historic Sites - Nationally Historic Persons and
Events Designated by the Historic Sites and Monuments Board of Canada
Martha Louise Black (1866-1957)
Dawson City, Yukon Territory
Second woman elected as Member of Parliament (1935), prominent Yukon figure
Joseph Whiteside 'Klondike Joe' Boyle (1867-1923)
Bonanza Creek, Yukon Territory
Mining entrepreneur, founded Klondike Mining Company (1904)
Father William Judge, S. J. (1850-1899)
Dawson City, Yukon Territory
Missionary in Dawson during Klondike Gold Rush (1897-98)
James 'Skookum' Jim Mason (Kèsh) (1860-1916)
Carcross, Yukon Territory
Discoverer of first major Yukon gold fields
William Ogilvie (1846-1912)
Dawson City, Yukon Territory
Surveyor, author, Commissioner of Yukon (1898-1901)
Joseph Burr Tyrrell (1858-1957)
Dawson City, Yukon Territory
Explorer, historian with the Geological Survey of Canada (1882-99)
Dawson to Ashcroft Telegraph Line National Historic Event
Whitehorse, Yukon Territory
One of the longest and most remote telegraph lines completed over land
Northwest Territories and Yukon Radio System National Historic Event
Dawson City, Yukon Territory
Pioneer in radio communications over land as well as in the extreme conditions of the
North
Original Gold Discovery / Discovery Claim National Historic Event
Bonanza Creek, Yukon Territory
Gold strike, 1896, that led to Klondike Gold Rush, 1897
Yukon Gold Discovery National Historic Event
Bonanza Creek, Yukon Territory
Gold reported in 1840s, search expanded in 1870s, Klondike Gold Rush in 1897-98
26 | P a g e