Interested in the future of National Heritage Areas or in the bigger issue of partnership management in the National Park Service (NPS)? If so, the proposed legislation to rethink the Blackstone River Valley National Heritage Corridor may be of interest.
In the past, one of the selling points for designating National Heritage Areas was offering a model that was an alternative to a NPS park unit. Within the boundary of a heritage area, the NPS would not own any land, would avoid costly maintenance of historic buildings, and would be able to count on partners and volunteers to make a major contribution to the work. In return, the NPS would be able to tell nationally important stories of industry, agriculture and cultural heritage on a large landscape scale that would otherwise be impossible to imagine. This was certainly the idea in 1984 when President Ronald Reagan signed into law the first national heritage corridor along the Illinois and Michigan Canal. This model was also fresh in Congress’s mind when they created the Blackstone River Valley National Heritage Corridor two years later.
For a quarter of a century the Blackstone River Valley National Heritage Commission, in partnership with the NPS, has managed a 550 square miles corridor that spans two state and 24 communities. The landscape of the Blackstone Valley illustrates an arc of the nation’s industrial history stretching from sites of early industrial innovation to environmental exploitation, then abandonment, and finally regeneration. The mission of the Blackstone Valley Commission included both natural and cultural resource conservation. It boldly tackled issues like water quality, local land use and even leadership training for residents and government officials. The commission was recognized as a model for partnership management of a living landscape.
Despite these successes, the community, political leaders and the NPS seem to have taken a new path and are proposing to create a new National Park unit. A recent NPS Special Resource Study (2011) recommended a more traditional approach – the creation of the Blackstone River Valley Industrial Heritage National Park. The sweeping ideas of the original heritage corridor – partnership management of the valley – have been reduced to NPS staff preserving a collection of industrial heritage sites. And this is not just a study; Congress has introduced legislation to make it a reality. (See SB 1708 and HR 3191).
So why is this happening? One reason is clear just look at the NPS budget for National Heritage Areas. Unlike national park units who have predictable annual funding, the heritage areas funding has been shrinking just as the program has expanded. For the last decade the Blackstone Commission has had to lobby for adequate funding every year, making long-range planning, implementation of multi-year projects, and staff retention very challenging. However, the proposed solution is not necessarily more cost effective. A comparison between the current Blackstone Heritage Corridor and the proposed new Blackstone park unit make a compelling case for the benefits of collaborative management:
Blackstone River Valley National Heritage Corridor encompasses an entire watershed with a broad mandate for the preservation, redevelopment, and interpretation of the regional landscape. The Blackstone Commission has a current annual operating budget of approximately $1 million and 14 full-time employees.
Proposed Blackstone River Valley Industrial Heritage National Park would encompass four historic districts, the Blackstone River and Blackstone Canal with an annual operating cost of $3.5 million not including proposed planning costs, construction, rehabilitation and exhibits at four sites.
With 49 National Heritage Areas from Alaska to Alabama, these numbers are thought provoking. More problematic for the NPS are the implications for management based on partnership, community engagement and working at a landscape scale, rather than the traditional, ownership model.
A 2005 NPS study identified the critical ingredients for the Blackstone River Valley’s’ future success as: (1) strong collaborative leadership to carry forward the vision; (2) an ongoing relationship with the NPS; and (3) secure, sustainable funding. In 2012 two of those critical ingredients may be on the way, but the first and most important one remains uncertain. Just as the NPS’s most recent strategic plan, calls for scaling up its work and promoting large landscape conservation to support healthy ecosystems and cultural resources, one of the best examples of collaborative lived-in landscape management may be headed for a down sizing.
Is this an overreaction? Some of the longtime leaders of the Blackstone Corridor see the new legislation as a positive approach. They point out that the new park unit will have grant funding for continued partnership work in the region and they remain hopeful for the future. Let us know what you think.