SURGING TOWARD 2026 A STRATEGIC PLAN

Strategic Plan / Introduction • 1 One valley… One history… One environment… All powered by the watershed and so remarkably intact it became the Blackstone River Valley National Heritage Corridor. SURGING TOWARD 2026 A STRATEGIC PLAN

CONTENTS Introduction...... 2 Blackstone River Valley National Heritage Corridor, Inc. (BHC), ...... 3 Our Portfolio is the Corridor ...... 3 We Work With and Through Partners ...... 6 We Imagine the Possibilities...... 7 Surging Toward 2026...... 8 BHC’s Integrated Approach...... 8 Assessment: Strengths & Weaknesses, Challenges & Opportunities...... 8 The Vision...... 13 Strategies to Achieve the Vision...... 14 Board of Directors Action Steps...... 16 Michael D. Cassidy, Chair Appendices: Richard Gregory, Vice Chair A. Timeline...... 18 Harry T. Whitin, Vice Chair B. List of Planning Documents...... 20 Todd Helwig, Secretary Gary Furtado, Treasurer C. Comprehensive List of Strategies Donna M. Williams, Immediate Past Chair from Committees...... 20

Joseph Barbato Robert Billington Justine Brewer Copyright 2017 by Blackstone River Valley Allen Fletcher National Heritage Corridor, Inc. All rights reserved. John C. Gregory 670 Linwood Ave., Whitinsville, MA 01588 Jeannie Hebert 508-234-4242 • BlackstoneHeritageCorridor.org Richard T. Moore Dennis H. Rice Strategic Plan • 1 Introduction The Corridor includes all or some of the In 1986 Congress established the Blackstone River following cities and Valley National Heritage Corridor (the “Corridor”) in towns in recognition of the important historical, cultural and and : natural resources found in the Blackstone River Valley that showcase the Birthplace of the American Industrial Auburn Revolution. Later named after Rhode Island Senator Blackstone John H. Chafee, the Corridor is defined by “lines on Burrillville a map” which generally outline the watershed of the Central Falls Blackstone River. Cumberland As part of the legislation that created the Corridor, Douglas Congress also established the Blackstone River Valley National Heritage Corridor Commission (the East Providence “Commission”). The Commission quickly became Glocester the Corridor’s principal advocate and champion. Its Grafton thoughtful stewardship of the Corridor’s resources has Hopedale built a sturdy foundation for the Valley’s future. The various planning documents the Commission prepared Leicester as part of its program of work (see documents listed in Lincoln Appendix B) have become a sturdy foundation for the Mendon Valley’s future we are building on today.

Millbury In 2014, Congress took the long-awaited and historic Millville step of creating the Blackstone River Valley National North Smithfield Historical Park as the 402nd unit of the (the “Park”). The new Park as authorized Northbridge by Congress will include six nodes throughout the Pawtucket Blackstone River Valley in both Rhode Island and Providence Massachusetts: Slater Mill in Pawtucket, RI, Kelly Smithfield House in Lincoln, RI, Ashton Village in Cumberland, RI, Slatersville in North Smithfield, RI, Whitinsville, MA, and Sutton Hopedale, MA. And of course the Park will make use of Upton the Blackstone River and the Blackstone . Uxbridge Also in 2014 and as part of the legislation that created Woonsocket the Park, Congress provided for an orderly termination Worcester of the Commission. The Commission was never intended to continue in perpetuity, and thus it was with a view toward continuing the Commission’s important work that the Blackstone River Valley National Heritage Corridor, Inc. (“BHC”) was incorporated in 2010 as a nonprofit 501(c)(3) organization. In 2012, the Commission delegated its authority to BHC and the 2014 legislation confirmed the transfer of the Commission’s authority to BHC as the “local coordinating entity.”

2 • National Heritage Corridor BLACKSTONE RIVER VALLEY NATIONAL HERITAGE CORRIDOR, INC. (BHC)

Our Portfolio is The Corridor The Corridor is large. It extends over parts of two states and includes all or part of 25 separate cities and towns (14 in Massachusetts; 11 in Rhode Island). The Corridor’s boundary defines an area of 556.4 square miles following in rough outline the watershed of the Blackstone River and its tributaries. It is home to over 800,000 people from all walks of life.

Numbers alone do not tell the Corridor’s story. The American began at Slater Mill in Pawtucket, RI. The first widespread industrial use of water power occurred along the Blackstone, and the Rhode Island System of Manufacturing was developed in the mills which sprang up along the River and its tributaries. Opportunities for employment offered by these mills attracted hard-working families who built the first ethnically and religiously diverse communities in . The Blackstone River, the and railroads throughout the Valley created a transportation infrastructure which was instrumental in the growth of Worcester and Providence, the second and third largest cities in New England.

We believe that the Blackstone River Valley is much more than the sum of its parts. It is a rough diamond which must be cut and polished before it can be appreciated in full. No single organization acting on its own can accomplish the task, but we know that much can be accomplished when partners share a common vision and work together toward a common goal.

Mission The Blackstone Heritage Corridor, Inc. works with community partners to preserve and promote the Valley’s historical, cultural, natural and recreational resources for current and future generations.

Strategic Plan / BHS-portfolio • 3 There are distinctive qualities to the Blackstone River Valley: • It was the birthplace of the American Industrial Revolution; • It represents the first widespread industrial use of water power in the ; • It was where the Rhode Island System of Manufacturing was developed; • It was the first ethnically and religiously diverse area of New England; and • Its industrial and transportation systems were crucial to the development of the second and third largest cities in New England.

The Blackstone River Valley is one of the Nation’s richest and best preserved repositories of landscapes, structures and sites that recall a neglected era of the American past: the Age of Industry. Thousands of structures and whole landscapes still exist which represent the entire history of the American Industrial Revolution and the complex economic and social relationships of the people who lived and worked here.

4 • Blackstone Valley National Heritage Corridor The Blackstone River Valley is the story of people at work. It is the story of entrepreneurs; of families at work in factories or on farms; of social utopians and labor organizers; of builders of roads, , and railroads; of industrial boom, collapse, and recovery. In particular, it tells a dynamic, graphic story of Man and Nature: how natural and human resources can be wisely harnessed People still live and work in and around the nationally- and cherished; significant historic communities and buildings. The how costly is their Blackstone Heritage Corridor is the real thing, not a thoughtless abuse; fanciful display behind a red velvet rope. Although it and how essential is includes magnificent structures and graceful natural their rehabilitation. and scenic areas, its heart and soul is the story of the genius of the American story of industrial ingenuity. This is an important story to tell. There is no better place to tell it. [Excerpt from Cultural Heritage and Land Management Plan for the Blackstone River Valley National Heritage Corridor, p. iv., 1989]

Strategic Plan / portfolio • 5 We Work With and Through Partners BHC believes in partnerships. In authorizing the new Park, Congress recognized that the National Park Service would need the assistance and perspective of a local coordinating partner. In this regard, BHC and the new Park (symbolized by the Corridor Waterwheel and the National Park Service Arrowhead, respectively) are partners in full. At present, BHC is assisting the National Park Service in planning for the new Park as well as how the Park will relate to the resources of the larger Corridor in which it exists.

Although BHC’s partnership with the National Park Service is important, BHC plays a much broader role in the Corridor as a whole. BHC was formed to continue the important work begun by the Commission in knowing, assisting and promoting all of the wonderful sites and resources throughout the Corridor.

30 Years of Investment & Impacts Over the past 30 years, the Commission/BHC has facilitated meaningful investments in the Blackstone Valley and amassed significant impacts through its work with and through partners. Note that the methods of accurately capturing match are more sophisticated now than they were in previous decades. Therefore, the match and total impacts below are greatly understated.

$10 million invested $22 million matched by state and local governments, nonprofits $32 million in total impacts 84 partners engaged in significant projects

6 • Blackstone Valley National Heritage Corridor WE IMAGINE THE POSSIBILITIES

Although the Park is limited in area and scope, BHC’s portfolio is broad and comprehensive. Over the years, our partners have told us and our predecessor organization again and again that the Valley as a whole is much more than the sum of its parts, and that a holistic and integrated vision of what the Valley might become is of the utmost importance (e.g., “Because the vision is so important to sustaining success, partners have stressed the value of the “keeper of the vision” role played by the [Commission].” Reflecting on the Past, Looking to the Future, p. 66, 2005).

BHC relishes its role as “keeper of the vision.” We take a holistic and integrated approach to the Corridor, and we know that such an approach is of paramount importance if we are to develop a bright and compelling vision for what the Valley might become in the future.

Every great work is created first in the imagination. We imagine a future which will retain and enhance the Blackstone River Valley’s history and culture for residents and visitors alike. We imagine a future in which people from all walks of life will want to work, play and raise their families in the valley. We imagine a future where thoughtful, sustainable economic development is the rule. We imagine a future of clean air and water for the use and enjoyment of all.

We invite you to join us in planning a bright future for the Blackstone Valley.

Strategic Plan / partners-Imagine • 7 SURGING TOWARD 2026

Bhc’s Integrated Approach Assessment: Bringing a vision to life requires determination, patience Strengths & Weaknesses, and hard work over many years. Success comes best Challenges & Opportunities when many turn their attention to a common task. We At the outset of the strategic planning process, the are committed to working with and through our partner Board of Directors, its subcommittees, NPS staff, organizations to make our vision and their respective partners and colleagues were asked to provide their visions a reality. assessment of BHC, as well as to consider what the • BHC promotes partnerships at local, regional, state future holds for BHC. and federal levels to fulfill its mission and use limited Three critical factors are essential for sustaining the resources wisely. network into the future…time, sustainable funding, • BHC acts as an educator and/or facilitator to motivate and sophistication. First, the work of building an independent actions that will fulfill the mission of integrated, stable network of partners takes a BHC and use limited resources wisely. great deal of time. Organizations need time to form partnerships and adjust to working across areas • BHC takes action through specific projects or of interest. Second, securing sustainable sources programs when BHC is the only or most logical leader of funding is a critical factor because this affects to bring about initiation or successful completion an organization’s ability to make long-term project of critical work. This is especially true when those commitments and investments. Finally, the notion of programs or projects require -wide focus. sophistication surfaced as a critical factor. Because the Commission (now BHC) plays a multitude of roles in a complex network system, this requires a high degree of sophistication. Failure to play the right role at the right time with the right partner can greatly reduce the overall effectiveness of the Commission’s (now BHC’s) initiatives and activities. [Reflecting on the Past…p. 53, 2005].

8 • Blackstone Valley National Heritage Corridor Relationship with the National Park Service

• There is a strong historical connection between BHC and NPS.

• There is renewed visibility because of the new Blackstone River Valley National Historical Park.

Strengths • Federal investment in the region continues, although at reduced levels. Reflecting on the critical ingredients and how they interact as a complex partnership system has informed… • Continued partnership with NPS and the new understanding of the Commission (now BHC’s) success to Park will be beneficial for the Corridor and the date. ..the Commission (now BHC) clearly has been a critical watershed in the years to come. driver behind the partner network’s accomplishments, Regional Resources supported by the excellent partnership-building skills of both the Commission (now BHC) and staff, a clear vision and • BHC is putting the Corridor on the map. the ability to articulate that vision, a sincere commitment to public engagement, and funding that leverages other • Over the past decades, the Commission and BHC investments [Reflecting on the Past…, p. 74, 2005]. have created branding and identity for the region, including a regional signage program. Inheritance – BHC has inherited the legacies and responsibilities of the • BHC has and continues to sponsor a wide range of Commission, both of which have important implications public programs. for the Strategic Plan. • There are visible visitor centers throughout the • BHC is the heir to the former federal Commission and the region and, in partnership with others, BHC has designated local coordinating entity for the Blackstone historically and now continues development of a River Valley National Heritage Corridor and primary partner northern gateway to the Corridor in Worcester. of the new Park. Non-Profit Structure

• The heritage landscape of the Blackstone Valley and • BHC’s non-profit status allows for fundraising, hiring its people, past and present, create a compelling story flexibility, and opportunistic action in real time. important to the nation. • It has a dedicated staff with solid ideas and • BHC has inherited collaborations and partnerships from personal connections. the former Commission. • Its centrally-located office better serves the Corridor. • There are strong connections with partners, including state officials in both states, many local jurisdictions • BHC has a great partnership with the NPS leadership. and volunteers. • Representative of that NPS partnership, BHC has • BHC’s leadership convenes a diverse group of public, resurrected and operates the Volunteers-in-Parks for-profit and non-profit organizations for collaboration program which is a major strength for partners. and promotion.

• BHC has a history of catalytic involvement and support for a wide range of organizations and projects.

Strategic Plan / surging • 9 BHC has a vision of how the new Blackstone River Valley National Historical Park will develop. BHC will:

• Share BHC and Commission plans and assessments that were previously required by federal legislation and approved by the Secretary of the Interior. These plans reflect many years of thoughtful planning and documentation, and may be useful to developing the Park or carrying out Park and BHC projects.

• Advocate for the inclusion within a Park boundary the existing, illustrative resources, natural and human- made, that tell the story of “the industrial heritage of the Blackstone Valley,” as specified in the Park legislation, or that protect the context of the story.

• Advocate for funding from the National Park Service to:

» Safeguard previous federal investments in the significant resources in the Corridor;

» Bridge the gap in operating funds until BHC attains sustainability, recognizing it will take 5-10 years for the nonprofit to raise funds from other sources to support operations; and,

» Advocate for the new Park to have sufficient funding to support its development and future operation so it may realize its full potential in a timely manner.

10 • Blackstone Valley National Heritage Corridor Weaknesses Message and Branding One issue that surfaced during the study is the • BHC has a diverse mission, therefore making it uncertainty of annual fund allocations. Although difficult to create a single and direct vision statement the Commission (now BHC) has been successful to satisfy all audiences. over the years in receiving funds for operations and • The Corridor lacks a flagship building or site to implementing its management plan, these funds visually capture audiences. fluctuate and are not considered “base-funded,” meaning that the Commission ( now BHC) begins • There continues to be confusion about the identity of each fiscal year with an uncertain funding amount. BHC and NPS and their respective programs. This hampers the Commission (now BHC)’s ability to plan for and commit to longer-term programs and projects. [Reflecting on the Past…, p. 33, 2005.] Challenges Funding Inheritance • Develop a more reliable funding stream to provide • BHC is widely albeit erroneously perceived to be continuity in programs and operations. adequately funded by the federal government and, therefore, not in need of other sources of funding. • Identify and secure sources of non-federal funding, particularly that which is ongoing and renewable. • BHC is disproportionally dependent on federal funding. • Develop high-quality, relevant and consistent • Project-specific federal/state funding (including funding programming to advance BHC’s ability to secure for high priority projects, such as the Blackstone River funding. Bikeway, riverway access and wayfinding, and visitor center development) has been eliminated. Audience Engagement/Participation

• The federal funding stream has been inconsistent and • Reach new audiences, especially those who are reduced in recent years, creating a challenging and younger, more culturally-diverse, and have special unreliable financial situation. interests.

• Federal funding decreased in FY2016 and further • Identify the region as a tourism destination in a highly decreases are anticipated. competitive field.

• BHC has gone through a challenging cycle over the • Engage the visitor and make outdoor resources (maps, past decades during which the authorization and trash receptacles, picnic areas) friendly and eco- funding for the Corridor underwent several sunsets friendly to inspire greater stewardship of the Corridor and rebirths. resources.

• BHC has been historically viewed as the go-to Partnerships organization for funding, a perspective grown • Support partners to increase their capacity rather than out of the days when the former Commission had to fund their projects. significant funds to underwrite partner projects; that view persists today. • Strengthen and revitalize existing partnerships, and develop new partnerships. Partnerships • Convene diverse organizations in a common focus on • As a result of earlier success in developing and BHC’s mission, including state and federal agencies, spinning off locally-based stewardships, BHC is large nonprofits and municipalities. another non-profit in a context of many other non- profits, all competing for public and private funds to • Encourage state agencies to work with each other sustain themselves. across state lines.

• Many non-profits in Massachusetts and Rhode Island have missions that intersect with BHC’s.

Strategic Plan / assessment • 11 Opportunities Audience Having an effective, sophisticated central hub is • Establish connections among residents, businesses, very important for the growth and maturation government agencies and non-governmental of the partner network. This has emerged as one organizations within the large geographic area that of the most important roles played to date by the constitutes the Corridor. Commission (now BHC) and its staff. Perhaps one of • Promote the Corridor to a large geographic market the most critical aspects of being an effective central (southern New England, New York) that includes a network hub is the collective ability of the Commission population of 26 million with a three-hour drive. (now BHC) and staff to play a multitude of roles in their interactions with partners. Every partnership Organizational Objectives is unique, and part of the sophistication needed to sustain the Commission’s (now BHC’s) partnership • Solicit a variety of federal and state funding, system is the ability to provide different types of foundation grants and corporate support, warranted assistance and levels of support to different partners. due to the size of the region, the relevance of BHC’s [Reflecting on the Past…p. 74, 2005]. work, and the reliability of its organization.

Significant Resources • Incorporate elements of the strategic plan in all of BHC’s work and relationships. • Tell the complete story of American innovation and economic development that occurred within the Valley. • Provide context for fundraising/grant writing and support of partner projects. • Promote the Corridor’s recreational opportunities as they appeal to both residents and visitors who want • Solidify BHC’s relationship with the new Park and NPS to discover the history of the area while enjoying to provide an ongoing federal presence and focus on outdoor recreation. the Corridor and its resources.

• Integrate the pastoral and forested landscape into • Link development and branding of the new Park in a regional history to demonstrate the historic and manner that will benefit the entire Corridor. contemporary connections.

• Create the image of the Corridor as a “one stop” destination to pursue outdoor opportunities, the name and the place people think about when they want some unplugged, outdoor time.

• Advocate for the watershed.

• Continue BHC’s broad programs including events, education and outreach, conservation, restoration of natural resources, economic development and community revitalization, history and cultural interpretation.

12 • Blackstone Valley National Heritage Corridor THE VISION

The Blackstone River Valley National Heritage Corridor (Corridor) is recognized and valued as one of the nation’s richest and best-preserved repositories of landscapes, structures and sites pertinent to the development of American industry. The vitality of the Corridor with its unique community characteristics and healthy environment inspires creativity and promotes economic development and community revitalization. Stewards of the Corridor make conscientious and environmentally-sound decisions while celebrating their shared heritage of innovation. Blackstone Heritage Corridor, Inc. (BHC) is a unifying force that has created a dynamic regional identity and linked interdependent historical, cultural, natural and recreational resources. BHC inspires stewardship by connecting people of all ages and abilities to places, programs and projects. BHC is valued and sustained by those stewards.

Strategic Plan / the vision • 13 Prioritized Strategies to Achieve the Vision [For a comprehensive list of strategies developed by committees, see Appendix C.]

Stewardship Interpretation & Education • Coordinate the implementation of the Massachusetts Heritage • Support the stewardship of • Creatively engage new or non- Areas Legislation, as defined historical, cultural, natural, scenic traditional partners in telling the by MA Chapter 272 of 2010, and recreational resources of the stories of the Corridor. with all state agencies, boards, Corridor. • Work with local, state, and committees and commissions for • Educate the region about the regional tourism partners to planning and projects. value of historical, cultural, promote the historical and • Pursue comparable legislation in natural, scenic and recreational cultural resources of the Corridor. Rhode Island. resources of the Corridor. Marketing & Promotion Natural Resources • Develop the BHC Board of • Create a strong regional identity Directors into a stronger Land Use for historical and cultural fundraising unit to grow a dynamic resources through preservation, • Educate communities about and sustainable funding stream. communication and connections. land use planning, design, and Historic & Cultural controls such as zoning and Resources • Facilitate partner efforts to create design standards that promote goals and marketing strategies for sustainable development Preservation & Stewardship region-wide tourism. compatible with the region’s • Encourage the revitalization of Environmental Stewardship: natural and cultural resources. communities and landscape • Promote and facilitate open space by preserving and repurposing • Share information and data (maps, planning and implementation to historic structures and spaces. information, calendars of events, water quality data). preserve important natural and • Expand BHC affiliations and create cultural resources, working lands, advocacy through peer-to-peer • Promote the development and recreational opportunities. relationships and teamwork. and implementation of a bi-state watershed management action plan.

14 • Blackstone Valley National Heritage Corridor Wildlife Economic Development & Community Revitalization • Protect wildlife habitats capable of supporting native wildlife species, Community Revitalization including unfragmented forest, • Assist communities to retain grasslands, successional habitats, and promote their traditional freshwater wetlands, streams, character, recognize their ponds, lakes, rivers and estuarine historical resources as essential habitats. elements for growth and • Protect and promote corridors revitalization, and celebrate their Water that link critical habitats and cultural diversity. minimize habitat fragmentation. • Facilitate informed decisions • Promote healthy communities regarding alterations of the Air through access to recreation. natural flow of water across the • Protect forest resources which • Advocate for completion of the landscape to safeguard surface absorb and filter air pollutants, Blackstone River Bikeway. water flows and ground water generate oxygen, store great recharge. Economic Development quantities of carbon, and help • Promote watershed-wide low maintain the necessary balance of • Promote the Valley’s resources impact development practices, air components. outside the region to maximize appropriate revision of bylaws economic/tourism impacts. • Promote scientifically-based and regulations, and enforcement green technologies and low- • Encourage the development of regulatory tools for improved impact development techniques of new/improved visitor stormwater management and to reduce energy use and infrastructure, particularly water quality protection. minimize harmful emissions accommodations. from residential, agricultural, • Encourage investments in commercial and industrial intermodal transportation systems operations. to support economic growth. Recreation Agriculture • Develop trail linkages to form an • Encourage protection of land that easily-accessible, inter-regional is currently farmed. and inter-state network that can be used for many activities, including • Protect large blocks of biking, hiking, cross-country unfragmented forestland and skiing, walking, bird-watching, implement appropriate forest photography, horseback riding, management. fishing and hunting.

• Complete development and promote the future maintenance of the Blackstone River Bikeway and other regional trail systems; establish bikeways or bike routes along tributaries.

Strategic Plan / strategies • 15 Action Steps to Implement the Strategic Plan Since the designation of the Corridor in 1986, the Commission has created and BHC carries forward an extraordinary foundation of partnerships and accomplishments on which to build over the next decade. The Action Steps delineated below provide BHC with the direction for continued success.

1. BHC will use the mission-area 4. BHC will expand existing 7. BHC will focus on its other strategies listed on the previous partnerships and cultivate new important story: the Blackstone pages and in Appendix C to ones by: Valley was the first ethnically develop future work plans, and religiously diverse area of • Expanding its unprecedented budgets, partner support, New England, and perhaps the partnership with NPS; and funding requests, paying country, according to the Cultural particular attention to the • Expanding its partner network Heritage and Land Management priorities in underlined. through ongoing public Plan. The Corridor includes an engagement; important resource in Roger 2. BHC will inspire a diverse Williams National Memorial, audience of all ages and abilities • Building partner and network located in Providence, as well as to embrace the mission of BHC capacity; other underutilized sites. BHC and actively participate and invest • Encouraging new leaders; and will expand this interpretation in its fulfillment by: throughout the region and reach • Fostering stewardship by • Offering more and constantly out to an audience that reflects promoting the BHC’s broad changing programming; the ethnicity and diversity of the vision. Valley. • Increasing public relations 5. BHC will transition from giving efforts; 8. BHC will create and execute non- partners funding to do projects binding and non-controversial • Developing closer ties with to giving partners funding to Community Compacts: cities and towns; and, increase their capacity, especially small, under staffed and under • Reiterating each city or town’s • Expanding branding/identity. resourced groups. participation in the Corridor; (Update/refresh Corridor signage, riverway access and 6. BHC will advocate for the • Documenting their acceptance wayfinding). inclusion of existing, illustrative of the goals and strategies of resources, natural and human- the new strategic plan; and, 3. BHC will expand the relevance of made, within the Park boundary its mission to a larger audience, • Demonstrating their that tell the story of American reaching beyond the geographic willingness to balance resource industrial heritage, as specified boundaries of the Corridor when conservation and growth. in the Park legislation, or that necessary. For example, the protect the context of the story. upper reaches of the Blackstone River watershed, while not included in the Corridor, have reasons to participate in certain environmental initiatives, as does a group like Save the Bay. From expanding the relevance, new advocates for BHC can emerge.

16 • Blackstone Valley National Heritage Corridor 9. BHC will advocate for funding 10. BHC will become a self-sustaining nonprofit by: from the National Park Service to: a. Becoming a membership organization. • Safeguard previous federal b. Selecting members for the Board of Directors who will: investments in significant resources in the Valley; • Value BHC’s mission;

• Bridge the gap in operating • Commit to raising funds for the organization; funds until the nonprofit attains • Adhere to appropriate ethical standards; and, sustainability, recognizing it will take 5-10 years to raise funds • Be willing to commit the necessary time for Board activities. from other sources to support c. Create permanent working committees that meet regularly to continue operations; and, the work of the strategic plan subcommittees, and recommend work • Advocate for the new Park plans for BHC’s annual budget process. to have sufficient funding to d. Adopt a five-prong approach to sustainability by generating support its development and support from: future operation so it can realize its full potential in a • Foundations timely manner. • Corporations

• Federal and state agencies

• Fundraising

• Program income

e. Establish endowment fund accounts in Massachusetts and Rhode Island to provide sufficient annual operating capital. Begin funding the endowment with a multi-year capital/special purpose campaign.

f. Increase staff to expand programming that will attract and inspire a greater audience; increase staff to improve fundraising efforts.

Strategic Plan / action steps • 17 Appendices A. TIMELINE

Public Law 99-647 • Created the Blackstone River Valley National Heritage Corridor including 20 cities and towns in Massachusetts and Rhode Island. • Created and defined the composition of a federal commission to operate the National Heritage Corridor. • Required the Commission to prepare a management plan within one year. • Provided authorization of $250,000 for the subsequent five years to implement the management plan. • Stated the purpose of the designation of the Corridor: “That for the purpose of preserving and interpreting for the educational and inspirational benefit of present and future generations the unique and significant contributions to our national heritage of certain historic and cultural lands, waterways and structures within the Blackstone River Valley in the States of Massachusetts and Rhode Island there is hereby established the Blackstone River Valley National Heritage Corridor. It is the purpose of the Act to provide a management network to assist the States of Massachusetts and Rhode Island and their units of local government in the development and implementation of integrated cultural, historical, and land resource management programs in order to retain, enhance and interpret the significant values of the lands, waters, and structures of the Corridor.” 1986, November 10

1989, October 1990, October 18 1993, April 1996, November 12 1997, October Cultural Heritage & Public Law 101-441 Revision to Public Law 104-333 Natural Resources Land Management • Authorized the Cultural • Expanded the Corridor Inventory and Plan for the additional financial Heritage & Land by adding the towns of Assessment Blackstone River investments Management Plan Burrillville, Glocester, Valley National in the National Leicester and Smithfield. Heritage Corridor Heritage Corridor • Extended the • Management of $350,000 “each authorization for plan prepared, year in which the funding to 2006. submitted to the Commission is in Governors of existence.” • Increased funding to $650,000 per year. both states, and • Authorized approved by the “$1 million in • Authorized development Secretary of the demonstration funds for a total of $5 Interior. funds for years million for the years 1991, 1992, and 1996, 1997, and 1998. 1993, to remain • Required the available until Commission to prepare expended.” a natural resources inventory and to update the present management plan to include the expanded geography.

18 • Blackstone Valley National Heritage Corridor February Boundary Study Final Report • Recommended expansion of the Corridor to include Auburn and a larger portion of The Next Ten Years, Providence. An Amendment Reflecting on the to the Cultural Past, Looking to the September Blackstone River Heritage and Land Future The Commission Valley National Management Plan voted to transfer • Sustainability Heritage Corridor, its activities and • Prepared by the Study Report Inc. , a nonprofit resources to the Commission and by the National corporation, Blackstone River Valley approved by the Park Service was created as a BHC develops a National Heritage Secretary of the Conservation Study successor to the new Strategic Plan – Corridor, Inc., (BHC). Interior. Institute. Commission. Surging Toward 2026. 1998, February 12 2005 2010 2012 2016

1999, November 29 2006, October 12 2011 2014 Public Law 106-113 Public Law 109-338 Blackstone River BHC receives its first federal funding since • Renamed the • Increased the size Valley Special 2012 and hires its Executive Director and staff. Corridor to honor of the Commission Resource Study December 14 – Public Law 113-291 Senator John H. and quorum • Prepared by the • Transferred the authority of the Commission Chafee of Rhode required. Commission and to the “local coordinating entity.” Island, a staunch the National Park • Required an update advocate for the Service (Northeast • Extended the authorization for funding to of the management environment Region/ 2021. plan. and historic Office, Park • Expanded the Corridor boundaries to a total preservation: The • Extended the Planning and of 25 cities and towns. John H. Chafee authorization for Special Studies). Blackstone River funding to 2011. • Created the new Blackstone River Valley Valley National National Historical Park, with purposes that • Required a Special Heritage Corridor. include “to support and enhance the network Resource Study. of partners in the protection, improvement, • Increased funding management, and operation of related to $1 million. resources and facilities throughout the … National Heritage Corridor.” • Provided development funds of $10 million for the years 2006 to 2016.

Strategic Plan / appendices • 19 B. List of Planning Documents Completed to Date Cultural Heritage and Land Management Plan for the Reflecting on the Past, Looking to the Future, a Technical Blackstone River Valley National Heritage Corridor, Assistance Report to the John H. Chafee Blackstone River 1989, approved by the Secretary of the Interior. Valley National Heritage Corridor Commission, 2005.

Natural Resources Inventory and Assessment, 1997. Blackstone River Valley Special Resource Study, 2011, recommended the designation of a new National The Next Ten Years, An Amendment to the Cultural Historical Park. Heritage and Land Management Plan, 1998, approved by the Secretary of the Interior, identified with specificity the theme to be interpreted in telling the story of American industrialization.

C. Comprehensive List of Strategies From Committees More than fifty people participated in the development of the strategies that follow, each with expertise in one or more of the BHC mission areas. While it is recognized that the number of strategies is sizable, it must also be noted that the subcommittee members felt strongly that each was important and should become part of the BHC Strategic Plan. Each subcommittee also voted on the most important strategies in each area, and those are listed at the beginning of each section and are underlined.

Stewardship • Promote recycling and repurposing with all state agencies, boards, instead of trashing waste. committees and commissions for • Support the stewardship of the planning and projects. historical, cultural, natural, scenic • Kindle stewardship - Inspire young and recreational resources of the people to become stewards of the • Pursue comparable legislation in Corridor. Corridor. Rhode Island.

• Educate the region about the value • Increase the understanding of Historic & Cultural Resources of historical, cultural, natural, BHC’s mission and work through Preservation & Stewardship scenic and recreational resources optimized brand identification to of the Corridor. reach audiences. • Encourage the revitalization of communities and landscape • Develop the BHC Board of Directors • Advocate for the inclusion within by preserving and repurposing into a stronger fundraising unit to a Park boundary the existing, historic structures and spaces. grow a dynamic and sustainable illustrative resources, natural funding stream. and human-made, that tell the • Expand BHC affiliations and create story of American Industrial advocacy through peer-to-peer • Share information and data Heritage, as specified in the Park relationships and teamwork. regarding the significant resources legislation, or that protect the in the Corridor. • Assist in the planning, context of the story. documentation, research and • Expand BHC’s relevance and • Encourage new and active restoration of historical and cultural programming to a wide, diverse stewards to assist BHC as resources (including archival audience of all ages and abilities. members and donors. and museum collections, oral • Promote a culture of sustainable traditions), and encourage a region- • Coordinate the implementation choices and an ethic of long- wide database of such resources. of the Massachusetts Heritage term care for our valley. Inspire Areas Legislation, as defined • Expand the skill sets of partners residents to care about where they by MA Chapter 272 of 2010, and build capacity to optimize live. resources.

20 • Blackstone Valley National Heritage Corridor Interpretation & Education Marketing & Promotion • Coordinate the implementation of the Massachusetts Heritage • Creatively engage new or non- • Create a strong regional identity Areas Legislation, as defined by traditional partners in telling the for historical and cultural MA Chapter 272 of 2010, with stories of the Corridor. resources through preservation, all state agencies, boards, communication and connections. • Work with local, state, and regional committees and commissions for tourism partners to promote the • Facilitate partner efforts to create planning and projects. historical and cultural resources of goals and marketing strategies for • Pursue comparable legislation in the Corridor. region-wide tourism. Rhode Island. • Expand storytelling and traditions • Support and promote cultural • Promote stewardship, including a throughout the Corridor using institutions. culture and ethic of long term care curricula and other creative • Invest in diverse communication for our natural resources. programs. strategies that reach the widest • Educate the region about the • Introduce new innovative methods audience possible. value of the natural resources – and technologies. • Identify strategic events and educational, economic, public • Develop interpretive and collaborate with partners to promote health, historical, etc. educational strategies to engage a historical and cultural resources. • Make outdoor resources (maps, broader audience. Environmental Stewardship trash receptacles, picnic areas, boat • Increase universal accessibility • Share information and data (maps, launches, solar chargers, solar- to the Corridor’s historical and information, calendars of events, powered trash compactors, etc.) cultural sites by encouraging water quality data). user-friendly and eco-friendly to physical improvements and more inspire stewards of the resources. open hours. • Promote the development and implementation of a bi-state watershed management action plan.

Strategic Plan / appendices • 21 Natural Resources • Educate landowners and the • Engage community volunteers general public about the value in water quality monitoring and Land Use of and the need for responsible assessment activities in the • Educate communities about stewardship. region and work to ensure the land use planning, design, and information is accessible, shared • Encourage regional planning controls such as zoning and and used by local officials and the to protect shared natural and design standards that promote general public. cultural resources and promote sustainable development intercommunity cooperation. • Advocate for invasive species compatible with the region’s control measures. natural and cultural resources. Water • Promote stream and river • Promote and facilitate open space • Facilitate informed decisions protection Corridors in the planning and implementation to regarding alterations of the natural Blackstone River watershed. preserve important natural and flow of water across the landscape cultural resources, working lands, to safeguard surface water flows Wildlife and recreational opportunities. and ground water recharge. • Protect wildlife habitats capable • Promote new development that • Promote watershed-wide low of supporting native wildlife is compatible with the traditions impact development practices, species, including unfragmented and character of the region, does appropriate revision of bylaws forest, grasslands, successional not adversely impact natural and regulations, and enforcement habitats, freshwater wetlands, and cultural resources, avoids of regulatory tools for improved streams, ponds, lakes, rivers and fragmentation of resource and stormwater management and estuarine habitats. animal corridors, provides a water quality protection. variety of residential housing • Protect and promote corridors options, and minimizes sprawl. • Reduce and eliminate point and that link critical habitats and non-point source pollution to minimize habitat fragmentation. • Support adaptive reuse of preserve and enhance the quality • Encourage municipal and regional existing infrastructure and of the region’s surface and planning for the protection of developed sites. ground waters. wildlife habitats. • Identify and protect important • Support opportunities to • Improve and restore degraded natural and cultural resources from remediate legacy sediment aquatic and terrestrial habitats. adverse development impacts contamination within the watershed. • Identify, reuse and revitalize • Prioritize the protection of state and federally-listed wildlife historic districts, village centers • Support resiliency efforts to species and habitats that have and buildings, including mills, protect against the effects of been identified as having the civic buildings and residences. climate change. greatest conservation needs. • Promote the designation, • Ensure adequate supplies of • Support efforts to protect cold enhancement and protection water that will balance the needs water fisheries. of scenic roads and viewsheds, of human, wildlife and plant life greenways and blueways. populations. • Encourage public education and outreach efforts focused on the • Promote conservation and • Encourage residents to Corridor’s wildlife and wildlife development techniques and understand the interrelationships habitats. policies that protect water quality of human activities and water and supply. quality and quantity through Air education and outreach. • Minimize pollution of all • Protect forest resources, which types through site design and • Promote community resiliency by absorb and filter air pollutants, technology. minimizing development within generate oxygen, store great the 100-year flood plain. quantities of carbon, and help

22 • Blackstone Valley National Heritage Corridor maintain the necessary balance of • Complete development and • Connect the Corridor’s communi- air components. promote the future maintenance ties with recreation Corridors. of the Blackstone River Bikeway • Promote scientifically-based green • Foster economic development and other regional trail systems; technologies and low-impact activities that promote outdoor, establish bikeways or bike routes development techniques to reduce nature-based recreation. along tributaries. energy use and minimize harmful • Ensure that information about rec- emissions from residential, • Maintain, improve, and expand reational opportunities is easy to agricultural, commercial and outdoor recreational activities find, up to date and comprehen- industrial operations. • Educate all generations on the sive, including information about • Encourage land use planning value of outdoor, nature-based restrooms and accessibility. and design that will lower recreation and encourage a • Advocate for use and establish- harmful emissions and prevent conservation ethic that leads ment of recreational opportunities air quality degradation. to promotion and protection of without negatively impacting the these resources. • Reduce dependence on private integrity of the resources. automobiles and foster alternative • Work to designate National • Combine environmental means of transportation, such Recreation Trails within the and recreational access with as walking, bicycling, and use of Corridor. opportunities to interpret the public transportation. • Maximize access to recreational resources including the current • Protect fish and wildlife habitats opportunities for all residents of surrounding and historical from air pollutants. the Corridor through thoughtful landscape. land use planning and design. • Encourage the development and Economic Development & use of renewable energy. • Promote safe and convenient Community Revitalization water access and water trails Recreation Community Revitalization for boating, paddling, fishing, • Develop trail linkages to form an swimming, skating, and simply • Assist communities to retain easily-accessible, inter-regional enjoying the natural beauty of the and promote their traditional and inter-state network that can be region’s lakes, streams, and rivers. character, recognize their used for many activities, including historical resources as essential • Advocate for invasive species biking, hiking, cross-country elements for growth and control measures such as water skiing, walking, bird-watching, revitalization, and celebrate their craft washing stations. photography, horseback riding, cultural diversity. fishing and hunting. • Promote healthy communities through access to recreation.

• Advocate for completion of the Blackstone River Bikeway.

• Encourage community pride and volunteerism.

• Encourage and promote the restoration of historic sites; support preservation and reuse of existing resources.

• Encourage Walkable Communities through the development of connected networks of sidewalks, trails and greenways.

Strategic Plan / appendices • 23 Economic Development sustainable and non-traditional • Encourage the adoption and agriculture, and promoting enforcement of state and regional • Promote the Valley’s resources agritourism through Farm-to- food safety policies. outside the region to maximize Table and farmers’ markets. economic/tourism impacts. • Encourage support of agricultural Agriculture operations through fiscal and land • Encourage the development use policies. of new/improved visitor • Encourage protection of land that infrastructure, particularly is currently farmed. • Promote scientifically-based accommodations. green and renewable energy • Protect large blocks of sources and energy conservation • Encourage investments in unfragmented forestland and as an integral part of agricultural intermodal transportation systems implement appropriate forest operations. to support economic growth. management. • Encourage the start of new • Communicate and coordinate • Advocate the use of local foods agriculture operations and the current news regarding economic by local restaurants, grocery continuation of existing farms by activities in the region. stores and institutions, including new generations. schools and hospitals. • Promote seasonal events. • Promote agritourism and • Educate residents of the • Encourage niche economies. agritainment activities. Blackstone River Valley and the • Support locally-grown and surrounding region about the locally-produced products, value of local foods and their and locally-provided services production. Facilitate easy access by engaging communities in to those foods. local agriculture, advocating for

24 • Blackstone Valley National Heritage Corridor LIST OF BLACKSTONE HERITAGE CORRIDOR, INC. PARTNERS Congressional Delegation Northbridge, MA East Providence Historical Smithfield Land Trust Senator Ed Markey, MA Pawtucket, RI Society Stadium Theatre Senator Jack Reed, RI Providence, RI Sustainable Tourism Senator Elizabeth Warren, MA Smithfield, RI Environmental Council of RI Planning & Development Laboratory Senator Sheldon Whitehouse, RI Sutton, MA Family Resources Community Action Sutton Historical Society Congressman David Cicilline, RI Upton, MA Friends of Tower Hill Botanical Garden Congressman Joseph Kennedy, III, MA Uxbridge, MA Glocester Heritage Society The Trustees of Reservations, Congressman Jim Langevin, RI Woonsocket, RI Glocester Land Trust Cormier Woods Congressman Jim McGovern, MA Worcester, MA Upton Historical Society Canal District Association Grafton Historical Society Uxbridge Historical Society Federal Agencies Quinsigamond Village Grafton Land Trust Association Greater Worcester Land Trust Valentine Whitman House US Army Corps of Engineers Grow Smart RI Walk Bike Worcester US Dept. of Agriculture Hanaway Blacksmith Shop Waters Farm US Dept. of Housing and Urban Non-Government Hearthside House Willard House & Clock Development Organizations Historic New England Museum US Environmental Protection Agency American Antiquarian Hopedale Historical Society US Geological Survey Society Leicester Historical Society Watershed Council US National Park Service American-French Genealogical Society Lincoln Land Trust Worcester Chamber of Commerce Appalachian Mountain Club, Little Red Shop Museum State and Regional Agencies Worcester Cultural Coalition Worcester Chapter Mass Audubon Society, Governor Charlie Baker, MA Arnold House Broad Meadow Brook Worcester Historical Museum Central MA Regional Planning & Salisbury Mansion Asa Waters Mansion Massachusetts Bicycle Commission Worcester Tree Initiative Audubon Society of RI Coalition MA Cultural Council Blackstone Bikeway Patrol Metacomet Land Trust MA Dept. of Transportation Blackstone Headwaters Millbury Historical Society Educational MA Executive Office of Energy & Institutions Coalition Moffett Mill Environmental Affairs Blackstone River Coalition Museum of Work & Culture Anna Maria College MA Historical Commission Blackstone River Theatre Neighborworks Blackstone Assumption College Governor Gina Raimondo, RI Blackstone River River Valley Becker College RI Dept. of Environmental Watershed Assoc. Northbridge Historical Management Blackstone River Watershed Society Bryant University RI Dept. of Transportation Council/Friends of the Northern RI Chamber Clark University RI Division of Planning Blackstone of Commerce College of the Holy Cross RI Economic Development Blackstone Valley Northern RI Chapter of Community College of RI, Corporation Chamber of Commerce Trout Unlimited Lincoln RI Historical Preservation & Heritage Blackstone Valley Old Slater Mill Assn. Higher Education Consortium Commission Cemetery Network Pawtucket Foundation of Central MA Blackstone Valley Preservation Massachusetts Johnson & Wales University Cities, Towns and Historical Society Preservation Society of MCPHS University Neighborhood Blackstone Valley Pawtucket Providence College Organizations Paddle Club Preservation Worcester Quinsigamond Community Auburn, MA Blackstone Valley Preserve Rhode Island College Blackstone, MA Sugaring Assn. Providence Preservation Rhode Island College Burrillville, RI Blackstone Valley Society Rhode Island School Tourism Council Central Falls, RI Quaker Meeting House of Design Burrillville Historical & Cumberland, RI RI Canoe/Kayaking Assn. Tufts University, Cumming Preservation Society Douglas, MA RI Coalition for School of Veterinary Burrillville Land Trust East Providence, RI Transportation Choices Medicine Chase Farm Glocester, RI RI Historical Society University of Massachusetts Chestnut Street Grafton, MA RI Labor History Society Medical School Meetinghouse and Hopedale, MA Worcester Polytechnic Cemetery Assn. RI Rivers Council Leicester, MA Institute Cumberland Land Trust Riverzedge Arts Project Lincoln, RI Worcester State University Daniels Farmstead Save the Bay Mendon, MA Foundation, Inc. Sierra Club, RI Chapter Millbury, MA Discover Central Mass. Smith-Appleby House Millville, MA Douglas Historical Society & Museum/ Historical North Smithfield, RI E. N. Jenckes Store Society of Smithfield

Strategic Plan / Introduction • 25 e pik 90 rn To Lowell National Tu

Historical Park s 95 tt se u NEWTON h ac Northborough ss Ma 122 190 495 Sudbury 9 Reservoir To Boston Paxton 290 122 Southborough Lake A Cochituate Indian 30 WELLESLEY 9 128 Lake Assumption College 12 SHREWSBURY NATICK MOOSE HILL 56 FRAMINGHAM UMass WILDLIFE WORCESTER Medical Center Regatta Point 90 NEEDHAM MANAGEMENT American Antiquarian Society State Park 135 Worcester AREA Old Leicester Worcester Polytechnic Institute Art Museum 9 Airfield Becker College Westborough Worcester Historical Museum 20 Worcester Elm Park Worcester EcoTarium 140 27 Regional Mechanics Hall Mass. College Airport State College Lake City Hall of Pharmacy and Health Sciences Quinsigamond Coes Union Ashland 16 9 Station Quinsigamond Tufts University 9 Becker College Reservoir State Park School of Veterinary Medicine 95 (Leicester Campus) Clark University 122 12 Cherry College of the Valley Holy Cross Dover Burncoat 30 Pond Leicester Visitor Willard House Sherborn Center Q and Clock Museum u Broad Meadow Brook i n 126 LEICESTER Wildlife Sanctuary s ig North Grafton a 495 Hopkinton Cedar Meadow m o Pond Quinsigamond n B d l Village t Gr a Whitehall e ea 90 e t c R Westwood C GRAFTON tr e k d i Reservoir S a v r S s w t e a o in mp r a 27 n Stoneville M 12 e 56 Hassanamisco t s 109 Grafton Common UPTON e Reservation 290 W

MILLBURY STATE

AUBURN

FOREST Holliston

Auburn Indian R Armory Village 16 Rochdale iv Burying Ground e Millbury r 290 Old Millbury 122 NORWOOD P 90 Common &W Medfield R a 85 20 il ike Bramanville ro np ad UPTON Tur Farnumsville West s 56 395 Upton ett West 122 Upton us Wilkinsonville A MASSACHUSETTS ch sa Millbury as 146 Saundersville 1 M Millis Singletary Fisherville Bl 140 To Springfield ac Pond ks Armory National to Historic Site n 126 e Upton Rockdale R State Forest 20 iv Sutton e 12 r 109 Walpole JOHN H. CHAFEE ke pi Cha s Medway rn Northbridge MILFORD rle Tu Sutton Riverdale W Center R r Charlton State Forest The Little Red Shop ive e SUTTON 27 s al t Draper Mill r Purgatory Chasm NORTHBRIDGE t

en

C State Park Plummer’s Landing

Hopedale

Plummer

Sutton State Forest

140

Corner

Whitins Lookout R West White City i

Oxford West Sutton Pond 122 v Hill Rock e

r Dam 16 HOPEDALE Whitinsville 495 Goat Hill Lock Mendon il 1A ra Whitin Machine Works T e Waters Farm Blackstone River in Linwood kl 395 and Canal Heritage n ru Manchaug Lackey State Park T d Rogerson’s Village n ) Manchaug Pond la d g se Pond Manchaug Mills Crown & Eagle Mill Nipmuck n o Blanchard E p 95 North Uxbridge w ro Pond e p

r Quarry N ( e Cornet John Farnum House Rivulet n v Bellingham 140 r i e

R Village th East Wheelockville u o d S Douglas for 16 MENDON d Mum FRANKLIN

a Capron Park M 140 o Uxbridge r l i i E.N. Jenckes Store Museum 16 P l a 146 & l Quissett Hill Wildlife R W

Whitin Management Area Lake

W R Foxboro

Reservoir Pearl

& a Wrentham

i P l

DOUGLAS r

o Daniels Farm

a R d i Douglas Quaker v Chestnut Hill Meeting e

16 r

Meeting House 126 House Dudley Webster STATE East Blackstone BLACKSTONE RIVER VALLEY Friends Meeting House r Lake DOUGLAS MILLVILLE e v 122 i Chaubunagungamaug R 121 BLACKSTONE 7 UXBRIDGEMuseum of THE LAST GREEN VALLEY FOREST s Work and Culture Millville er Mansfield Triad Bridge et P MASSACHUSETTS Ironstone 146 Mammoth 98 A Blackstone Mill Ruins 140

CONNECTICUT CONNECTICUT Millville Lock 1A

W Richardson Farm Blackstone World War II NATIONAL HERITAGE CORRIDOR a l Cold State Park Ballou Cemetery 495 l Gorge u MASSACHUSETTS Spring Blackstone Heritage and Meeting House m Bi-State

Corridor Office RI Park Site Round Top Park

RHODE ISLAND Museum of Work To Fishing Area MASS 197 Plainville L and Culture National l BUCK HILL a rai k Seashore T e BLACK HUT Slatersville Diamond Hill State Park e in 98 Diamond Hill kl ) MANAGEMENT Centennial Park Harris Hall n ed Forestdale Union 114 ru os MANAGEMENT Woonsocket Falls Reservoir Directions T p AREA Village ro Slatersville p ( Friends Diamond Hill d Reservoirs n Meeting WOONSOCKET To River Bend Farm in a 100 102 l r g AREA House NORTH n Spring e E BURRILLVILLE v Uxbridge: Take Mass. Lake i 146 Bla 120 R 104 c Nasonville k ATTLEBORO s w A Arnold Mills 146 to exit for Mass. 16. e t Wilson o Cumberland N 5 n

e Reservoir Hill Follow Mass. 16 east to 146 n r h White Mill Park c R e Harrisville n Manville Mass. 122. Take Mass. 122 h a i 122 t r v 120 B u The Assembly e north and turn right onto o Bridgeton r

S NORTH SMITHFIELD Albion

126 Hartford Avenue. Turn Bridgeton Car Barn Fort Wildlife Refuge Bridges CUMBERLAND Oakland 104 West right onto Oak Street. Pascoag 295 123 Thompson 102 Albion Primrose Woonsocket The farm is on the left. Lake GEORGE Pascoag 7 Reservoir Reservoir Mapleville Blackstone River WASHINGTON Sucker No. 3 Pond State Park To Museum of Work and MANAGEMENT NATIONAL HERITAGE CORRIDOR Kelly 114 1 ATTLEBORO Culture in Woonsocket: House 116 Ashton The Monastery Take R.I. 146 to exit for AREA Quinnville CONNECTICUT Casimir Pulaski Bryant Preserve Berkeley R.I. 104. Follow R.I. 104 Memorial State Park College Lime Rock 123 44 Bowdish G north for two miles. North Gate Toll House Quarry r Hawkins Reservoir e a Ann & Hope Mill Museum is on right at 42 Pond t 95

Chepachet LINCOLN South Main Street. West Ro William Blackstone Memorial Park Glocester Job Armstrong Store 123 a Blackstone River Theatre Brown and Hopkins Country Store Stillwater Great Road d Lonsdale Acotes Hill 5 Historic District To Blackstone River State Valley Falls Marsh DURFEE HILL Scotstun 44 Stillwater Park Visitor Center: Town Forest Smith-Appleby MANAGEMENT Reservoir 116 House Valley Falls Valley Falls Heritage Park Take I-295 north. Visitor AREA Smith and Sayles Central Reservoir Georgiaville Saylesville Falls Pierce Park and Riverwalk center is located on I-295 Pond Landing Phillips Farm SMITHFIELD

d Jenks Park and Cogswell Tower between exits 9 and 10 in a

o Spragueville

r Lincoln, R.I. l Ponaganset Harmony

i Georgiaville

a Reservoir GLOCESTER CENTRAL FALLS R West Waterman Keech Greenville 295 W Pond 102 Reservoir Slater Mill To Blackstone Valley &

P J&P Coats Visitor Center in Paw- Mill Complex 114 Slater Greenville Moshassuck Pawtucket Memorial tucket: From I-95 north Powder W 15 River Town Landing Park Alexander Killingly RHODE ISLAND o take exit 28. Turn left 44 Mill Ledges o Lake Pond n onto School Street. At Wildlife Refuge a PAWTUCKET s S q e first light, go straight u 146 e Slack a k

t 44 o through intersection and Reservoir u

North Burial n 101 102 c

101 k Ground k down the hill. At next

e Providence

Rhode Island R t College College i light, turn right onto Blackstone v 114 e A Park r Roosevelt Avenue. Visitor

Historic resources of the new 5 PROVIDENCE 6 R National Memorial center parking lot is the 395 Blackstone River Valley National Historical Park 6 i v Rhode Island 44 Blackstone River State Park e Waterplace Park John Hunt House first left. From I-95 south N School of Design r o Brown University Old Slater Mill /S o John Brown House 44 take exit 29. Bear right North Slatersville Historic District R.R. Station M 195 a R.I. Historical Society Library Ashton Historic District in onto Fountain Street, then S Blackstone River, Whitinsville Historic District t right onto Exchange Street. Blackstone Canal, Hopedale Village Historic Distric E and the a At light take left onto s Blackstone River Bikeway Blackstone Heritage Corridor Visitor Centers: t To Cape Cod 10 Scituate P EAST National Seashore Roosevelt Avenue. Visitor Pawtucket Visitor Center ro B Reservoir v a Lock Kelly House/Blackstone River State Park i y center is on the right at 295 d PROVIDENCE Museum of Work and Culture 1 e 195 14 n B the end of the block. 0 1 5 Kilometers c i River Bend Farm at Blackstone River and Canal Heritage State Park e k

Information e Blackstone Heritage Corridor Visitor Center at Worcester p 95 R 0 1 5 Miles 5 i a v t 14 e h r

The Blackstone River Valley National Heritage Corridor Auburn, MA Hopedale, MA Providence RI Blackstone, MA Leicester, MA Smithfield, RI Burrillville, RI Lincoln, RI Sutton, MA Central Falls, RI Mendon, MA Upton, MA Cumberland, RI Millbury, MA Uxbridge, MA Douglas, MA Millville, MA Woonsocket, RI East Providence, RI North Smithfield, RI Worcester, MA Glocester, RI Northbridge, MA Grafton, MA Pawtucket, RI Water Powered! BlackstoneHeritageCorridor.org