CHAPTER FIVE :

Environmental 

Consequences

Impact Topics Considered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Impact Topics Eliminated from Further Evaluation . . . . 87

Methodology for Assessing Impacts . . . . . . . . . . . . . . . . . . . . . . 88

Impact Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
CHAPTER FIVE : ENVIRONMENTAL CONSEQUENCES | 87

National Park Service policy requires that special resource studies be subject to the requirements of the National Environmental Policy Act of 1969, as amended (NEPA) 

and its implementing regulations (36 CFR 1500-1508), and 

Director’s Order #12, Conservation Planning, Environmental Impact Analysis, and Decision-Making (2001), and 

accompanying Handbook. This document also fulfi lls the 

requirements of Section 106 of the National Historic Preservation Act of 1966, as amended (NHPA), and has been 

prepared in accordance with the implementing regulations 

of the Advisory Council for Historic Preservation (36 CFR 

Part 800) and NPS Director’s Order #28: Cultural Resources Management (DO-28) and accompanying Handbook. 

Since a study presents management alternatives at a broad 

level, the EA is similarly broad and the analysis is general 

in nature. Implementation of any action alternative would 

come only after action by Congress, and in the event that 

Congress authorizes the National Park Service to implement an alternative, the fi rst order of business would be a 

general management planning process.

A complete description of the Affected Environment 

and its historical context may be found in Chapter Two: 

Historical Overview and Resource Description. 

Impact Topics Considered

The National Environmental Policy Act requires that 

agencies consider whether a number of different possible 

issues require detailed analysis as impact topics. They cover a wide variety, ranging from air quality to threatened and 

endangered species to socioeconomic conditions. Impact 

topics are resources of concern that could be affected, either benefi cially or adversely, by implementing any of the 

proposed alternatives. Impact topics were identifi ed on the 

basis of federal laws, regulations, Executive Orders, NPS 

Management Policies, 2006, and NPS knowledge of resources. The following impact topics are considered and 

analyzed in this document:

• cultural resources 

• natural resources

• visitor use and experience

• socioeconomic environment

For a detailed description of these resources, please refer to Chapter Two: Historical Overview and Resource Description.

Cumulative Impacts

Cumulative impacts are defi ned as “the impact on the 

environment which results from the incremental impact of 

the action when added to other past, present, and reasonably foreseeable future actions regardless of what agency 

(federal or nonfederal) or person undertakes such other actions” (40 CFR 1508.7). Cumulative impacts are considered for all alternatives, including the no-action alternative.

Impact Topics Dismissed from 

Further Consideration

Air quality: Motor vehicle emissions, industries, agricultural practices, and other inputs that have an effect on air 

quality are not expected to change as a result of any of the 

proposals in this study. 

Hazardous Materials: Implementation of any of the alternatives is not expected to result in exposure of any population to hazardous materials. 

Energy: The action alternatives presented in this document subscribe to and support the practice of sustainable 

planning and design in part by preserving existing sites. 

Although the alternatives would not signifi cantly affect the 

use of energy, fuel consumption may increase from the possibility of increased traffi c to the sites. This increase is negligible, so energy issues have been dismissed from further 

analysis.

Environmental Justice in Minority or Low-Income 

Populations: The proposed actions do not negatively impact minority or low-income populations, who may in fact 

experience negligible benefi cial impacts through increased 

employment provided and education by the action alternatives.

Sacred Sites: No sacred sites have been identifi ed at the 

sites, so the topic has been dismissed from further analysis.

Indian Trust Resources: No Indian Trust resources 

exist at the sites proposed for inclusion, so the topic was 

dismissed.

Public Health and Safety: Implementation of some of 

the proposed actions could potentially benefi t public health. 

The alternatives would preserve agricultural land and open 

space, which would contribute to improved health and recreational opportunities. Providing fi nancial assistance for 
88 | BLACKSTONE RIVER VALLEY SPECIAL RESOURCE STUDY

the preservation, protection, enhancement, and maintenance of resources would improve working conditions for 

employees and the safety of visitors. However, because the 

benefi ts to public health and safety would be minor, they 

have been dismissed from further analysis.

Environmental Consequences

This section assesses the potential impacts of implementing any of the management options in this study on 

the impact topics described above. A description of the 

management options is presented fi rst, followed by a brief 

description of how impacts were determined, a chart that 

defi nes the impact intensities used to measure potential 

impacts, and a table that presents the impact analysis by 

alternative, so that impacts can be compared between management options. The planning team based the impact analysis and conclusions on the review of existing research and 

studies and site reconnaissance.

Methodology for Assessing Impacts

The impact analysis was developed by planning team 

members, who drew on knowledge of current conditions, 

existing literature and studies, information from other 

professionals, and input from the public. As required by 

NEPA, potential impacts are described in terms of type, 

context, duration, and level of intensity. These terms are 

defi ned below.

Type of Impact

Impacts can be benefi cial or adverse. Benefi cial or positive impacts would improve resource conditions while adverse impacts would deplete or negatively alter resources.

Context

Context is the setting within which an impact occurs 

and can be site specifi c, local, or region-wide. Site-specifi c 

impacts would occur at the location of the action, local impacts would occur within the general vicinity of the project 

area, and region-wide impacts would extend beyond the 

study area’s boundaries.

Intensity

Impact intensity is the degree to which a resource would 

be adversely affected. Because level of intensity defi nitions 

(negligible, minor, moderate, major) varies by resource, 

separate defi nitions are provided for each impact topic analyzed. The criteria that were used to rate the intensity of the 

impacts for each resource topic is presented below under 

“impact thresholds”. Benefi cial impacts do not receive intensity defi nitions.

Duration

Duration is a measure of the time period over which the 

effects of an impact persist. The duration of impacts can be 

either short-term or long-term. A short-term impact would 

be temporary in duration and would be associated with construction. Depending on the resource, impacts would last as 

long as construction was taking place. Long-term impacts 

last beyond the construction period, and the resources may 

not resume their pre-construction conditions for a longer 

period of time following construction. Impact duration for 

each resource is unique to that resource and is presented for 

each resource topic.

The following table characterizes the impact intensity, 

or the degree to which a resource may be affected by the 

actions contained in any of the alternatives.

An environmental analysis typically considers the impacts of any proposed change relative to the status quo or 

existing conditions. In evaluating the impacts of the proposed management options in this study, it is important 

to note that the change that suggests the greatest level of 

impact occurs in Management Option 1, the status quo alternative. Management Option 1 describes the current operating circumstances for the Corridor and the conditions 

expected once the Commission expires. This analysis will 

consider the impacts of Management Option 1 both preand post- expiration of the Commission. The pre-expiration 

component of Management Option 1 and the proposals for 

a continued federal presence in the Blackstone River Valley through the designation of an NPS unit in Options 2 

and 3 have similar impacts at slightly different scales. It is 

also important to note that the National Heritage Corridor 

would continue to exist under new management and could 

continue to have an infl uence over natural and cultural resources, the visitor experience, and socioeconomic conditions; however, it would no longer be overseen by a federal 

commission or staffed by the National Park Service.
CHAPTER FIVE : ENVIRONMENTAL CONSEQUENCES | 89

Impact Analysis

Management Option 1: John H. Chafee 

Blackstone River Valley National Heritage 

Corridor

Summary of Management Option

Under this option, no new unit of the National Park System would be created. The Commission would continue 

under its present authorities until it expires at the end of its 

current authorization in October 2011. The National Park 

Service would no longer provide staff to the Corridor.

After the Commission expires, a new management entity, the Blackstone River Valley National Heritage Corridor, Inc., would assume responsibility for managing the 

Corridor. The new management entity would assume many 

of the functions previously undertaken by the Commission 

but would no longer receive operating support and staff 

from the National Park Service.

Natural Resources:

Pre-Expiration: Over the last nearly 25 years, the 

Commission has served as an advocate, coordinator, and 

convener for regional efforts to clean up the Blackstone 

River and improve public access to and use of the Corridor. 

Water quality, public access, and use of the river continue 

to improve. The Commission has also conducted a natural 

resources inventory that enhances local efforts to protect 

the region’s natural resources and prioritize open space acquisition. Historically, those efforts have had a benefi cial 

impact on the Valley’s natural resources.

Post-Expiration: The new management entity for the 

Corridor could continue to perform the roles of advocate, 

Intesity of Impact Natural Resources Cultural Resources Visitor Use & Experience Socioeconomic Resources

Negligible

Impact localized and not 

detectable, or at lowest levels 

of detection.

Impact barely perceptible and 

not measurable. No evident 

consequences, either adverse 

or benefi cial.

Visitors would not detect or be 

affected by changes. Impact 

would be short-term.

Impact on the regional and 

local economy would not be 

measurable.

Minor

Impact localized and slightly 

detectable but would not affect 

overall structure of natural 

community.

Impact would be perceptible 

or measurable, but slight and 

localized. Action would not 

affect character or diminish 

features of eligible site. No 

permanent effect on integrity 

of resources.

Changes would be detectable, 

but slight and short-term. 

Visitors would be aware of 

impacts.

Impact would be barely measurable and affect only small 

sector of economy. Consequences of actions not readily 

apparent

Moderate

Impact clearly detectable; 

could appreciably affect individual species, communities, 

or natural processes.

Impact would be perceptible 

and measurable. Action would 

change a character-defi ning 

feature of a resource, but not 

eliminate integrity.

Changes would be apparent 

and likely long-term. Visitors 

would be aware of impacts and 

would likely be able to express 

opinions about changes.

Impact would be clearly 

measurable and affect a sector 

of local or regional economy. 

Adverse impacts would not 

threaten economic sectors, and 

benefi cial impacts would not 

produce noticeable structural 

shifts.

Major

Impact highly noticeable; 

would substantially infl uence 

individuals or groups of species, communities, or natural 

processes.

Impact would be substantial, 

discernible, measurable, and 

permanent. Adverse impact 

could change a character-defi ning feature making resource 

no longer eligible for National 

Register.

Changes would be apparent, 

severely adverse or exceptionally benefi cial; would 

have important long-term 

consequences. Visitor would 

be aware of the impacts and 

would likely express strong 

opinion.

Impact would be readily apparent and cause appreciable 

shifts in regional and local 

economy, either adverse or 

benefi cial.
90 | BLACKSTONE RIVER VALLEY SPECIAL RESOURCE STUDY

convener, and coordinator. In the absence of federal staff 

and a regular source of operating funds, the involvement 

and infl uence of the Corridor in these efforts could decline. 

The shift in management for the Corridor could slow 

progress in many natural resource initiatives but would not 

eliminate them. The presumed impacts on natural resources 

in the region would continue to be positive, if negligible. 

The actual outcome will depend on the long-term strength 

of the new management entity.

Cultural Resources:

Pre-Expiration: Over the last nearly 25 years, the Commission has served as an advocate, coordinator, and convener for historic preservation, land protection, and Smart 

Growth, all in an effort to infl uence both public and private 

sector support for the resources that underlie the Blackstone River Valley’s national signifi cance. The Commission 

has conducted research, provided planning and preservation assistance, and undertaken demonstration projects in 

support of cultural resource protection objectives. The 

Commission has also supported the development of an 

extensive oral history program. Many of the technical and 

fi nancial resources necessary to support these undertakings 

came directly through NPS programs and staff. Historically, they have had a benefi cial impact on the Valley’s cultural 

resources.

Post-Expiration: The new management entity for the 

Corridor could continue to perform the functions of advocate, convener, and coordinator for these initiatives. It 

could apply to existing NPS programs for assistance. However, in the absence of the NPS professional staff, their 

ability of the new entity to provide assistance to state and 

local agencies and their network of partners would be limited– at least until the management entity develops its own 

capacity for delivering such services. 

Under the new management entity, cultural resource 

protection activities, particularly the oral history initiative and other projects that were previously undertaken by 

Commission staff, could suffer. The presumed impacts on 

cultural resources in the valley would continue to be positive, if negligible. The actual outcome will depend on the 

long-term strength of the new management entity.

Visitor Use & Experience

Pre-Expiration: Over the last nearly 25 years, the Commission has undertaken efforts that have enabled local residents and visitors to understand and appreciate the national 

signifi cance of the Blackstone River Valley. A region-wide 

identity project using a system of logos, signage, and banners unifi es the Valley while highlighting its individual resources. The oral history effort resulted in a video series, 

Along the Blackstone, highlighting different facets of the 

region’s historic and contemporary communities. The presence of NPS interpretive rangers has contributed to the 

creation of a cohesive visitor experience in the Blackstone 

River Valley. The Commission also worked closely with 

state agencies to advance the development of recreational 

facilities (e.g., Blackstone River Bikeway). Historically, 

they have had a benefi cial impact on the valley’s visitor use 

and experience.

Post-Expiration: In the absence of NPS visitor services 

staff, the role of the Corridor would likely shift from being a 

provider of visitor services to being an advocate, convener, 

and coordinator for those who would continue to provide 

those services. The Corridor could apply to existing NPS 

programs and others for funding and assistance to advance 

visitor programming. It could also continue to maintain a 

regional perspective and encourage visitor service providers to operate within a valley-wide context rather than in 

isolation. 

Under the new management entity, some visitor services 

activities could suffer – particularly those that were undertaken exclusively by NPS staff. The presumed impacts of 

this transition on visitor use and experience in the valley 

could be negative, and may be moderate in scope. The actual outcome will depend on the long-term strength of the 

new management entity.

Socioeconomic Environment 

Pre-Expiration: Over its nearly 25-year history, the 

Commission’s efforts have enabled local residents and visitors to understand and appreciate the national signifi cance 

of the Blackstone River Valley. The identifi cation and 

promotion of a regional identity for the Blackstone River 

Valley, as well as the protection and interpretation of the 

valley’s resources have contributed to an improved economic outlook and enhanced quality of life in many valley 

communities. Federal investments in support of Corridor 
CHAPTER FIVE : ENVIRONMENTAL CONSEQUENCES | 91

objectives were leveraged to a signifi cant degree, resulting in public/ private investments in excess of $500 million 

since the creation of the Commission. In many communities, historic mill buildings have been repurposed for use 

as commercial or residential space with the support and 

assistance of Commission staff. Staff members continue 

to work collaboratively with state and local stakeholders 

to address issues associated with sustainable planning and 

development practices, creation of recreational corridors, 

and preservation of important regional resources. Historically, they have had a substantial, benefi cial impact on the 

valley’s socioeconomic environment.

Post-Expiration: The new management entity for the 

Corridor could continue to promote the Blackstone River 

Valley’s regional identity and advocate for the protection, 

interpretation, and development of its natural, cultural, 

and recreational assets. However, with increasingly limited 

federal money to fuel their involvement in local initiatives, 

their ability to leverage additional public and private funds 

could be hampered and their positive impact on the region’s 

socioeconomic environment could be diminished. 

Given suffi cient funds and staffi ng, the new management entity could continue to spearhead regional initiatives that would support and enhance the socioeconomic 

environment, though it is unlikely that it would achieve the 

same scale as its predecessor. The presumed impacts on socioeconomic environment in the valley would continue to 

be positive, if negligible. The actual outcome will depend 

on the long-term strength of the new management entity.

Cumulative Impacts

Pre-Expiration/Post-Expiration: Cumulative impacts 

are similar enough under both scenarios to merit considering them together. Whether under the management of a 

federal commission or another type of management body, 

the National Heritage Corridor is directly or indirectly engaged in any number of initiatives that are undertaken by 

other federal, state, or local agencies, and private enterprise 

that have the effect of supporting of its goals and objectives. A list of regional initiatives may be found in Chapter 

One: Study Purpose and Background.

The Commission presently has the authority to comment on any federal activity that may have an infl uence on 

conditions within the Corridor. The new management entity could seek to fulfi ll a similar function. 

The management entity for the Corridor has and would 

continue to play a moderating role in mitigating the negative impacts that may be imposed by other initiatives in the 

region and in supporting the benefi ts that likewise may be 

derived by other regional initiatives. In this way, the management entity of the Corridor has and would continue to 

limit any negative cumulative impacts.

Management Option 2: Old Slater Mill 

National Historic Site

Summary of Management Option

Under this option, the Old Slater Mill National Historic 

Landmark District would be considered as a potential unit 

of the National Park System. The site would continue to be 

owned by the Old Slater Mill Association (OSMA), though 

NPS would acquire a preservation easement on the property to ensure its long-term preservation. The NPS would 

enter into a cooperative agreement with OSMA in support 

of the operation and management of the site.

NPS would be authorized to provide assistance to industrial heritage resources throughout the Valley and to 

agencies and organizations engaged in the protection and 

interpretation of the Blackstone River and its tributaries, 

Blackstone Canal, and the larger rural landscape as well as 

those working on the development of recreational trails that 

link industrial heritage resources.

Natural Resources

The focus of this alternative is on the Old Slater Mill 

National Historic Landmark (NHL) district and fostering 

an understanding and appreciation of the region’s industrial heritage through interpretation of thematically related 

resources Valley-wide. 

A segment of the Blackstone River runs through the 

NHL district, NPS would work with the Old Slater Mill 

Association (OSMA) to continue to protect both the natural and cultural features associated with this segment of 

the river and would collaborate with others to improve its 

water quality. 

The signifi cance of the river system would be interpreted throughout the Blackstone River Valley in terms of both 

industrial and environmental history. Interpretive themes 

related to the natural resources in the valley would rein92 | BLACKSTONE RIVER VALLEY SPECIAL RESOURCE STUDY

force the efforts of those involved in their restoration and 

protection. 

At the Old Slater Mill site, this management option 

could have a positive, direct impact on natural resource 

protection through actions taken to protect this segment of 

river. Valley-wide, its impact would be positive, moderate 

and indirect. 

Cultural Resources

Old Slater Mill has been maintained and operated by 

OSMA since 1921 and was designated an NHL district 

in 1966. A considerable amount of preservation work has 

been undertaken by OSMA independently and in collaboration with the Corridor and the NPS. 

Under this management option NPS would acquire 

a preservation easement on the Old Slater Mill property 

to ensure its long-term protection and availability to the 

American public. NPS would also continue to provide support for the protection of the character-defi ning features 

of the NHL district. This management option would be of 

positive, long-term benefi t to Old Slater Mill and would 

represent a negligible or minimal impact to the current 

state of the cultural resources there. 

Through its Valley-wide interpretive outreach, this management option could foster continued recognition and appreciation of related industrial heritage resources, thereby 

encouraging their stewardship. This would build upon the 

previous efforts of the Commission and those of the new 

management entity to likewise protect the region’s cultural 

resources. This management option would be of positive, 

long-term benefi t to the region’s cultural resources and 

would represent a negligible or minimal impact to the current condition of the region’s cultural resources. 

Visitor Use & Experience

Old Slater Mill presently offers a regular schedule of 

visitor and school-based programming as well as static exhibits. A visitor center located directly across the street is 

available to orient visitors to the Blackstone River Valley. 

Under management option 2, the National Park Service 

would work with OSMA, the City of Pawtucket, and others to recast the existing regional orientation center as a 

park visitor and education facility. This would offer a more 

intensive orientation to Old Slater Mill and allow for expanded exhibits and programming. Both NPS and OSMA 

employees and volunteers would provide programming at 

the visitor center/ education facility and on-site at the mill 

complex. Visitors would benefi t from an expanded menu of 

programs and activities.

Region-wide interpretation of the Blackstone River Valley’s industrial heritage resources would be similar to what 

visitors presently experience. Printed guides for walking 

tour, signage, and other interpretive media would continue to be maintained in collaboration with the Corridor 

management entity and the communities. NPS ranger staff 

would continue to offer scheduled walking tours, lectures, 

and other events throughout the Blackstone River Valley. 

Under management option 2, there is likely to be a positive, long-term impact on the visitor experience in Pawtucket. Valley-wide, the impact would continue to be positive, but there would be negligible to minimal change to the 

existing condition.

Socioeconomic Environment 

The projected impacts of Management Option 2 combined with the continued existence of the National Heritage Corridor would not have an appreciable impact on the 

socioeconomic environment beyond what is described in 

Management Option 1. 

Cumulative Impacts

On a region-wide basis, the cumulative impacts under 

this management option are likely to be similar to those 

described under Management Option 1. Within the context 

of the Old Slater Mill National Historic Landmark District, 

the contribution of NPS is likely to result in an incremental 

benefi t with regards to the cumulative impacts of multiple 

actors. 

Management Option 3: Blackstone River 

Valley Industrial Heritage National Historical 

Park

Summary of Management Option

This option envisions the creation of a new unit of the 

National Park System that would include specifi c sites and 

districts located in the Corridor. Within the named historic 

districts and/or along the Blackstone River and Canal, certain areas of national signifi cance and NPS interest could 
CHAPTER FIVE : ENVIRONMENTAL CONSEQUENCES | 93

be acquired in full or less-than-full fee by NPS. Acquisition 

would be on a willing seller basis. 

NPS would work collaboratively with a legislatively 

named regional partner and others to support the interpretation and long-term protection of contributing resources 

within the named historic districts and along the Blackstone River and Canal. Through a cooperative agreement 

with NPS, the regional partner would provide assistance 

to that end in the following areas: planning, preservation, 

interpretation, and development. 

NPS would also work with the regional partner to seek 

the interpretation and long-term protection of related resources that are outside of the park’s boundary including 

the Blackstone River Valley’s larger rural landscape and 

remnant industrial villages. 

Natural Resources

The areas of emphasis for this management option include Old Slater Mill Historic Site & Museum in Pawtucket, historic districts in Slatersville, Ashton, and segments 

of the Blackstone River State Park, all in Rhode Island; 

and historic districts in Whitinsville and Hopedale in Massachusetts. The Blackstone River and Canal are also highlighted. All of these locations intersect with rivers, and in 

some cases, reservoirs, within the Blackstone River watershed. 

As feasible, NPS would work with local and state agencies and private enterprise to protect the natural and cultural features of these waterways and to improve their water quality. The signifi cance of the river system would be 

interpreted throughout the Blackstone River Valley both in 

terms of environmental and industrial history.

Under this management option, NPS would work with 

a legislated regional partner (also the management entity 

for the NHC) that would assume the lead in undertaking 

resource protection and rehabilitation projects throughout 

the Valley.

Actions proposed under this management option would 

have a positive, moderate impact on natural resources and 

would encourage their protection valley-wide.

Cultural Resources

As is the case for natural resources, the areas of emphasis for this management option include Old Slater Mill 

Historic Site & Museum in Pawtucket, historic districts in 

Slatersville, Ashton, and segments of the Blackstone River 

State Park, all in Rhode Island; and historic districts in 

Whitinsville and Hopedale in Massachusetts. The Blackstone River and Canal are also highlighted. 

Under this management option NPS would acquire 

a preservation easement on the Old Slater Mill property 

to ensure its long-term protection and availability to the 

American public. NPS may also acquire other key historic 

structures and open space in the areas described above. 

These historic structures and open spaces would be preserved and interpreted in support of the park’s interpretive 

themes. NPS would also continue to provide support for the 

protection of the character-defi ning features of within these 

areas. This management option would be of positive, longterm benefi t to Old Slater Mill and other sites and districts 

associated with the proposed park, and would represent a 

positive impact on the current state of the cultural resources directly infl uenced by NPS ownership and management.

In collaboration with NPS, the park’s regional partner 

would offer preservation support and assistance to industrial heritage resources throughout the Blackstone River 

Valley. This would continue the work already undertaken 

by the existing Commission and would not represent a substantial change from current conditions or practices. This 

collaboration would continue to be of positive, long-term 

benefi t to the region’s cultural resources.

Visitor Use & Experience

Under management option 3, NPS would work with preexisting visitor facilities and museums to offer a uniform 

orientation exhibit that would provide an overview of the 

Blackstone River Valley’s industrial heritage and how to 

experience it. In addition to the orientation exhibits, NPS 

would collaborate with these organizations to offer programs that support the interpretive themes of the park.

Visitors would also be offered information on programming being offered by the park’s regional partner at thematically related industrial-heritage sites throughout the 

Valley.

As in management option 2, NPS could work with 

OSMA to offer an expanded menu of programs and activities. Under this management option, NPS would also develop interpretive facilities and install interpretive media in 
94 | BLACKSTONE RIVER VALLEY SPECIAL RESOURCE STUDY

locations that were previously undeveloped from a visitor 

experience standpoint. For instance, NPS might acquire a 

unit of worker housing at Slatersville or Ashton and develop an interpretive exhibit on the lives of millworkers.

The park’s legislated regional partner would play a substantial role in development of public information about 

the park and related sites throughout the Blackstone River 

Valley. The regional partner would also continue to play a 

substantial role in developing the Valley’s trail network and 

the Blackstone River Bikeway.

Under management option 3, there is likely to be a positive, long-term impact on the visitor experience at those 

locations that had previously been undeveloped from a 

visitor experience standpoint. Access to new facilities and 

interpretive media as well as regularly scheduled NPS 

programs would greatly enhance the visitor experience at 

those locations. Likewise, the potential for a regular NPS 

presence at Old Slater Mill would enable OSMA to serve 

more visitors and offer a broader range of programming.

As in management option 2, Valley-wide the impact 

would continue to be positive, but there would be little to 

no change to the existing conditions.

Socioeconomic Environment 

Like Management Option 2, the projected impacts of 

Management Option 3 combined with the continued existence of the National Heritage Corridor would not have an 

appreciable impact on the socioeconomic environment beyond what is described in Management Option 1.

Cumulative Impacts

On a region-wide basis, the NPS would be closely allied 

with its regional partner and is therefore likely to have a 

greater incremental benefi t in its capacity to infl uence regional activities that may have an impact on the area. Locally, in the context of the sites and districts that would 

compose the park, the NPS contribution is likely to result 

in an incremental benefi t with regard to the cumulative impacts of multiple actors. 

Impact Topic Areas

Management Option 1:

J.H. Chafee

Blackstone River Valley

National Heritage Corridor

Continues to Operate 

Under Current Authorities

Management Option 2:

Old Slater Mill 

National Historic Site

Management Option 3:

Blackstone River Valley

Industrial Heritage

National Historical Park

Natural Resources Negligible, positive, long-term

(largely regional)

Positive, long-term

(largely local)

Positive, long-term

(both local and regional)

Cultural Resources Negligible, positive, long-term

(largely regional)

Positive, long-term

(largely local)

Positive, long-term

(both local and regional)

Visitor Use & Experience Moderate, negative, long-term

(largely regional)

Positive, long-term

(largely local)

Positive, long-term

(both local and regional)

Socioeconomic Negligible, positive, long-term

(largely regional)

Negligible, positive, long-term

(largely local)

Negligible, positive, long-term

(both local and regional)

Cultural Impacts Positive Positive Positive

Figure 14: Summary of Environmental Impacts.