Business Enterprises for Sustainable Tourism Education Network
Think Tank VI: “Corporate Social Responsibility for Sustainable Tourism”
University of Girona, Spain 2006
“Stakeholder
Involvement, Culture and Accountability
in the Blackstone Valley: A Work in
Progress”
Authors: Robert Billington, Ed. D.,
Veronica Cadoppi, MBA, and Natalie
Carter
Institution:
Sustainable Tourism Planning and
Development Laboratory - Blackstone
Valley Tourism Council, Inc.
Introduction:
N/A
Methods: Case
study research
Findings:
Following its historical rise and fall,
America’s first industrialized polluted
landscape garnered federal and local
support to remedy its near destruction.
Today, the Blackstone Valley is a
pragmatic example of translating theory
into practice.
The Blackstone
Valley Tourism Council, since its
inception in 1985, has applied
determined leadership, innovation and
commitment to its mission and innovative
sustainable tourism principles in its
work. This dedication to its
destination, aligned with principles
from the World Tourism Organization
(2004), United Nations Environmental
Programme & World Tourism Organization
(2005), and National Geographic Society
(2006), has led the way for the
Blackstone Valley to become a
sustainable tourism destination.
The Tourism Council
has worked to preserve and enhance the
Valley’s environment, respect the
socio-cultural authenticity of the local
communities, and provide economic growth
to all stakeholders. Social
responsibility from all sectors of the
community have lead the Valley to find
its direction, follow its vision and
share it with others along the way
(Billington & Manheim, 2002).
The Blackstone
Valley Tourism Council continues to
fulfill the vision of sustainable
tourism through the Sustainable Tourism
Planning and Development Laboratory. The
Laboratory’s purpose is to share the
Tourism Council’s experience in
developing planned sustainable tourism
with local, regional, state, provincial
and worldwide tourism leaders, and
community stakeholders seeking to
develop viable and successful
destinations.
Application of
results: (1) Best practices to be
refined or replicated, and (2)
Participation in the Sustainable
Planning and Development Tourism
Laboratory
Conclusions:
From America’s first industrialized and
polluted landscape evolves the
Sustainable Tourism Planning and
Development Laboratory, a transformative
learning initiative that prepares and
encourages key decision makers and
shapers to effectively design a
sustainable vision for their respective
communities. One of the essential
outcomes of the Laboratory experience is
the creation of a Tourism Development
Plan to guide its sustainable tourism
efforts.
Through the laboratory and other
essential outreach projects, the
Blackstone Valley Tourism Council
continues to serve as a catalyst for
sustainable tourism supported by
community and corporate collective
consciousness.
References:
Billington, R.D.
(1999). Building bridges of peace,
culture & prosperity through sustainable
tourism. In R. W. Blanchard and G.D.
Praetzel (Ed.), Third Global Conference
- International Institute for Peace
through Tourism. Regeneration of an
industrial landscape through tourism –
The Blackstone River Valley of New
England (p. 74). New York: Niagara
University.
Billington, R. D.
(2004). Federal leverage attracts
private investment at US heritage sites:
A case study. International Journal of
Heritage Studies, 10(4), 349-359.
Billington, R.D. &
Manheim, P. (2002). Tourism in Asia:
Development, Marketing, and
Sustainability. In K. Chon, V.CS Heung &
K. KF Wong (Ed.), Fifth Biennial
Conference. Creating sustainable tourism
development - The Blackstone Valley
National Heritage Corridor - America’s
First Industrialized Valley: the role of
leadership - Creativity, cooperation and
commitment (pp. 25-33). Hong Kong:
School of Hotel and Tourism Management.
Blackstone Valley
Tourism Council. (1992). Blackstone
River Valley Rhode Island: Regional
comprehensive tourism plan 1992 for the
communities of Pawtucket, Cumberland,
Central Falls, Woonsocket, North
Smithfield, Glocester, Burrillville,
Lincoln and Smithfield. Pawtucket, RI:
Author.
Blackstone Valley
National Heritage Corridor. (2006). John
H. Chafee Blackstone River Valley
National Heritage Corridor: What’s a
Corridor? Retrieved February 10, 2006.
Dodds, R. & Joppe,
M. (2005, June). CSR in the tourism
industry? The status of and potential
for certification, codes of conduct and
guidelines. Study prepared for the CSR
Practice Foreign Investment Advisory
Service Investment Climate Department.
Fraser, B.W. (2005,
February). Corporate social
responsibility. Internal Auditor. 41-47.
Henderson, H.
(2005). Socially responsible practice
have business seeing green. Journal of
Financial Planning, 16.
Henderson, D.
(2005). The role of business in the
world of today. Dual responsibilities of
NGOs: market and institutional
responsibilities and ethics. Journal of
Corporate Citizenship,17, 30-32. London:
Greenleaf Publishing.
National Geographic
Society. (2006). National Geographic
Center for sustainable destinations:
About geotourism. Retrieved February 10,
2006, from
http://nationalgeographic.com/travel/sustainable/about_geotourism.html
Ritchie, J.R.B. &
Crouch, G.I. (2003). The competitive
destination: A sustainable tourism
perspective. Oxon, UK: CABI Publishing.
Rodwell, R. (2006,
January 21). Social responsibility moves
up the agenda companies are realizing
the value of adopting core principles
following much corporate disgrace
[Electronic version]. South China
Morning Post Publishers, Ltd.
Rypkema, D.D. (2006,
Winter). Economics, sustainability, and
historic preservation. Forum Journal,
20(2), 27-38.
Shultz, C. (2001, April). The Blackstone
River’s industrial evolution. Yankee
Magazine, 65(3), 64-79, 146-147.
Society of American Travel Writers.
(1995). Phoenix Award to Robert D.
Billington: For outstanding
accomplishment in conservation and
preservation.
Travel Industry
Association of America. (2006). Economic
Impact of Domestic Travel on the
Blackstone Valley at Rhode
Island/Massachusetts in 2004. Research
Department. Washington D.C.: Author.
United Nations
Environment Programme & World Tourism
Organization. (2005). Making tourism
more sustainable: A guide for policy
makers. Paris, France and Madrid, Spain:
Authors.
Wade, J.A. (1999).
Students as environmental change agents.
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Hospitality Management, 11(5), 251-255.
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ethics for tourism. Thirteenth WTO
General Assembly: Resolution. Santiago,
Chile: Author.
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from
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INTRODUCTION
“The Blackstone
River, that runs through the heart of
the Valley has carried enormous waves of
prosperity, hope and the dreams of
generations. It has also seen
disappointment and despair as its waters
carried away the textile industry to
other shores. But today, that has all
changed thanks to the marvelous
restoration and reclamation projects”
(J. Reed, US Senator, personal
communication, April, 12, 2006).
The Blackstone River Valley is located
in New England, the northeast corner of
the United States. It is the home of
over 500,000 people living in
twenty-four cities and towns throughout
454 square miles of land in the
watershed of the Blackstone River. It is
the first industrialized river valley in
the North American continent. It's where
the American Industrial Revolution was
launched and a business-manufacturing
model expanded to transform the United
States into an industrial world power.
Millions of immigrants came to the
Valley in search of the American dream.
Yet, after 150 years of immigration,
economic growth and success, the
Blackstone Valley experienced a brutal
economic and social downturn bringing
high unemployment, empty factories and
homes, a decline in resident's morale,
and a heavily polluted river. In 1982
the unemployment rate was at a high of
14%.
From the organization of people with a
dream and need to survive, emerged
leadership, corporate social
responsibility, and a vision of tourism
development as an instrument to
regenerate the Blackstone Valley
communities by working to become a
destination of interest to visitors.
This innovative approach led to a drop
in unemployment, an improved
quality-of-life, and return of
pride-of-place. Thoughts of sustainable
economic change arose. Billington (1999)
noted that “a Valley-wide systematic
regeneration” (p. 74) surfaced in the
1980’s looking for what the Valley once
had had: a robust economy and strong
community values. Assisting with the
turnaround, the US Congress recognized
the national significance of the
Blackstone Valley by establishing the
Blackstone River Valley National
Heritage Corridor Commission (BRVNHCC)
in 1986. This commission was designed to
support, protect and celebrate the
Birthplace of the American Industrial
Revolution. The emerging Blackstone
Valley as a visitor destination needed
the national imprimatur to help tell its
significant story to the world.
Likewise, President Clinton declared the
Blackstone River an American Heritage
River in 1998. The story of the
Blackstone Valley is one of dynamic
change. After almost 40 years of
significant economic, environmental,
socio-cultural and historical
degradation, thoughtful tourism
development and a new approach to
corporate social responsibility emerged
in the Blackstone Valley to transform
this once proud, then desecrated
landscape, into an interesting place to
live, work and visit. Today the
Blackstone Valley is a viable
destination and a role model in
sustainable tourism management
(Blackstone River Valley National
Heritage Corridor, 2006; Billington &
Manheim, 2002; Billington, 1999).
Here is its story, and how leadership,
commitment and social awareness, in
collaboration with city, state, and
federal governments and thoughtful
corporations, have been working to
transform the Blackstone River Valley
into a laboratory where successful
sustainable tourism practices are
implemented and shared, and can be
modeled to shape destinations around the
world.
HISTORICAL BACKGROUND
The Blackstone River Valley takes a
fundamental place in the history of the
United States because it is where the
American Industrial Revolution started,
changing its landscape and transforming
life in this nation. The 46-mile long
Blackstone River flows north to south,
from Worcester, Massachusetts to the top
of Narragansett Bay, in Pawtucket, Rhode
Island. The importance of the Blackstone
River arises in its power and energy
produced by the 438 feet drop in
elevation and its naturally winding
path. Only the Niagara River drops
faster on the North American continent,
making the Blackstone a naturally
powerful river for industrialists to
harness their water-powered machinery.
The Blackstone Valley attracted over
1,000 textile factories and resulted in
the construction of dams, water power
structures, canals, locks, and complete
villages including commercial and social
centers (Blackstone River Valley
National Heritage Corridor, 2006).
Providence, capital of the State of
Rhode Island, is located a few miles
south of Pawtucket, where the first
successful cotton-spinning mill in
America was constructed. In the late
18th century, Providence businessmen
expanded their China Trade shipping
endeavors, which had a key role in the
industrialization of the Blackstone
Valley.
For thousands of years the pristine
waters of the Blackstone River were home
for several species of fish, such as
Atlantic salmon, shad, and alewives,
coming north up the Narragansett Bay
from the Atlantic Ocean. The Nipmuck,
Wampanoag and Narragansett Indians
migrated along the banks of the
Blackstone River. Likewise, European
settlers arrived to the Blackstone
Valley in 1635, building farms and
villages along the Blackstone River and
using its waters for fishing, drinking
and basic gristmills.
This small village scenery was altered
in 1790, when Samuel Slater, an English
immigrant brought to the Valley his
experience as an apprentice in an
English cotton-spinning mill. At that
time, most of this new country worked in
agriculture, and textile goods were
produced in the home, so Slater’s
knowledge of waterpower and mechanized
spinning became an opportunity for him
to develop the textile industry and to
make his fortune. Slater was able to
reproduce the British cotton spinning,
roving and carding machines he had used
as an apprentice in Belper, England,
thereby giving birth to the America's
Industrial Revolution; and with it the
sense of corporate social
responsibility.
Simultaneously, Eli Whitney invented the
cotton gin, eliminating the
time-consuming dilemma of handpicking
seeds out of cotton. This event, in
conjunction with Slater’s system of
labor and manufacturing being used
throughout the nation, generated
interest in the cotton industry from the
South. Consequently, this initiated the
explosion of the textile industry and
economic independence in the United
States.
In 1792, Slater constructed the first
dam across the Blackstone River to
manage its flow and to power the
waterwheels for the factory that was to
become the first successful water
powered cotton-spinning mill in America
a year later. Samuel Slater developed
what was later known as the Rhode Island
System of manufacturing: constructing
complex and complete villages for
families coming to work in the textile
mills built along the Blackstone River.
Corporate social responsibility, as
understood at that time, created a way
of living never seen before in America.
Families lived in houses built by the
mill owners, attended corporate built
churches, made purchases at
corporate-owned stores, and sent
children to school on Sunday to keep
them occupied on their one day off.
Private enterprises were growing as
vehicles for economic development. The
more factories that were built, the more
families came to America to work. This
pattern of development in the Blackstone
Valley sustained itself well through the
1940’s. This rapid expansion and
consumptive style of development
eventually paved the way for economic
disinvestments and depression.
While encouraging economic growth, the
textile industry had severe damaging
impacts on the environment of the
Blackstone River. Beginning with the
construction of Slater's mill, private
businesses built forty-five dams in the
Blackstone River to power their mills
over the next 150 years. As they
searched for financial growth, they
disregarded the sustainability of the
region and the health of the River. This
could be viewed as corporate
irresponsibility, however more than
likely, no one was conscious of the
negative impact these acts had on the
Blackstone River. The emerging age of
American industrialization attracted
workers from all over the world. This
movement expanded from Rhode Island to
New England and later to the rest of the
United States, changing its agricultural
economy to an imposing industrial
economy. In the 1860’s, the need for
American men to fight in the of the
Civil War encouraged the textile
industry further creating more
opportunities for employment in the
mills in the Blackstone Valley.
In the 1930’s inexpensive, reliable
electrical power and low-cost
unorganized labor encouraged factories
to abandon the Blackstone Valley and
move south, as they sought more
efficient ways to manufacture their
products. The exodus continued through
the 1940's and to some extent continues
today. This mass departure left empty
deteriorating mills, a polluted
landscape and discouraged communities.
The Blackstone Valley was confronted
with increasing unemployment and
demoralized residents that had a
distinct lack of respect for their
river. By the 1950’s, the Valley had
lost its morale, its identity and its
vision (Blackstone River Valley National
Heritage Corridor, 2006; Billington &
Manheim, 2002).
The rationale behind business, as
traditionally understood, does not
support the commitment of corporate
enterprises to broadly accepted social
and environmental objectives (Henderson,
2005). This self-centered corporate
behavior was one of the main
contributors to the deterioration of the
Blackstone River Valley. In order to
achieve sustainable development, which
implied not only reaching to the
economic dimension, but also to the
socio-cultural and environmental
aspects, there was an imperative need
for corporations to voluntarily be
responsible for all stakeholders
involved in their operations (customers,
employees, and investors), and to focus
on improving the quality of life of
local residents and visitors (Dodds &
Joppe, 2005; Rodwell, 2006; Fraser,
2005; Henderson; 2005). Likewise, the
World Tourism Organization (2001)
considered that all stakeholders in
tourism development, including the
public and private sectors, have
mutually dependent duties in the
individual and community growth of
tourism. Regenerating the Valley
required businesses to redefine their
role and mission, as well as their ways
of operating.
REVITALIZATION AND SUSTAINABILITY
The Blackstone Valley was tired, abused
and depleted. It needed a way out of
high unemployment, abandoned mills, and
a deteriorating quality of life. No
promotional roadmap, developed by either
the state of Massachusetts or Rhode
Island, included the Blackstone Valley
as a destination. Public policy makers
were indifferent to the difficulties the
Valley was enduring. In response,
leadership and corporate social
responsibility were a priority
subsequently emerging from within the
ailing community.
In the 1970’s, signs of sustainable
development began to emerge. Project
ZAP, a locally based community
initiative, turned out 10,000 residents,
as well as corporate and government
leaders to begin the clean up of the
Blackstone River. In addition, other
state and federal environmental
initiatives such as Earth Day, the
creation of the US Environmental
Protection Agency, and the establishment
of the US Clean Water Act emerged, to
begin the regenerative work to clean up
the Blackstone River. The state of Rhode
Island was asked to analyze the creation
of a linear park along the river’s banks
in the 1980’s. Because the Blackstone
River flowed through Massachusetts and
Rhode Island, this project required
bi-state collaboration: Rhode Island and
Massachusetts would have to jointly
clean up the river and subsequently
consider developing public recreational
land along the banks of the Blackstone
River to insure its restoration for
future generations. In view of this, and
in recognition of the historical
significance of the area as the
“Birthplace of the Industrial
Revolution”, Congress established the
Blackstone River Valley National
Heritage Corridor as a unit of the
National Park Service to manage the
cultural, historical and natural
resources of the Blackstone River Valley
in 1986. According to Rypkema (2006),
economic development can be shaped in
many ways, such as industrial
employment, job security and waterfront
development. Yet, historic preservation
and downtown revitalization are the only
two ways to achieve economic and
community development concurrently.
Therefore, the Blackstone Valley by
implementing this course of action is
being preserved to tell its story to the
world.
As the Valley embraced 24 communities in
over 400,000 acres of land, where
500,000 residents lived and work, the
United States needed an efficient way to
manage and interpret this challenging
landscape. They applied a new type of
historic and land preservation
management system for the United States
called a National Heritage Corridor.
Through this mechanism, the National
Park Service would work collaboratively
with both states and their communities
but it would not own or manage land or
buildings. Therefore, redevelopment and
restoration projects would have to be
undertaken by state, city or private
entities, with the National Park Service
providing coordination, technical
assistance, financial support and
national distinction to the region.
The vital characteristic of the new Act
provides that a top-down management
framework from the federal government is
prohibited. Instead, the Act is based on
two principles: leadership from above
and leadership from below. This
principle has today more strength than
ever (Blackstone River Valley National
Heritage Corridor, 2006; Billington &
Manheim, 2002).
This federal legislative Act was
important to give local leaders of the
Blackstone Valley a way to assist in
preservation and protection of the lands
along the banks of the river and to
obtain resources to encourage economic
development, while maintaining and
enhancing the character of the Valley:
its environment, culture, aesthetics,
heritage, and the well-being of its
residents. These are the principles
later defined by the National Geographic
Society and the United Nations World
Tourism Organization (National
Geographic Society, 2006; World Tourism
Organization, 2004). This was a new form
of legislation in the United States; it
assisted two states and 24 cities and
towns to work together with a common
planning mechanism, with technical
support, and financial assistance from
the National Park Service.
The US Department of Interior appointed
a nineteen-person Commission to
supervise and direct this partnership.
The Commission’s responsibilities are to
(1) operate within the community; (2)
improve the quality of the river; (3)
preserve the history of the Valley; (4)
support the diverse cultures and
traditions; (5) develop interpretative
programs about the Valley and; (6)
integrate and encourage quality economic
development. Regeneration was based on
the community needing to work together
and corporations recognizing and
managing their social responsibility
(Blackstone River Valley National
Heritage Corridor, 2006; Billington &
Manheim, 2002; Schultz, 2001).
PLACE MAKING: A COMPREHENSIVE TOURISM
DEVELOPMENT STRATEGY
A wide strategy to plan, develop and
promote tourism in the Blackstone Valley
began with the incorporation of the
not-for-profit organization, the
Blackstone Valley Tourism Council, and
the development of a business plan for
tourism improvements in nine of the
Valley communities located in Rhode
Island. Despite many skeptics, the
Council initiated an innovative tourism
development vision in the industrialized
Blackstone Valley in 1985. In support to
this vision, the state of Rhode Island
designated the Blackstone Valley Tourism
Council as the regional tourism
development agency for the Northern
Rhode Island Tourism District. The
Council was responsible for tourism
development in the cities of Pawtucket,
Central Falls and Woonsocket and the
towns of Cumberland, Lincoln,
Smithfield, North Smithfield, Glocester
and Burrillville. Much to the surprise
of many private businesses and public
officials, tourism development in the
Valley began to display results and
signs of interest from visitors.
Comprehensive planning continued a year
later, in 1986, with the creation of the
Blackstone River Valley National
Heritage Corridor Commission to achieve
the macro objectives the US Congress
defined that same year. These goals
embraced education, land-management
planning, historic and heritage
preservation, environmental protection,
and respect for the socio-cultural
authenticity of the local communities
(Billington, 2004).
Even though tourism was a emerging in
the Valley, the National Heritage
Corridor modeled the strategies of
sustainable tourism development created
and applied by the Tourism Council as a
way to efficiently accomplish the
objectives defined in its master plan.
This is, to reinvigorate the Valley’s
purpose, identity and direction.
The first step towards transforming the
Valley was to create a framework to
encourage and promote socially
responsible practices among
corporations, consumers and communities.
The Blackstone River Valley Heritage
Corridor Commission had to encourage
residents and businesses to act
responsibly and to prioritize a
long-term return on investment instead
of short-term economic benefits, which
could support harmful and wasteful land
use. Building a sense of social
responsibility among residents was
essential in order to regenerate the
Valley. The community had to understand
that the Blackstone River could be
reborn. America’s first polluted river
had to be cleaned up so that residents
could be proud of it. Since the 1970’s
with the original river Project ZAP,
each year state and national initiatives
have been successful in the cleanup of
the Blackstone River. At least one
hundred thousand automobile tires have
been removed from the river and
estimates indicate that it will take ten
more years to clean up the river to a
moderate level for swimming and fishing.
Community leaders have attracted
hundreds of residents to work on
Blackstone River cleanup projects each
year and cleanup efforts continue to
take place today (Blackstone River
Valley National Heritage Corridor, 2006;
Billington & Manheim, 2002; Billington,
2004).
In 1992, the Blackstone Valley Tourism
Council created the Regional
Comprehensive Tourism Development Plan
for Rhode Island’s Blackstone Valley,
which was consistent with other
state-mandated plans for economic
development, low-income housing,
heritage preservation and industrial
development in the Blackstone Valley.
This plan promoted synchronized
Valley-wide economic development, while
preserving its important industrial
heritage, factory-rich landscapes,
socio-cultural diversity, and enhancing
a highly degraded environment
(Billington, 2004). In respect to
tourism planning, Patrick Kennedy, US
Congressman, stated, “the Blackstone
Valley Tourism Council has worked to
inspire private and public investment,
and renewed sense of pride in the
Blackstone Valley” (personal
communication, April 16, 2006). The plan
pointed the direction for public and
private sectors to take creative actions
and to advocate Valley tourism
strategists to “think regionally and act
locally” (Blackstone Valley Tourism
Council, 1992, p. 7).
David Stein, Principal Partner of RE:
Investments, Inc, Redevelops Historic
Real Estate noted that the Council built
and now maintains widespread support for
its vision from every constituent and
stakeholder of the community including
residents, regulators, politicians, the
National Park Service, environmental
organizations, colleges and
universities, as well as the business
community (personal communication, May
1, 2006). This strategy was also the
basis for tourism planning in the
Massachusetts section of the Blackstone
Valley and ultimately, it became the
foundation for the development of a
joint tourism strategic plan and
program, which has been in place since
2000. This type of comprehensive
long-term planning was key in the task
of educating and engaging the private
sector in making the Blackstone Valley a
viable sustainable visitor destination
(Billington & Manheim, 2002; Blackstone
Valley Tourism Council, 1992). “The
Blackstone Valley Tourism Council plays
a key role in promoting the Blackstone
River Valley National Heritage Corridor”
(L. Chafee, US Senator, personal
communication, April 28, 2006).
Further, according to David Stein,
Principal Partner of RE: Investments,
Inc, Redevelops Historic Real Estate,
over the past seven years his business
has been engaged in diverse projects in
the Blackstone Valley. He noted that the
real estate firm was first drawn to the
Blackstone Valley because of its rich
history and abundance of magnificently
crafted mill buildings poised for
adaptive reuse. “We stayed to work in
the Blackstone Valley largely because of
the Blackstone Valley Tourism Council.
The Council is first among
organizations, in both the public and
private sectors, dedicated to
strengthening Valley communities and to
fostering economic growth. I attribute
my company's success directly to the
extraordinary work and accomplishments
of the Blackstone Valley Tourism
Council” (personal communication, May 1,
2006).
As a result of such exhaustive planning,
in just two decades of existence the
Blackstone Valley Tourism Council has
overseen the emergence of the region as
a significant destination for both
heritage and nature-based tourism. David
DePetrillo, Director Rhode Island
Division of Tourism and immediate past
Chair of the US Council of State Travel
Directors stated, “The Blackstone Valley
region of Rhode Island is probably one
of the best examples in the country of a
destination that built its tourism
promotion and product development
program from practically a zero base.
The numerous innovative new products it
has developed, like its popular
riverboat cruises and themed train
rides, have helped to solidify the
tourism industry as a critical part of
the region’s economic base (personal
communication, May 1, 2006).
NEW INVESTMENTS AND NEW WAYS OF THINKING
The US Federal Government has assisted
the Blackstone River Valley National
Heritage Corridor Commission with
approximately $1,000,000 each year to
help the Valley develop its programs.
The National Heritage Corridor expends
these funds in programs to clean the
river, increase tourism, construct
museums, interpret the national story,
and develop a river access system. The
place-making actions of the Tourism
Council and the National Heritage
Corridor have attracted over
$500,000,000 in private investment to
the Blackstone River Valley since 1986,
which assists the overall regeneration
plan. Stein affirmed, “as the Council
began to breath new life into the
Valley, walkers, joggers and bicyclists
returned followed by developers, new
residents, businesses and tourists from
all over the world” (personal
communication, May 1, 2006).
Additionally, artists and small business
owners started to find the Blackstone
Valley an appealing place to settle
(Billington, 2004; Billington & Manheim,
2002).
Creativity, leadership, engagement and
collaboration at all levels of the
community have helped the Blackstone
Valley. Today, four full-service Visitor
Centers are open along the Blackstone
River Valley National Heritage Corridor
with another under construction. Samuel
Slater’s Mill has been preserved and is
the centerpiece for Pawtucket riverfront
and downtown Main Street development.
Today, Slater Mill operates as a museum
offering working exhibits and living
history presentations. National Park
Rangers traverse the Valley to tell the
story of the Birthplace of America’s
Industrial Revolution. There are now at
least 21 species of fish living in the
Blackstone River where in the 1970’s
there were only two species.
The Blackstone Canal, constructed
alongside the river in 1828, has
recently been placed on the US National
Register of Historic Places and is now a
destination for education, public
recreation and passive enjoyment. Many
of the Blackstone’s working mills and
mill villages are being restored and
converted into housing or sophisticated
office and retail space.
In 1997, the city of Woonsocket led the
effort to preserve their history and
cultures of the Blackstone Valley by
developing the Museum of Work and
Culture, to give tribute to the
immigrant groups and the work they
performed to shape the lifestyle of the
Blackstone Valley. The Irish-American
band Pendragon hosts regular
performances in a renovated theater they
created in a former Masonic Temple.
The cities of Pawtucket and Providence
have developed special arts districts. A
bicycle path that extends the length of
Blackstone River is being constructed.
Today, many cultural attractions and
events draw thousands of visitors to the
Blackstone Valley.
Since 1993, the Blackstone Valley
Tourism Council has carried nearly
300,000 people on its riverboat
Blackstone Valley Explorer. In 1999, the
Council launched two 50-passenger
riverboats to bring public to the
Blackstone Valley using the riverway as
an alternative to the Interstate highway
system. In 2000, a British-built canal
boat, The Samuel Slater, was imported to
operate river tours and serve as Rhode
Island’s first floating bed and
breakfast. A third riverboat, the Spirit
of the Blackstone Valley, is also used
to cruise sections of the Blackstone and
Providence rivers.
Events like the Rhode Island Chinese
Dragon Boat Race and Taiwan Day Festival
collaborate with city and state
governments, private developers, local
residents, the Chinese American Church,
China Airlines, the Taipei Office of
Culture and Economic Development of
Boston, the Taiwan Visitor Association
and the Taiwan, Republic of China, to
develop an impressive riverfront event
with international entertainment. Herb
Weiss, Pawtucket, Rhode Island’s
Economic and Cultural Affairs Officer,
noted, “The Blackstone Valley Tourism
Council works closely with the City of
Pawtucket to plan and develop tourism in
our community. Through their efforts,
Pawtucket has become a destination for
tens of thousands of people” (personal
communication, April 29, 2006).
In 2005, a first-time event highlighted
the historic, artistic, cultural and
environmental attributes of the
Blackstone River Valley by providing a
weekend to celebrate the Preserve
America designations. The Blackstone
Valley Footsteps in History Preserve
America Program was the largest and most
inclusive, arts, environmental, heritage
and cultural event in the National
Heritage Corridor’s history,
encompassing the 24 communities at 150
venues throughout the Valley. This event
took place through the collaborative
effort of the Blackstone Valley Tourism
Council, the Blackstone Valley Chamber
of Commerce, the Massachusetts
Historical Commission, the Blackstone
River Valley National Heritage Corridor
Commission, the Rhode Island Historical
Preservation & Heritage Commission, the
National Trust for Historic Preservation
and several prominent corporations. In
March 2006, the Blackstone River Tourism
Council was present to receive a
$120,000 federal grant from First Lady
Laura Bush to continue and expand the
Blackstone Valley Footsteps in History
event through 2006 and 2007.
Elderhostel, study groups, as well as
communities throughout the world have
used the Blackstone Valley as a
classroom. The Tourism Council currently
offers ten Elderhostel programs
annually, which take place over weekend
and weeklong periods. These are built to
create an educational setting for groups
seeking to learn and experience the
Valley first-hand.
Today, several regional educational
institutions, such as Johnson & Wales
University, Holy Cross College, Clark
University, Brown University, and
University of Rhode Island include the
Blackstone Valley as part of their
curriculum (Billington & Manheim, 2002).
Likewise, the business community works
closely with the Tourism Council in
several ways to develop the Blackstone
as a destination. John Gregory,
President of the Northern Rhode Island
Chamber of Commerce notes that because
of the pride instilled by the Blackstone
Valley Tourism Council in the fact that
it is are a destination area, many in
the business community have stepped up
to contribute. “In some cases it has
been financial support to help historic
landmarks like Slater Mill. In other
cases it’s encouraging employees to
volunteer for everything from community
clean-up days to volunteering for the
National Park Service. The Chamber is
fortunate to have a partner like the
Tourism Council. We have worked with
them on traditional projects as well as
less traditional projects like the
Blackstone Valley Flood Forum in early
2006. The Tourism Council and the
Chamber reacted to the concerns of the
community after the flood in October
2005 and the forum was one of the
results of that shared pride in the
Valley” (personal communication, April
29, 2006).
These positive changes led corporations
to reflect on the need to be responsible
for all community stakeholders. Several
Blackstone Valley investors and
corporations are making decisions on
their future plans using social and
ethical principles and realizing they
could be even more profitable by being
sensitive to the preservation, the
social and the environmental goals of
the community. According to Stein
“having reached the end of its useful
life as a source of water power and as a
repository for industrial and domestic
waste, the Blackstone River was depleted
of life and left unfit to attract new
life. Into this environment steps the
Blackstone Valley Tourism Council. It
started with the basics - a vision of a
renewed, richly revitalized river
valley. It was a vision of a region
where people are drawn to live, work,
recreate and otherwise celebrate the
natural and made-made wonders. It was a
vision of a river once again fishable,
swimmable and functioning as a lure for
boaters. To match the industrial
starkness of the Valley with its
post-industrial vision, the Tourism
Council set about the daunting task to
lead this catalytic change pixel by
pixel” (personal communication, May 1,
2006).
According to Fraser (2005), Rodwell
(2006) and Dodds & Joppe (2005), the
definition of corporate social
responsibility and sustainable tourism
share similar principles and elements,
in that both concentrate on identifying
and engaging stakeholders and assuring
forethought of how their actions impact
others. While corporate social
responsibility refers to companies’
simultaneous obligation to all of its
stakeholders and the search for
sustainable development, sustainable
tourism development requires optimal use
of environmental resources, respect for
the socio-cultural authenticity of host
communities, and economic benefits to
all stakeholders (World Tourism
Organization, 2004). In addition, there
are increasing overall societal and
environmental concerns, which increase
the demand for more sustainable
destinations and travel preferences.
This trend is increasing the pressure
for destination management policies and
corporate responsibility. Businesses
impact lives, finances, health, and
safety of their employees, consumers,
suppliers and investors, therefore
corporations are challenged to be
successful while at the same time be
aware of the world where they operate
(Henderson, 2005). Similarly, Ritchie
and Crouch (2003) affirmed that tourism
activities and new business development
contributes to destination growth and
competitiveness in several ways, such
as, competition, cooperation,
specialization, innovation,
facilitation, investment, development,
etc.
“The Valley has come back to life, with
new generations living along its banks
and a river that is cleaner and more
usable everyday. It is certainly a
destination and hopefully becoming one
of growing international recognition”
(J. Reed, US Senator, personal
communication, April 12, 2006).
A selection of the private investments
that have taken place in the Valley
include the following:
-
$4 million to renovate the American
Heritage River Building, Pawtucket,
1999.
-
$4 million to transform the Green &
Daniels Mills into condominiums and
offices, Pawtucket.
-
$30 million to build the Pawtucket
Riverfront Lofts, condominiums and
office space, Pawtucket.
-
$40 million to transform a former
textile mill into a housing complex
adjacent to the Blackstone Bike Path and
River, Cumberland.
-
$1 million to develop the former
Narragansett Knitting Mills as a housing
complex, Woonsocket.
-
$200 million to transform the former
Ocean State Steel Company into housing,
offices and retail space, East
Providence.
-
$45 million to build riverfront
condominiums, Sutton, MA.
-
$25 million to develop three river
projects, North Smithfield (in early
stages).
-
$16 million to construct a Hotel on the
Pawtucket River, currently under
construction.
-
$2 million to develop Central Falls
Landing, pending.
Private investment in the Blackstone
Valley is now dwarfing the federal
investment, which initially led the
public regeneration investment
(Billington, 2004; Billington & Manheim,
2002).
While the Blackstone Valley Tourism
Council considers heritage development,
social improvement, infrastructure
development, education improvements,
cultural sharing and economic
development all equally important bottom
lines and essential for a destination to
develop and maintain genuine
competitiveness, economic impacts of
tourism are always of most interest to
practitioners (Ritchie & Crouch, 2003).
According to a recent preliminary study
for the calendar year 2004, performed by
the Research Department of the Travel
Industry Association of America, 12% of
the visitation to the Blackstone River
Valley National Heritage Corridor is for
business purposes, 48% of visitors
stayed overnight and $474.4 million was
spent on transportation, lodging, food,
entertainment and recreation, and
incidentals. This activity generated
6,400 jobs, $124.6 million in wages and
salary income and $39.6 million in tax
revenue (Travel Industry Association of
America, 2006). The Tourism Council’s
work is recognized statewide. The
Honorable D. Carcieri, Rhode Island
Governor, recently acknowledged, “since
its beginning, the Tourism Council has
worked to develop, promote and expand
the economic and community development
base of the cities and towns in Rhode
Island’s Blackstone Valley” (personal
communication, April 21, 2006).
BLACKSTONE VALLEY TOURISM PLANNING AND
DEVELOPMENT LABORATORY
There is a growing need in communities
around the world to design thoughtful
tourism planning and development
strategies. The concept of effective
tourism planning in a community eludes
many of today's destination management
organizations. The Blackstone Valley
Tourism Council, in the interest of
being socially responsible, is
interested in sharing its practices with
the world, by with creating the
Sustainable Tourism Planning and
Development Laboratory in the Blackstone
River Valley.
Tourism may impact a community
negatively or positively. To minimize
the negative effects, it must be
developed considering many interests,
including stakeholder participation and
thoughtful policy. The Laboratory will
prepare current and future leaders with
the knowledge and skills necessary to
build and shape a successful sustainable
tourism destination.
The Laboratory’s purpose is to introduce
the concept of planned sustainable
tourism to local, regional, state,
provincial and worldwide tourism
organization leaders and their
stakeholders.
The Laboratory is an experiential
community-based learning opportunity
that offers tailor-made solutions to
communities seeking to shape a tourism
development program with internationally
practiced tourism planning strategies.
Each Laboratory experience is presented
over a five-day period and is designed
to empower stakeholders in leading
enlightened community development.
With 20 years’ experience in sustainable
tourism planning and development in the
Birthplace of America’s Industrial
Revolution, the Blackstone Valley
Tourism Council collegially shares its
expertise. Led by highly skilled
practitioners with extensive experience
in the private and public sectors, this
program provides a transformative
learning experience that prepares and
encourages key decision makers and
shapers to contribute effectively to
their communities. It is important that
businesses evolve along the continuum
towards the “sustainable vision” and
managers and stakeholders are able to
develop strategies to facilitate this
progression (Wade, 1999). Peter Conway,
Vice President of Conway Tours/Grayline
highlighted the public and private
collaboration dynamic existing in the
Valley, stating, “The Blackstone Valley
Tourism Council has demonstrated how
important it is for non-profit tourism
agencies to work with corporations and
the business community at large to
achieve their goals. To augment its
limited budget, the Blackstone Valley
Tourism Council has reached out to
companies such as Conway Tours/Gray Line
of Rhode Island to build partnerships in
order to further develop and enhance
tourism in the Blackstone Valley and
beyond” (personal communication, April
28, 2006).
The Tourism Council has worked on four
continents, exchanging ideas and forming
relationships that have nourished
economic development and considers
international leadership vital for the
Laboratory’s success. Current staff
members of the Tourism Laboratory come
from the United States, Argentina,
Australia, Rwanda, Canada, and Colombia.
One of the essential outcomes of the
Laboratory experience is the creation of
a Tourism Development Plan to guide the
participating community’s sustainable
tourism efforts. Participating
communities will receive a Comprehensive
Tourism Development Plan, which they
work to create while and subsequent to
attending the Laboratory. The Plan will
be delivered to the community 60 days
after completion of the Laboratory
sessions and will be a blueprint for the
community's tourism future. While
community participants are encouraged to
attend the Tourism Laboratory in the
Blackstone Valley, to observe and
experience a regenerating tourism
destination, a team from the Tourism
Laboratory will travel to the
corresponding community if this is not
possible.
The presentation for the Tourism
Laboratory experience is flexible. It
can be held at any time during the year,
based on the needs of the interested
community. To best maximize the
experience, the Tourism Laboratory
encourages a group of three to eight
people from the community to attend. The
balance of tourism planning theory and
practical application provides decision
makers with knowledge and expertise to
achieve sustainable and demonstrable
results in their communities.
Since the Tourism Laboratory is uniquely
tailored to meet the needs of the
participating communities, participants
are asked to submit in-depth information
about their community two months prior
to the commencement of the Laboratory
experience. Only one community at a time
will participate in the Laboratory.
Moreover, the fees for the Laboratory
include tuition, accommodations, meals,
and transportation within the Laboratory
setting. All travel expenses for the
Laboratory are responsibility of the
participants and/or their respective
administrations.
A typical day at the Laboratory will
begin with a classroom discussion led by
a Subject Matter Expert and will be
followed by field-learning experiences
to balance tourism planning theory and
practical application. Depending on the
topics to be addressed, typical
afternoons at the Laboratory will
reiterate the structure of the morning
session. At the end of each day, the
group will have the opportunity to
debrief at a dinner meeting, and discuss
ideas and lessons learned. This shared
collegiality with the experts provides
civic leaders with the necessary
knowledge and expertise to achieve
sustainable and demonstrable results in
their communities.
The Laboratory is accessible via Amtrak
Railroad, by Greyhound Bus, Logan
International Airport Boston, MA (BOS),
and TF Green Airport Providence, RI (PVD).
Instructional materials are mined from
the World Tourism Organization, the
Business Enterprises for Sustainable
Tourism Education Network, National
Geographic Center for Sustainable
Destinations, and other recognized
best-practice tourism planning and
development organizations.
CONCLUSION
This paper examines the impact of
education, leadership, involvement and
social and corporate awareness upon the
regeneration of the communities in the
Blackstone Valley. Sustainable tourism
planning and development has created
positive change in the Valley over
several decades. Partnerships among the
private and public sectors, historic
preservation, landscape enhancements,
and education have stopped the economic
“free-fall” and created awareness “to
endure that the Blackstone Valley is not
just a place to live but a place worth
living” (Billington & Manheim, 2002,
p.358). Through the Blackstone Valley’s
efforts, business constituencies have
begun to recognize the importance of
being responsible to the society where
they operate, beyond their traditional
functions of encouraging wealth and
profit (Billington, 2004).
The Blackstone Valley has applied World
Tourism Organization (2004) and United
Nations Environmental Programme & World
Tourism Organization (2005) principles
to move to a sustainable visitor
destination. The Valley has preserved
its environment, respected the
socio-cultural authenticity of the local
communities, and provided economic
growth to all stakeholders. Leadership,
creativity, collaboration, commitment
and social accountability from all
sectors of the community have lead the
Valley to find its direction, follow its
vision and share it with others along
the way (Billington & Manheim, 2002).
The Sustainable Planning and Development
Tourism Laboratory is the next challenge
for the Blackstone Valley Tourism
Council in its dedication to lead social
responsibility to the larger community.
According to the Society of American
Travel Writers (1995), the Blackstone
Valley is the “Phoenix rising”. The
Tourism Council accepts that
commendation with the eagerness to share
their success.
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