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IMPACTS OF ALTERNATIVE B

VISITOR EXPERIENCE/INTERPRETATION/EDUCATION

The impacts on visitor experience, interpretation, and education would be similar to those described in alternative A. However, the entity coordinating the dissemination of information and materials related to heritage tourism would be the much broader-based Lower Mississippi Delta Heritage Commission, rather than the Lower Mississippi Delta Heritage Partnership. The broader based commission and the increased funding that would he available for commission activities and initiatives could provide for a more comprehensive visitor experience/ interpretation/education, than under alternative A.

RESOURCE STEWARDSHIP

The impacts to both cultural and natural resources would be similar to those described in alternative A. However, the efforts of the broader-based commission and the increased funding should make resource preservation more focused, as well as provide more opportunities for resource preservation.

FACILITY DEVELOPMENT

Implementation of this alternative would not result in the development of new facilities.

MANAGEMENT APPROACH

The Lower Mississippi Delta Heritage Commission would represent a broader range and association of public and private interests and resources than the partnership described in alternative A. would provide a formalized framework for bringing together existing public and private initiatives and creating new offices as needed, and would be focused on both heritage tourism and the preservation of resources.

The commission would provide greater potential for public-private ventures and allow for the more effective use of existing federal programs, by providing a focus for funneling money and energy that otherwise might he dispersed in different, and perhaps contradictory, directions throughout the region. Like the partnership described in alternative A, the commission would also initiate grassroots support for heritage tourism and resource preservation throughout the lower Delta region. Such constituency and consensus-building would help ensure the long-term momentum of any proposed initiatives.

Through the proposed comprehensive management plan, the commission would be an advocate for the preservation of both cultural and natural rescues; would facilitate the support and participation of all levels of government, businesses, organizations and institutions, and private citizens; would establish mechanisms to provide the necessary capital needed to implement heritage tourism initiatives; and would conduct all future planning and design efforts.

The estimated costs of implementing alternative B would be $1.5 million per year for ten years, or a total of $15 million.


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