By Lisa Jo Frech, Former Executive Director and Founder of the Nanticoke Watershed Alliance
Abstract:
The Nanticoke River begins its journey in southern Delaware, flowing southwest to the
Chesapeake Bay through the Lower Eastern Shore of Maryland. One of the Chesapeake's
healthiest rivers, its 370,000 acre watershed provides exceptional habitat of national
significance for many threatened plants and animals. The Nanticoke is the most biologically
diverse watershed on Delmarva. It is free of dams and supports excellent fisheries. It has a
rich history, properties on the National Register of Historic Places, and the northernmost
stands of bald cypress on the Atlantic Coast. It also has the highest concentration of bald
eagles in the northeast United States.
Our bi-state, nonprofit consortium is made up of almost 40 very diverse interests and we
continue to grow. Representatives of foresters, industry, small business owners, government
agencies, main stream environmental organizations, land trusts, farmers, realtors, academicians,
fishermen, restoration groups, and the three original citizens groups make up our membership.
Our projects are all conducted in partnership: shad restoration; a shad festival; water quality
monitoring; a canoe trail; 4 cleanups a year; a directory of all projects related to the river; a
boat traffic study; green golf course management; and much more. We are now embarking
on a wetlands study. Foreseeable projects include green rural design standards for the
county, a coliform bacteria study, research of freshwater mussels in the Nanticoke, green
lawn care, and a bay scape project.
A positive and productive atmosphere was hardly the case in the early days of the
Nanticoke Watershed Alliance. Inherently disparate river interests were polarized on almost
all issues. The story of how the Alliance finally formed and partnerships developed is an
important case study in early watershed planning. As with most if not all consortiums,
particularly those that reach across state lines, fear and suspicion dominated for a long
time. The overall answer to laying these fears aside was patience and the wisdom that
comes with time. Our partnering work is far from done. We have yet to bring the local
Indian tribe into our fold and our vision for the river will not be complete without them,
but fundraising has now become a strong focus of the board, we have a strategic plan,
and we have the ear of our local politicians. Our teamwork has been recognized by the EPA,
the Alliance for the Chesapeake Bay, Ted Stanley, and River Network.
THE RIVER:
The Nanticoke River begins its journey in southern Delaware, flowing southwest to the
Chesapeake Bay through the Lower Eastern Shore of Maryland. One of the Chesapeake's
healthiest rivers (a relative term), the Nanticoke supports almost a third of Maryland's tidal wetlands
and includes extensive freshwater wetlands in both states. This 370,000 acre watershed provides
exceptional habitat of national significance for threatened plants, animals, and natural communities.
Bald eagles, ospreys, and great blue herons are common in the skies of the Nanticoke, while the
waters thrive with a profusion of fish and shellfish: American shad, striped bass, largemouth bass,
white and yellow perch, crabs, oysters, and clams. Flocks of migrating waterfowl - black ducks,
canvasbacks, mallards, and teals - use the Nanticoke as a resting point and wintering area. Otters,
owls, and muskrats also call the Nanticoke their home. There are more than 120 rare species such
as the bald eagle, black rail, seaside alder, Delmarva fox squirrel, and spreading pogonia orchid.
The Nanticoke is endowed with outstanding abundance and diversity of wildlife, undisturbed
land, and rural characteristics. The main stem and its major tributaries are free of dams and support
excellent fisheries.
The Nanticoke is a wonderful river for recreation, education, nature study, and simple solitude.
It has a rich history of Native Americans, tall ships, steamboats, slaverunning, piracy, and the
underground railroad. There are properties within the watershed on the National Register of
Historic Places. Some of the northernmost stands of bald cypress trees on the Atlantic Coast
are found within this watershed. These characteristics should be preserved. However,
development pressure is growing and farming, as a way of life and a large part of our
culture and history, is being threatened. Donna Mennitto of the American Farmland
Trust recently pointed out that according to statewide figures of Maryland acres
converted and preserved from 1982 - 1998, Wicomico County is loosing 3 acres for every acre
it is preserving. The current statewide rate is 1 for 1. The Maryland Department of Agriculture
estimates we need about 2 million acres of farmland to keep a viable agricultural industry. We're
at 2.2 million now; we've been loosing farmland at 30,000 acres a year through the 1980s and early
1990s; at this rate we'll be at the critical point in a generation.
EARLY ACTION:
In response to that pressure, citizen groups formed to take action. In Maryland a citizens
group called Friends of the Nanticoke sprang to life in a classic manner: in response to a crisis
concerning development. Simultaneously, upriver in Delaware, another citizens group coalesced
in anticipation of similar crises. Each group's goals and work were and still are typical of river
conservation groups.
In 1992, at the request of the Nanticoke Watershed Preservation Committee (NWPC) and
the Delaware Department of Natural Resources and Environmental Control, the National Park
Service's River, Trail and Conservation Assistance Program began to provide planning
assistance for the conservation of the Nanticoke River and its watershed. A memorandum
of understanding, signed by the states of Maryland and Delaware, NWPC, and the Friends
of the Nanticoke expanded the project into a bi-state planning effort that promotes the river
and the watershed as a treasured resource.
This bi-state group, now known as the Nanticoke Watershed Alliance, is made up of
representatives from a host of different interests including foresters, industry, small business
owners, government agencies, main stream environmental organizations, land trusts, farmers,
realtors, academicians, fishermen, restoration groups, and the three original citizens groups.
The Nanticoke Watershed Alliance is growing rapidly, the atmosphere is positive and productive,
and partnerships are the basis of our work.
EARLY TROUBLE:
A positive and productive atmosphere was hardly the case in the early days of the Nanticoke
Watershed Alliance. Inherently disparate river interests were polarized on almost all issues. The
timber companies and farmers were at odds with the environmental groups and everyone was at
odds with the state natural resource departments. Getting these groups to the bargaining table
was not an easy task. Everyone knew that an Alliance should be formed, but no one knew what
the mission of such a group should be or how to capitalize on the common thread among such
diverse constituents.
The story of how the Alliance finally formed and partnerships developed is an important case
study in early watershed planning. There are many lessons to be learned from the experience
of the Nanticoke Watershed Alliance.
As with most if not all consortiums, particularly those that reach across state lines, fear and
suspicion predominated for a long time. Forward progress of any real significance was not
possible until that fear and suspicion could be addressed and shown to be unnecessary, a
two-fold task. Fear gripped many players as they stepped into untested waters. Suspicion had
already long been in the hearts and minds of citizens due to copious government land regulations.
Everyone assumed government officials had a hidden agenda. (Actually, they do, but those
agendas aren't necessarily always threatening.)
The overall answer to laying these fears aside was patience and the wisdom that comes
with time. But more specifically, certain key tactics helped: 1) obtaining information to answer
questions, 2) the willingness to say "I don't know" when we didn't, 3) tapping the source of
passion within each participant that brought them to the table in the first place, which was in
many cases more personal than professional, and 4) undertaking small projects that forced
people to work together and share a success, thereby beginning down the road toward trust.
SUCCESSFUL PROJECTS:
The partnership projects were an important piece to building trust among parties that had
long distrusted each other. As we rolled up our sleeves and got dirty together working toward
a common goal out in the marshes, we got to know each other a little on a personal level, which
eased the atmosphere once back at the table. Building trust was the first payoff; these same
projects are now producing valuable data, attracting volunteers, increasing awareness, and
establishing credibility with supporting foundations. These projects are still going strong,
with active involvement from an increasing array of constituents.
The Nanticoke Watershed Alliance is currently conducting numerous projects involving
partnerships: a shad restoration project with the Chesapeake Bay Foundation, Conectiv, and
U.S. Fish and Wildlife; a water quality monitoring program with Salisbury State University; a
canoe trail with the Nature Conservancy, Chesapeake Forest Products, and the Chesapeake
Bay Foundation, a bay scape project with the Salisbury Zoo; and Standards for A Green Golf
Course with Worcester County. Partnership projects that have taken place in the recent past
include a canoe race, various cleanups, a directory of all organizations with any project related
to the Nanticoke, River, a quarterly newsletter, a bi-state boating traffic study, establishing a
sustainable development clearing house, interpretation of a nature trail, and amassing historical
photographs. Classroom education is ongoing.
THE TURNING POINT:
The big quagmire for us was the issue of Federal Wild and Scenic River Designation.
Only two or three people out of twenty five thought it was a good idea, but that was
enough to scare the pants off a few others, which resulted in a year-long, heated debate,
through which no other topic could pass. Those were the most frustrating days of our
evolution. Looking back now, it's amazing to realize that despite flaring tempers, we never
actually lost anyone because of that debate. Losing someone in a controversy usually
means giving them over to negative public relations.
The key tactics mentioned earlier eventually won everyone over to the realization that
while federal status may someday be appropriate and even helpful to the river, the timing
was all wrong. The entire watershed would have been divided over this issue and there
would have been a blood bath. It was hardly worthwhile. Besides, there was no guarantee
the river would qualify, and the process was long and difficult. Time would be better spent
taking on more and smaller projects.
Settling this issue was the turning point for the Nanticoke Watershed Alliance. With
the table cleared and players frustrated by inactivity, we threw ourselves into writing our
articles of incorporation and by-laws, applying for 501(c)(3) status, conducting some
cleanups, and getting some publications on line. Now we were getting somewhere.
NEW PARTNERSHIPS:
Easily the most surprising and also the most effective partnership to be made within
the Nanticoke Watershed Alliance was the one between the "green" groups and the local
timber industry. Members of the "green" groups originally saw the timber industry as
destructive to the watershed. The timber industry saw the "greenies" as radical extremists.
"Green" groups now see that far worse prospects lie in store for the watershed than
thousands of acres of trees, which will remain as such. The timber folks eventually
came to see that not all environmentalists are foaming at the mouth. We share a
passion for quiet woods and for wildlife which creates ample opportunity for us
to work together.
Another gap to bridge was the one between everyone else and the government
agencies. Some government agency representatives were extremely enthusiastic to
help, while others were terribly hesitant. Some of them accused the citizens groups
of having a closed door policy and the citizens groups weren't sure they really wanted
to work with government. Only when the doors were removed from their hinges did
everyone settle down to the work that needed to be done. Perhaps the "green" groups
had the most to learn from this whole experience.
Our work is far from done: we have yet to bring the local Indian tribe into our fold
and our vision for the river will not be complete without them. And yet, our board sets the
bar a little higher each year. Our education, restoration, research, and land use planning
projects are all rapidly expanding; funds are relatively easy to find (may be a greater
reflection of the economy); we are still growing. Our commitment is very strong and
our potential is unlimited. Our teamwork has been recognized by the National Park
Service, the State of Maryland, and River Network.
We have given up our most extreme ends to have this consortium. But the
sacrifice is small given the large middle ground that remains. In that middle
ground lies the projects that we can only accomplish together. Still, we look
to those extreme ends when we are in doubt about a project or a statement
we are considering. Those people then serve as our guides. If they think we should go
ahead with the item in question, then we feel assured of success. And perhaps the best
news is that the radical ends are still free to operate as individual groups. We
rarely exercise our greatest power, but when we agree on a controversial issue, we're
the 900 pound gorilla.
The Nanticoke Watershed Alliance is about combining environmental work with
conflict resolution. It is not for the faint of heart. But the struggle is well worth every effort.
THE STRUCTURE:
The NWA meets once a month, has a board of 12, and is composed of at least
three members from each of the following: Delaware organizations, Maryland organizations,
public organizations, and proprietary organizations. The three founding organizations each
have a permanent seat on the board. Any vacancy on the board is filled by the organization
that originally chose the member being replaced. The NWA annual organizational membership
fee is $100.00. Only organizations who are current in their dues are eligible for representation
on the board.
The board has a unique way of reaching consensus. NWA bylaws state than "an absolute
majority is a simple majority of "Yeas" except that every "Nay" cancels one "Yea." This applies
to all decisions. This makes the negative vote especially powerful, which also goes a long way
to building trust. All of the organizational functions were designed to create and maintain an
open forum with an evenhanded agenda.
LESSONS LEARNED:
- No two groups or set of experiences are alike. Yet if one ignores the lessons to be learned
from others on that basis, one is destined to repeat their mistakes.
- It takes years to build a coalition like this, but it is critical to influencing land use.
- No one can be left out of the circle. If people are excluded, they will eventually thwart the
work of the group, so bring them in early.
- Build trust by getting busy doing the agreeable projects first and controversial ones later.
- Keep participants in one corner of the ring and the problem in the opposite corner.
- Other consortiums like ours exist, but they are few and far between. Where they do exist
they are powerful, respected, effective, and efficient organizations. Partnerships are the wave
of the future. In a time of budget cutbacks and federal government shutdowns, shared resources,
which include people, money, and time, are not only necessary, they make good sense.
- Coalitions allow tremendous flexibility and focus energy & resources on critical issues.
- Accept that a crisis is sometimes necessary to facilitate growth within the organization.
- In an ideal world, the NWA would eventually become obsolete. But until that world is
achieved, the need for watershed coalitions will be tremendous. As yet, the true potential
for them remains untapped.
