Sunday, July 31, 2011

"To Heal the Earth"


"To Heal the Earth": Selected Writings of Ian L. McHarg
Edited by Ian L. McHarg and Frederick R. Steiner
Island Press. 380 pp. $32.00

Reviewed by J. Glenn Eugster

"To Heal the Earth" feels much like a ramble along a familiar path seeing things again, with a new clarity. Ian McHarg's papers, and Frederick Steiner's analysis, provide illuminating guidance for how communities and land use practitioners intertwine natural systems and the built environment to achieve healthy and healthful environments.

Professor McHarg's "Design With Nature" principles, first published in his 1969 globally renown book, appear throughout these selected writings somehow seeming again, new and timely for a Nation, and a world still struggling to be able to prosper with and protect the environment. McHarg's words still ring true when he says, "We must do more than sustain the planet, we must design and regenerate communities and landscapes"......”There is a desperate need for a concept of a "healthy" and "healthful" environment”....”The role of man is to understand nature, which is also to say man, and to intervene to enhance its creative processes...”Written on the place and upon its inhabitants lies mute all physical, biological and cultural history awaiting to be understood by those who can read it". Although his words span a period of fifty years they connect with some of the most pressing and important land, growth and stewardship opportunities we face locally and globally.

Reading "To Heal the Earth" is virtually a visit to Professor McHarg's office at the Department of Landscape Architecture and Regional Planning at the University of Pennsylvania. The book feels as if you have dropped in to see Ian and listen to he and Frederick "Fritz" Steiner discuss Ian's writings between the 1950s and 1990s within the historical context of ecological planning and design work. As you move through the chapters its easy to imagine sitting across an obviously busy desk from McHarg and Steiner, with a backdrop of bookcases filled with the classic texts and reports which influenced or were shaped by the man who changed the face of landscape architecture and planning. Only a visit from Lenore Sagan, a longtime colleague and confidant of McHarg, would make this visit and to McHarg's office and what he has shared more authentic.

Professor McHarg's writings, taken from his most noteworthy presentations and projects, are chronologically ordered and analyzed by Fritz Steiner to combine the clarity vision with substantive detail. Steiner, a former student of McHarg's and the founding director of the School of Planning and Landscape Architecture at Arizona State University, helped Ian publish "A Quest for Life: An Autobiography of Ian L. McHarg". Professor Steiner's contribution to this book, as well as McHarg's autobiography, draws unique perspectives into the depth and breadth of Ian's work and offers a context useful to the past present and future.

The latest collaboration between Professors McHarg and Steiner's is most timely. It celebrates the past work of McHarg a "living legend" who continues to practice and advance the profession of landscape architecture and ecological planning. It also offers public and private leaders new insights about planning, land use and the relationship between people and their environment which are grounded in a half-century of experience. These historical and contemporary insights come at a time when the planning and design professions are struggling to redefine themselves. "To Heal the Earth" appears at a time when leaders at all levels of the government and the private sector are knee-deep in data, boutique federal government programs, snappy double-speak slogans about growth and a tyranny of small solutions about healthy and healthful communities.

McHarg's evolving message over the last fifty years is based on a holistic land use planning and design model of how living organisms interact with their environment. His premise is that, "The place is because. It is and is in the process of becoming. This we must be able to read, and ecology provides the language". McHarg's principles advocate an understanding of places, people and the work performed by both in order to ascertain human and ecological values, constraints and opportunities. Once labeled a "radical view of planning" and now embraced globally as "sustainable development", this message and its practical application describes a way for communities, states and nations to manage complex interrelated systems to simultaneously achieve environmental social and economic objectives.

Professor McHarg's papers articulate his view that science and applied ecology can help decision-makers understand the consequences of different actions. Professor McHarg's belief is that in order to understand a region, watershed or site, one must understand the place, its inhabitants and all of the areas physical, biological and cultural history. "Planning is a means to address social issues and a device to confront the future. Such confrontation requires that human values be explicit and when these values are clarified and linked to the environment, they have considerably more influence on planning than any amount of data.

McHarg's writings, and Steiner's analysis including a wealth of footnotes, makes this book both an inspirational read as well as a practical reference. Of particular value to the practitioner, as well as enjoyment to the historian, is the chapter "Methods and Techniques for Ecological Planning". Here McHarg and Steiner combine to reveal what Alexander Pope refereed to as "the genius of place".

Key to McHarg's method is the use of the "Layer-Cake" model for understanding a place (i.e. begin with the physical evolution of the place, continue with its bio-physical evolution and conclude with the addition of cultural history); uniting all of the discrete perceptions of divided science into a description of a single interacting system; and making sure that humans are adequately represented in ecological planning (i.e. human ecology). In a way McHarg's method challenges leaders to use information scientific data and community visioning to answer the following questions for a place (i.e. basin, physiographic region, site, etc.): What are the environments? How did they come to be? What physical, biological and social processes characterize them? What tendencies do they exhibit? What has been the effect of human use? What is their current status? What should we do?

The case studies selected, which include plans done for highways, water quality improvement, growth management and housing developments read like the benchmarks documents in McHarg's bookcase. Examples such as "The Plan for the Valleys" outside of Baltimore, MD.; "Biological Alternatives to Water Pollution"; and "Ecological Plumbing for the Texas Coastal Plain" continue to be models of innovation for smart growth, watershed protection and restoration and green infrastructure efforts today.

Never to be without vision McHarg's book also includes a proposal which he and several colleagues made to the U.S. Environmental Protection Agency for a "National Ecological Inventory" for transforming environmental research and education into place-based environmental monitoring and action.

A trip to Professor McHarg's office, like "To Heal the Earth" can be a rather heady experience. Whether Mr. McHarg is discussing his new book on children's poetry or a land use plan he is helping to prepare for Taiwan, he challenges readers--and former students, to expand their thinking to the next larger context. By embracing ecology, at a local, global and biosphere level, he urges us to view the world as complex and diverse. McHarg says that "By seeking the simple important aspects are omitted or ignored. Complex and diverse designs have a greater chance of being sustainable". Such advise will serve us well as we look at ways to help Potomac communities protect and prosper.

Professors McHarg and Steiner have provided all of us with unique and personalized ideology and ideas which we can use to better understand the places we live or work in. More importantly they reaffirm that our role and relationship with nature is essential as we design and regenerate our communities.


J. Glenn Eugster is the River Navigator for the Potomac American Heritage River. He works for EPA and is on detail to the National Park Service. He studied landscape architecture and ecological planning at the University of Pennsylvania with Professor McHarg from 1974-76. He still enjoys visits to Mr. McHarg's office.

A Natural Legacy

A Natural Legacy










Accounts of Ian McHarg's recent death brought sadness to my heart but gave me cause to assess the influence he has had on my life and career. I first heard Mr. McHarg speak in 1968 in Clemson, SC while I was studying to become a landscape architect.

That night, as he shared his stories and philosophy, I was sure I had found the right career direction. I decided that night that I would study under Professor McHarg at UPenn and came to Philadelphia years later. When I left UPenn I was filled with McHarg's ecological methods, his spirit and an enthusiasm for
what was possible.

McHarg has had a lasting impact on many countries, agencies, organizations and people. One of the places he has had a lasting impact is within the U.S. federal government. More than 50 of us, who attended UPenn chose the Mid-Atlantic Regional Office of
the National Park Service in Philadelphia as a place to practice McHarg's design with nature. In the early 80's we took his principles of landscape architecture and regional planning and
began to transform the way the federal government worked with State and local government and private groups to conserve, regenerate and use parks, communities, river corridors and landscapes.

McHarg's belief was that in order to understand a region, watershed or site, one must understand the place, its inhabitants and all the areas physical, biological and cultural history. He helped us to understand how people use their lands and waters and
how that understanding can help us, help them, to make sound land use decisions in the future. He equipped us with an understanding of ecological values and functions, human ecology,
environmental impacts and, of course, designing with nature. More than an environmental perspective, his model for planning and design included the ecology of people as well as other living organisms.

The result of McHarg's influence on our small portion of the federal government in Philadelphia has been long-lasting. In 1981 the people who he trained or embraced his philosophy began what is now the Rivers, Trails & Conservation Assistance Program
of the National Park Service. It's a program that Bill Reilly, former Administrator of EPA, once described in testimony to Congress, as in "the best tradition of federalism and local initiative, as well as a contribution to the greater effort to
protect our natural landscapes and vital ecosystems".

Since it's start the Rivers & Trails Program has expanded to include offices in forty locations, employing over two hundred and sixty
community planners and landscape architects who provide services to thousands of communities.

The influence of Mr. McHarg and his disciples is all around us. This past year alone in the Delaware and Susquehanna valleys Congress enacted legislation creating partnerships between the National Park Service, States, local governments and the private
sector in White Clay Creek in DE, in the river valleys of the Delaware, Schuylkill and Lackawanna in PA and in Wheeling, WV. All of these partnerships where shaped by, and succeeded because
of, Ian's philosophy and his followers.

Mr. McHarg's passing greatly saddens many of us. His service recently in London Grove marks the passing of his natural legacy to the next generation of landscape architects and ecological
planners. He told us the "we must do more than sustain the planet, we must design and regenerate communities and landscapes". His vision and work will live on.


J. Glenn Eugster
Assistant Regional Director
National Park Service, National Capital Region
1100 Ohio Drive, SW Room 350
Washington, DC 20242
(202)619-7492 Day #
(703)845-8947 Eve#
Home address: 2727 Franklin Court, Alexandria, VA 22302


About the author: Mr. Eugster attended UPenn's Department of Landscape Architecture and Regional Planning from 1974-1976. He was Chief of the NPS Division of Park & Resource Planning in
Philadelphia from 1980-89 he helped create the Rivers, Trails and Conservation Assistance Program. He has worked for the US EPA
Chesapeake Bay Program and the Office of the Administrator and currently heads the Partnerships Program in NPS's Regional Office
in Washington, DC. Last month he opened an NPS Rivers & Trails Program in Potomac River watershed.

“Green Infrastructure Demonstration Project”


Joe Lawler Talking Points
Metropolitan Washington Council of Governments
Wednesday February 13, 2002

Recognize Congressman Moran.

Thanks to Michael Rogers (COG Executive Director) and to the Board for the opportunity to speak about our collaborative effort-—the “Green Infrastructure Demonstration Project”, and the role of the National Park Service.

We are excited to be working with the Metropolitan Washington Council of Governments on this important effort. To my knowledge, this is the first Cooperative Agreement between NPS and COG. With Congressman Moran’s help, the US Congress has added $300,000 to our budget to begin the Green Infrastructure Project. After developing a proposal for the project with your staff we’ve agreed to provide COG with $160,000 of those funds to work with you on five tasks over, the next five years.

Before I highlight the five tasks, let me speak to the role of the National Park Service in this collaboration. We have 13 units in your metro-region. They include 13 units, 100 sites and approximately thousands of acres of land that we own and manage for the benefit of the American people.

The Park Service, however, does more than manage parks. We provide financial, technical and information assistance to local and state governments, regional bodies such as yours and the private sector in the areas of parks, natural and cultural resources, planning, historic preservation and recreation. In this role, which is the role we will play in the Green Infrastructure Project, we will not be buying or managing any land, nor will we be making any recommendations or decisions about land that we do not own.

What we will be doing is working with the COG staff, and hopefully some of you, to help you and other elected officials with the following tasks:

1. We’ll work with your staff to acquire Geographic Information System Data to help map forest cover and prepare a green infrastructure map. This information will help us all understand our forests better and the role they play in protecting our water quality and quantity and maintaining the quality of life that is so important to all of us.

2. We’ll work with your Community Forestry Network to hold a series of technical Forums to share information and experiences on green infrastructure techniques being used in this region and elsewhere.


3. We’ll work together to compile a directory of green infrastructure practitioners to foster a peer exchange of information and ideas within the metro-region.

4. We’ll work with you to look at ways that we can improve our communication about the importance of parks, forests and other portions of the green infrastructure.

5. And, we’ll work with COG, and other organizations here in Washington, to identify and showcase some of the “best local success stories” for conserving these important assets.

We believe that our parks, forests and communities make the metropolitan Washington region a special place to live, work, recreate and visit. As major stewards of public lands within the region, the NPS very much wants to work with you to take care of what we have, so that people can protect the region and prosper from its assets, and so our children and theirs will always have special places.

Potomac Heritage Tourism Talking Points

Glenn Eugster
10/30/2001 12:52 PM
To:
cc:
bcc:
Subject: Potomac Heritage Tourism Talking Points


Joe,

Here is an outline for you to use for your remarks at the Nov. 8 Potomac
Heritage Tourism Conference in LaPlata, MD.

Draft Remarks for Joe Lawler: Potomac Heritage Tourism Conference


Good Morning! It's a pleasure to be here representing the National Park
Service's National Capital Region at the first Potomac Heritage Tourism
Conference. Thanks to Harry Belin, Janice Artemel and Scott Gerloff and
the entire Potomac Heritage Partnership, and their sponsors and participating
partners for putting on this important forum.

The National Capital Region of NPS manages 14 park units, 2,213 employees,
and a variety of park and local government and private sector assistance programs
within the Potomac River watershed. We are excited to be a part of this
conference because the objectives of heritage tourism within the Potomac
watershed reinforce the Mission and Guiding Principles of the National Park
Service, and vice versa.

We are committed to conserving our natural values, recreation areas and
open spaces. We are committed to preserving our cultural and historical
treasures and the important stories that they reflect in a heritage that belongs to
all of us. We recognize the importance of these natural and cultural assets to
the local and regional economies. Most importantly we are aware, and
appreciate greatly, the work that all of you have done to make this watershed the
unique heritage tourism destination that it is.

We are happy to be partners with all of you as you discuss the past,
present and future of heritage tourism within the Potomac River watershed. In many
ways we consider NPS and the lands that we manage within the basin to be part of
the heritage tourism infrastructure recreation, preservation and
interpretation.

Infrastructure is normally a term we use to refer to those public
utilities that make it possible to live, work and visit this area, such as roads,
sewer-lines, railroads, power-lines, and storm drains. However, if you think of the
Potomac watershed as a destination for a unique kind of authentic and quality
tourism, then it makes sense to think of all of our parks, historic sites,
communities, open space and recreation areas as part of the infrastructure that serves the heritage tourist.

The heritage tourism infrastructure that we manage, as part of the heritage
tourism effort here in the Potomac includes:

2,000,000 museum objects
88,500 acres of parkland
3, 059 historic structures
800 archaeologic sites
717 miles of trails and bike paths
250 miles of riverfront
152 statues
110 square miles of open space
22 historic forts
7 presidential memorials
5 scenic parkways
4 civil war battlefields
3 historic canals
And, 1 White House

As you talk about heritage tourism the next two days, keep us in mind. If
you aren't working with our park or regional office managers there may be an
occasion to work together to achieve your objectives and ours. Contact us
if you are interested in preserving the natural and cultural resources and
values of the National Park System, and other public and private lands, for the
enjoyment, education, and inspiration of this and future generations.

Think of us when your planning services to visitors and partners. Keep us in mind
when you think about how we might collaborate to achieve common goals. Consider
working with us if you are educating visitors and the general public about
their history and common heritage.

Not to long ago we interviewed our Park Superintendents as part of a
strategy we are developing for the the Greater Washington National Parks. Some of the conversations reflected just how special some of our park managers feel
that this watershed is. For example, Don Campbell, Superintendent of Harpers
Ferry National Historic Park said that "NCR parks constitute the icons of the
Nation's history. We have the best parks and we should market them as a complete
product--not just as individual parks and sites".

Don feels, as I'm sure that you and I do, that that the Potomac River
watershed is unique. He said, "It's the Grand Canyon of the Nation's cultural
resources. If you were to compare our parks against those of other regions, and do a
side-by-side evaluation, we'd come out ahead each time. We've got it all".

Enjoy the conference and Southern Maryland. Be sure to also take time to
visit and enjoy the unique heritage of the Potomac River watershed.

A PROPOSAL TO CREATE A ATLANTIC FLYWAY SCENIC BYWAY


A PROPOSAL TO CREATE A ATLANTIC FLYWAY SCENIC BYWAY


"The waterfowl are the "glory" of the Chesapeake, in view of
author William W. Warner. The Bay is a key point on the
Atlantic flyway for hundreds of thousands of migratory birds.
Many of the forty-three species of native waterfowl winter
on the Bay. The skies begin to come alive in September,
as shorebirds leave for the winter quarters in Central
and South America and the first waterfowl arrive from their
summer places in Northern Canada and Greenland. Later, Geese,
swans, and ducks migrating south fill the skies, ponds, and marshes
around the Bay, which provide both food and protection during the
cold months. By December, the presence of noisy waterfowl is
overwhelming as many of them settle down for the winter along
accommodating shorelines".

"Adventuring in the Chesapeake Bay Area", Sierra Club Travel Guide by John Bowen, 1990.


WHAT IS THE "ATLANTIC FLYWAY SCENIC BYWAY" ?

The Atlantic Flyway Scenic Byway is a network of highways linking waterfowl attractions throughout the Eastern Shore of the Chesapeake Bay region.
The proposed Byway envisions a road corridor, identified through signs,
maps and printed information, which connects various Atlantic flyway public
and private waterfowl attractions and services.

The Byway is an opportunity for the communities along the roadway to work cooperatively to promote the public understanding, appreciation, and enjoyment of the migratory and resident waterfowl of the Atlantic flyway through the creation of a automobile and bicycle tour route. The proposed tour route, which stretches from Havre de Grace, Maryland to Cape Charles, Virginia, generally follows roadways designated by State governments as "Scenic Highways" and connects existing wildfowl areas, museums, interpretive centers, galleries and services.


WHAT IS THE ATLANTIC FLYWAY ?

The Atlantic flyway is one of four migratory highroads that lead from breeding grounds in the Arctic and the northern plains to wintering grounds in the southern United States, the Caribbean, and Central and South America.

The Atlantic flyway is shaped like a vast funnel that stretches from Alaska in the west to the Hudson Bay in the east, narrows at the Chesapeake Bay and continues along the coast to the Caribbean and South America. Over twenty-five percent of the millions of birds on the Atlantic Flyway stop in the Chesapeake Bay region where abundant food and protected waters provide a wayside habitat.

WHAT IS BEING DONE ALONG THE FLYWAY NOW ?

State and federal governments, and private organizations, have taken significant actions to protect the bird species visiting and living within this region. Numerous wildlife refuges, waterfowl management areas, nature preserves and forests have been established to provide food and habitat for birds using the Atlantic flyway.

Many of these areas, such as the Blackwater National Wildlife Refuge and Elk Neck State Park in Maryland and the Virginia Coast Reserve, include public access and places for bird-watching, nature walks, interpretation and education.

The vast numbers, and diverse types of waterfowl, visiting this area has long attracted bird-watchers and tourists. The wildfowl populations of the flyway have also inspired various painters, sculptors, writers, folk-lyrists and carvers to describe the sights, sounds and settings of this internationally renowned area.

In response to these visitors and artistic traditions, public and private organizations have established a number of museums, galleries, events and activities related to the Atlantic flyway, the wildfowl and cultural activities of the Eastern Shore of the Chesapeake Bay region.

Museums, such as Salisbury's Ward Museum of Wildfowl Art, the St. Michael's Maritime Museum, and the Havre de Grace Decoy Museum offer tourists and residents alike the opportunity to experience and enjoy carvings, wildfowl art, habitat exhibits, interpretive displays and guided tours about the bird species, people and places of the Atlantic flyway.

These museums, in addition to State and county tourism offices, private conservation groups, National and state wildlife refuges and parks and travel organizations, actively promote "bird tourism" through various publications, events and activities. These special Atlantic flyway promotions and activities make the region a popular destination for visitors from the U.S. and other countries.

WHAT IS BEING PROPOSED ?

The Atlantic Flyway Scenic Byway proposal involves a voluntary public and private effort to prepare and carry out a cooperative strategy for increasing ecotourism, protecting natural and cultural values and increasing locally-based economic development opportunities along a network of roads in Maryland and Virginia.

The project would be accomplished through a series of action plans on a county-by-county basis for portions of the corridor. Such action plans would be prepared by local interests with State, federal and private assistance. The primary elements of the Atlantic Flyway Scenic Byway include:

1. An identified tour route including side-trips. The route would be signed and placed on information and promotional maps.

2. The tour route could be recognized by state and federal government programs as a scenic byway or heritage corridor.

3. The tour route would feature museums and art galleries featuring wildfowl art and the interpretation of birds and their habitats. Areas which could be included are:

* Ward Museum of Wildfowl Art Salisbury, MD.

* Chesapeake Bay Maritime Museum St. Michaels, MD.

* Chincoteague National Wildlife Refuge Visitor Center
Chincoteague, VA.

* Decoy Museum Havre de Grace, MD.

* Fisherman's Island National Wildlife Refuge Visitor Center
Cape Charles, VA.

" Next to fishing, the Bay is best known for its wildfowl. Even the casual observer is instantly aware of the abundant birdlife. The graceful ospreys soar over the marshes and byways, while the cautious blue herons stay a safe distance from intruders into their habitat. Peregrine falcon wheel over nests built on platforms in isolated areas. red-winged blackbird and numerous other small fowl can easily be observed on most trails and farmlands. The bald eagle, once scarce in the region, now nests safely in a number of parks and forests".

John Bowen, 1990

4. The tour route could feature a number of public and private wildlife refuges, preserves, seashores and forests including the following areas:

* Eastern Neck Island, MD.
* Blackwater National Wildlife Refuge, MD.
* Elk Neck State Park, MD.
* Wye Island Natural Resources Area, MD.
* Tuckahoe State Park, MD.
* Elliott Island Marshes, MD.
* Irish Grove Sanctuary, MD.
* Michaels Marsh, MD.
* Virginia Coastal Reserve, VA.
* Fisherman Island National Wildlife Refuge, VA.
* Chincoteague National Wildlife Refuge, VA.
* Assateague Island National Seashore, MD.
* Assateague State Park, MD.

5. The effort would promote flyway-related seasonal festivals, events and activities including:

* Susquehanna Flats Carving and Arts festival
June 25-26, Perryville, MD.
* Bel Air Festival for the Arts
* Havre de Grace Arts Show
* Dorchester Art Exhibit
Last weekend in April, Cambridge, MD.
* Nautical & Wildlife Art Festival & Craft Show
January, Ocean City, MD.
* Easter Decoy Art Festival
April, Chincoteague, VA
* Decoy Museum Duck Fair
September 10-11, Havre de Grace, MD.
* Ward World Champion Carving Competition
Ocean City, MD. April
* Fish & Fowl Day
April, Furnace Town, MD.
* Ward Exhibit of Wildfowl Art
October, Salisbury, MD.
* Birding Festival
Cape Charles, VA.

"The best times to see waterfowl are in November and December and again in March and early April, when migrations peak. Later in the spring there are migrating shorebirds, breeding herons and egrets, and other marsh birds".

"In the late fall when the marshes of the Chesapeake are gold and rust, muted green and brown, an extraordinary event occurs. Millions of waterfowl--snow geese, Canada geese, whistling swans, bay ducks, and marsh ducks--converge on the bay, flying in wispy lines above the marsh, bursting from the ponds, or gathering offshore in huge fleets".

John Bowen, 1990

6. The effort would publicize seasonal natural wildfowl events including the following selected examples:

January:

* Wintering Bald Eagles
Conwingo Dam, Susquehanna River, MD.
Blackwater National Wildlife Refuge, MD.

* Snowy and Short-eared Owls
Blackwater National Wildlife Refuge/ Elliott Island, MD.

* Wintering Gannets and Loons
Ocean City Inlet, MD.
Chesapeake Bay-Bridge Tunnel, VA.

February:

* Pelagic Birding Trips
Ocean City, MD.

March:

* Migrating Ducks and Geese
Blackwater National Wildlife Refuge, MD.
Shores of Kent County Choptank River mouth

* Rare and Unusual Gulls
Conowingo Dam

7. Tour route information would feature places to stay
( ie. Fly Inns such as Bed & Breakfasts, hotels, motels, and campgrounds.) ecotourism related shops and services (ie. tour guides, bicycle and boat rentals, special train rides, etc. ).

8. An "umbrella" organization would be the focus for coordination, communication, promotion and implementation of the proposal.

WHY IS THERE
A NEED FOR THE "ATLANTIC FLYWAY SCENIC BYWAY" ?

The Atlantic Flyway Scenic Byway encourages public and private agencies and groups involved with wildlife management, museums, and tourism to work together to make the Eastern Shore of Maryland and Virginia a regional destination for bird and ecological tourism. A coordinated effort of this type can help to:

* Attract more visitors for longer periods of time.

* Provide visitors with a higher quality experience.

* Create greater opportunities for public and private agencies and organizations to cooperate.

* Increase the public's understanding and importance of birds and their habitat.

* Provide opportunities for business and community leaders to benefit economically from the natural and cultural resources of the region.


WHAT NEEDS TO BE DONE ?

The emerging Atlantic Flyway Scenic Byway requires the formation of a cooperative partnership between public and private interests to pool their practical experience, foresight, capital and energy to develop the details of the proposal and carry it through.

Possible cooperative actions which could be taken to advance this proposal include:

1. Agree to cosponsor this effort.

2. Form a Atlantic Flyway Scenic Byway Work Group to serve as a public and private museum, art, tourism and conservation alliance to develop, coordinate and implement this proposal.

3. Hold a workshop to organize this effort and develop the details of the tour route, marketing and services.

4. Draft a Atlantic Flyway Scenic Byway brochure describing the proposal, send it to potential cooperators and use it to promote the region.

5. Investigate sources of funding and technical assistance from state and federal Scenic Highway Programs, including Intermodal Surface Transportation Enhancement funds, Chesapeake Bay Program, heritage tourism assistance and Scenic Byway funds, to help carry out the proposal.

WHERE DOES THE TOUR ROUTE GO ?

The Atlantic Flyway Scenic Byway tour route, from the north, begins in Havre de Grace, Maryland at the Decoy Museum. The Byway follows Route 161 North, parallels the Susquehanna River Heritage Greenway, providing access to the Susquehanna State Park, U.S. Route 1 ("America's Main Street") and the Conwingo Dam area. The tour continues along Route 1 North merging with Route 273 before meeting Route 213 South in Fair Hill.

The tour route follows Route 213 South affording side-trips to Elk Neck State Park and the Chesapeake and Delaware Canal area. Near Chestertown, another side-trip opportunity includes a tour of the Eastern Neck Island National Wildlife Refuge.

Route 213 merges into Route 662 South at Wye Mills and the tour continues to Easton. A side-trip to St. Michaels and the St. Michaels Maritime Museum is afforded from Easton.

The tour route continues from Easton Route 331 South, crossing the Choptank, Marshyhope and Nanticoke Rivers and offering a side-trip to the Blackwater National Wildlife Refuge near Cambridge.

The tour route continues along Route 313 until it ends and continues south briefly on Route 50. From Route 50 the tour route switches to Route 347, affording a side-trip to the Ellis Bay Wildlife Management Area, and Route 349. Route 349 takes the tour route into Salisbury and the Ward Museum of Wildfowl Art.

From Salisbury the tour route continues along Route 346, crossing the Pocomoke River, through Berlin and out Route 376 to Assateague Island National Seashore and Assateague State Park.

From Assateague the tour route returns to Route 113 South, passes through Snow Hill, affording side-trips to the Pocomoke State Forest, the Beach to Bay Indian Trail---A National Recreation Trail and the Chincoteague National Wildlife Refuge in Virginia.

From Chincoteague the tour route continues along Route 13, the "Ocean Heritage Highway", which affords numerous "Off 13" side-trips including roads through the Virginia Coastal Reserve, the Kiptopeke State Park, before ending at the Fisherman's Island National Wildlife Refuge Visitor Center near Cape Charles, Virginia and the entrance to the Chesapeake Bay Bridge-Tunnel.

QUESTIONS OR COMMENTS ?

For more information about this proposal contact:

* Ms. Donna Jean Darby
Ward Museum of Wildfowl Art
909 S. Schumaker Drive
Salisbury, Maryland 21801
410-742-4988

* J. Glenn Eugster
Chesapeake Bay Program
US EPA
410 Severn Avenue, Suite 110
Annapolis, Maryland 22302
410-267-5722

A Vision for National Heritage Areas

Brenda Barrett
National Coordinator for Heritage Areas
National Park Service
Oct 22, 2002










Minutes Regional Roundtable Meeting II October 17-18, 2002

Attendees: Brenda Barrett, Suzanne Albert Copping, Joe DiBello, Glenn Eugster, Gregg Kendrick, Sue Pridemore, and Rodd Wheaton

A Vision for National Heritage Areas

With the assistance of Glenn Eugster and Joe DiBello the group spend part of the first day brainstorming on a vision for the national heritage areas. The group addressed two questions #1 What does success look like in the national heritage area program? And #2 What will a successful National Heritage Areas initiative look like in the future?

More will be coming on a vision for national heritage areas.

Producing Public Information

Web site should go live by the end of October.

Develop a standard format for national heritage area fact sheets.

Design a unigrid brochure.

Developing Content for the Heritage Area Movement

Propose articles for the National Trust for Historic Preservation’s magazine Forum based on the educational sessions on heritage areas presented at the 2002 Annual meeting in Cleveland.

Propose a session on heritage areas for the 2003 George Wright Society.

Coordinate with CRM on a follow up issue based on any George Wright Society presentations on heritage areas and propose other heritage area articles.

Investigate the possibility of a feature on national heritage areas in the new National Park Society magazine.

Propose educational sessions on heritage area strategies for the 2003 National Trust for Historic Preservation Annual Meeting in Denver.

Preparing for New Heritage Areas

Director of the National Park Service requests that the Regional Director initiate a contact with the newly designated area and prepare an activation memo designating contact personnel and other logistics.

The region sets up a briefing in the regional office to meet the associates and other key staff, invites other partners if appropriate, establishes an email account if necessary, and provides a “welcome” packet of briefing materials and fact sheets

Regional Roundtable II Minutes cont…

Regional office plans an event for the Regional Director to welcome the new heritage area into the fold preferably in the heritage area.

The regional office sends out a press release.

The regional office continues to share information with the heritage area about National Park Service programs and opportunities. Heritage areas are invited to the Superintendent’s conferences and other events.

Improving Coordination with the Regional Offices

Hold Regional Roundtables twice a year.

Meet, as appropriate, at other conferences and events.

Set up a list serve.

Washington office will report regularly on progress on program goals and objectives.

Information on heritage areas will be shared on Inside NPS if of general interest.

Standard Operating Procedures and Best Practices

Washington Office will develop and outline.

Regional roundtable members and Alliance for National Heritage Areas Program Committee will tackle specific topic and review others.

Share information on proposed guidelines for feasibility studies with the regional roundtable.

Anniversary Opportunities!! In 2004 the national heritage area movement will be twenty years old!!

Tuesday, July 19, 2011

National Capital Region Tree and Shrub Replacement Fund



National Park Service
National Capital Region Tree and Shrub Replacement Fund

Our Nation's Capital is blessed with one of the largest amounts of devoted green space as a percentage of the whole of any major city in America. As far back as Thomas Jefferson's presidency, Washington, D.C., was recognized as one of the greenest world capitals and the designation as the "City of Trees."

In 1997 the National Park Service established the National Capital Region Tree and Shrub Replacement Fund. The purpose of the fund is to provide reliable, significant monies on a annual basis, in perpetuity, to supplement funds appropriated by Congress for the replacement of trees and shrubs on lands of the Greater Washington National Parks under the jurisdiction of the National Capital Region. The Greater Washington National Parks include fourteen areas with more than 88,000 acres of national parks within a two-hour drive.

The fund is managed as an endowment fund by the National Park Foundation under the Foundation's Board-approved investment guidelines. The National Park Foundation is the Congressionally-chartered non-profit partner of America's National Parks. As an endowment fund, only income can be dispersed. The principle remains intact.

To find out how to support the Tree and Shrub Replacement Fund please contact Mr. Glenn Eugster, Partnerships Office at: glenn_eugster@nps.gov or call (202) 619-7492.

All contributions will be acknowledged with a thank you letter and recorded in the National
Capital Region Tree and Shrub Replacement Fund Directory.

Thank you for your interest in the Greater Washington National Parks and the Tree and Shrub
Replacement Fund. Your interest and support will help protect and sustain the trees and shrubs for
future generations.

RECOMMENDED ACTIONS


NPS PARTNERSHIP COUNCIL
RECOMMENDED ACTIONS FOR
ASSOCIATE DIRECTOR FOR PARTNERSHIPS, INTERPRETATION AND EDUCATION, VOLUNTEERS,
AND OUTDOOR RECREATION
10/30/02


STAFF THE WASO PARTNERSHIPS OFFICE to support servicewide partnership coordination and capacity building. Quickly update the staffing plan to reflect expanded roles. Get to critical mass of at least three core permanent staff. Use emergency hires and details as needed in the near term. Determine budget to include funds for staff, contractual services, and supplemental support to regions for initiatives that advance service-wide capacity building.

NEGOTIATE WITH MARTHA AIKENS TO DETERMINE HOW TRAINING AND PARTNERSHIPS CAN EFFECTIVELY WORK TOGETHER TO BUILD PARTNERSHIP MANAGEMENT CAPACITY. Determine what training and informational resources can be focused on partnerships and assign lead staff to follow through.

DECIDE TASKS FOR PC COMMUNICATIONS COMMITTEE RE: COUNCIL, CONFERENCE AND NATIONWIDE SYSTEM AND INTERNAL VS EXTERNAL FOCUS.

COMPLETE LIST OF PARTNERSHIP COUNCIL MEMBERS AND ALTERNATES.

PROVIDE AN ENTRE FOR KEY NPS PARTNERS TO WORK WITH PC THROUGH ESTABLISHMENT OF A PARTNER WORK GROUP UNDER THE NATIONAL PARK SYSTEM ADVISORY BOARD. The Board would recruit a manageable number of key groups to participate in portions of the PC meetings.

SCHEDULE NEXT PARTNERSHIP COUNCIL MEETING. Recommend weeks of January 27 or February 3. Need to sustain momentum on capacity building and fit with Partnerships Conference.

DIRECTOR’S NPS PARTNERSHIPS MEMO/LETTER. Ensure it is released.

DETERMINE DIRECTOR’S CONCERNS IN PURSUING THE UPDATE OF DO#21.

RESOURCE THE PRODUCTION AND MAINTENANCE OF THE PARTNERSHIPS REFERENCE GUIDE AND WEBPAGE ON NPS WEBSITE. Should serve NPS and partners.

OPTIMIZE CHALLENGE COST SHARE PROGRAM. Start with FY2003 awards.

ADDRESS NPS PARTNERSHIP BARRIERS AND NEEDED ADDITIONAL AUTHORITIES LIST. WORK ON NEEDED ADMINISTRATIVE CHANGES. Pursue for NPS and as appropriate with sister agencies.

STRENGTHEN NPS-NPF WORKING RELATIONSHIP.

PRODUCE PARTNERSHIPS BUSINESS PLAN. Schedule and resource a business plan for WASO Partnerships Office and broader partnerships program.

DETERMINE WHETHER AND HOW THE PARTNERSHIP COUNCIL AND VOLUNTEER MANAGEMENT PROGRAMS SHOULD WORK TOGETHER.

DEVELOP STRATEGY TO TURN RESULTS REPORTING TO OUR ADVANTAGE AND ADDRESS RELUCTANCE TO REPORT PARTNERSHIP RESULTS.

Dialogue Workshops

Anne Pearson
06/12/2003 09:46 AM AST
To: Steve Coleman
cc: glenn Eugster
Subject: Dialogue info


Steve, below is a summary which Danny Martin and I put together for the
July 8 Workshop which you may find useful. We felt it could be sent to
Workshop participants after the invitation. Best, Anne

GREEN INFRASTRUCTURE:
Dialogue Workshops

PURPOSE AND GOALS
The general purpose of our series of workshops is to seek input on and
establish broad-based public support for approaches that meet
environmental, social and economic objectives simultaneously. Our goal
is to create a committed group of stakeholders from different
geographical areas, communities and interest groups of the DC region
with a shared understanding of the value and role of green
infrastructure for human beings and other living things.

DIALOGUE
Dialogue is the capacity to interact creatively and effectively through
the development of shared understanding. It includes skills of
listening, inquiry, advocacy and building together. Dialogue is the art
of creative interaction that produces results which are comprehensive,
inclusive and locally owned. We will use Dialogue skills in the
workshops to enrich our goals.

VALUES
We each have different qualities and values we bring to our lives, a
positive core that gives life and meaning to our work and
relationships. Consider for a moment the things you value deeply in
this regard, specifically, the things you value most about yourself, the
nature of your work, and the land we share. Without being humble, what
do you value most about:
* Yourself ? your best qualities, the values you embody?
* Your work?
* The land?
* What stokes the fires of passion for your work? Why do you do what
you do?

PEAK EXPERIENCES
Think about those moments when you could say about the work that you’ve
been doing, “Yes! This is what my work is all about.”
* As you reflect on your experience, describe one of your most
memorable, exceptional times when you felt your work had a significant
impact.
* What was the impact on you? On the project/community/client? On those
who worked with you?
* What were the key factors that made it possible for your efforts to
have such a powerful impact? What was going on for you, personally, in
the work/project/community? What in the organizational environment
allowed for this to happen?
* What did you learn in that situation that helped take you to a higher
ground in your work? Specifically, what did you say or do that someone
else might be able to do in a similar situation?



FUTURE
- We all know that health is not simply the absence of disease, rather
it is the things people do that create health. People have a great deal
of wisdom about creating health; sharing this collective wisdom would
create an “epidemic of health.” No action, conversation or thought is
too small to affect this potential outcome. In the same way, we have the
collective wisdom to address equally complex issues, like land use.
Imagine a future where we are creating an “epidemic of sustainable and
creative land use” and consider:

* What are three things that you are doing now that should be
maintained/enhanced (best practices, approaches, ways of working) to
contribute to this “epidemic”? What is the Green Infrastructure Project
doing that should be maintained/enhanced?
* What are you doing now that you would do in a new, different or better
way? What about the Green Infrastructure Project?
* Now take a bolder step. Think beyond your normal assumptions about
parks, open space and recreation areas to imagine a truly new way of
doing business. What does this look like?

Monday, July 18, 2011

Land Trust Suggested To Save Islands

Land Trust Suggested To Save Islands







December 09, 1988|by SCOTT BIEBER, The Morning CallA land trust may be the best way to preserve islands in the lower part of the Delaware River from development, recreational abuse or other man-made threats, residents of the river area and federal officials said last night.

Several land trusts in the region will be invited to explain the idea to island owners and concerned residents at a meeting to be scheduled in the next few months, the National Park Service told about 20 people in Doylestown who had come to discuss a park service study of the islands.

The NPS study was made at the request of U.S. Rep. Peter Kostmayer (D-8th) and U.S. Rep. Donald Ritter (R-15th), who said residents had expressed concern about the need to manage and preserve the islands.

National Park Society Meeting with the National Capital Region


National Park Society Meeting with the National Capital Region
Prepared by Glenn Eugster

On October 15, 2002 Regional Director Terry Carlstrom, Associate Regional Director Ed Duffy, Sue Hansen, Regional Chief of Interpretation, and Glenn Eugster, Assistant regional Director, met with Dr. Larue Boyd to discuss the status of the National Park Society.

Dr. Boyd explained that he was an Endowed Chair at the University of Denver where he worked creating businesses and new ideas. He once owned a marketing company in FL, which he sold and moved to CO. He currently operates a “dude ranch”.

While in FL he worked with the Alumni Capital Campaign and the University of FL Magazine. He also helped Rollins College with a $100 million fundraising campaign. At the University of Denver he works to “change culture and raise a lot of money”. He serves ideas and causes. For example, in 3.5 years he raised $ 300 million dollars.

He described himself as a “park groupie” and explained that he was asked to help with a visitor center at Mesa Verde. When he began he asked for their 50 year plan and was surprised that they didn’t have one. He believes that a long-term outlook is important.

Dr. Boyd explained that the Society “is not about fundraising—but it will help fundraising and bring federal appropriations into balance with the needs of NPS”. His approach stresses “telling stories and educational outreach” and believes that these topics are related to fundraising.

He believes that there “shouldn’t be any limit on the number of groups that are able to help us. This isn’t the purview of NPF”. He indicated that corporate philanthropy is 6% of fundraising, while 90% comes from individuals, and 3% from foundations. He believes that there is a need to “track total philanthropy for the total park system and that NPS doesn’t do this”.

Dr. Boyd indicated that he contributed $500,000 from the Society to NPS. He noted that he works with Joe Cook of IMR.

He posed the question, “What is it that we can do to empower NPF?” He discussed the models he has explored, which emphasize protection and sharing, are synergistic. For example, Dr. Boyd said that Smithsonian draws 30 million visitors each year to their 16 buildings. This represents, according to Boyd, 10% of the NPS visitors. Smithsonian gets 40 million “hits” per month on their web site. They have a $1 billion capital campaign underway and actively use volunteers, travel learning and a magazine to engage the public.

Smithsonian’s magazine, according to Boyd, has 2.1 million membership and the members are similar to NPS visitors in age and demographics.

Dr. Boyd discussed the National Geographic Society, which has the largest magazine circulation in the world—approximately 10.7 million names. National Geographic is aggressive in all kinds of media. They focus on intellectual subject matter and ideas including National Parks and the “virtual understanding of places”. They also have the National Geographic Channel on television.

Dr. Boyd’s research also included looking at the work of Sierra Club, Audubon, NPCA and the Library of Congress. The Library publishes “Civilization Magazine”.

Dr. Boyd then focused his remarks using a brief presentation on the National Park Society. He said that he talked to NPS Director, selected superintendents, including Lewis, Tolson, Weiss, former superintendent Mike Finley, Secretary Norton and Assistant Secretary Scarlett. He indicated that he has a signed Memorandum of Understanding with Secretary Norton and a letter of support from Director Mainella.

He noted that the average American visits 13 units during their lifetime. He believes that the “footprint visitation model” limits NPS access. He believes that “moments in history are limiting”. He noted that 13-20 parks are being loved to death.

Dr. Boyd said that Smithsonian and National Geographic will only tell the story in the same ways. He believes that “volunteering is a form of philanthropy—82% of donors are emotionally and intellectually involved”.

He believes that NPF uses education and volunteers dedicated to increase the knowledge and appreciation and enjoyment of our National parks. He noted that most Americans live 50 miles from National Parks.

He described a concept that has the National Park Society sharing education and experience; NPF working on philanthropy and support; and NPCA on preservation and protection. Dr. Boyd sees the National Park Society’s working phases. He envisions first telling the story; next, engagement and involvement; then get out of people’s way and let them help us. His slogan is “Every Park, Every American”

He proposes to use film, TV, print and websites to tell the story. He looks to use volunteers and travel learning to engage and involve people. He believes that we should be training and preparing people to represent us. Dr. Boyd intends to target cities that can tell the stories of all the park units.

He envisions providing support, providing leverage, and strengthening friends groups, coop associations, and park foundations. He will work to create data bases of visitor names and addresses to create a national constituency data base—that is not proprietary. Dr. Boyd also wants to increase visitation to less visited parks.

In 5 years he expects to:
Develop education curriculum for K-12, teachers, retired teachers, and students.
Create a website for access to content.
Publish a National Park Society magazine that will feature 10 issues per year.
Recruit 4-6 million members over 5 years.
Provide training and development of volunteers for education outreach.
Create an education and outreach guide.
Establish a National On-line Book Store to serve as a conduit to sources of National Park information.

Regional Director Carlstrom indicated to Dr. Boyd that Glenn Eugster and Sue Hansen were the points of contact for collaboration with NCR.

Federal Women’s Program Talking Points


Federal Women’s Program Talking Points


Glenn Eugster -- Assistant Regional Director, Partnerships Office, NPS, National Capital Region

20 min. presentation – 10 min. Q and A. == 30 min total

NCR Partnerships Office Purpose: To find ways to use

partnerships to help National Park Service (NPS) park and

program managers, and community leaders meet National, State and

local goals and objectives within the Potomac River watershed

and metropolitan Washington region.



I. Big picture: PARTNERSHIPS: ARE THEY essential to your work OR JUST ANOTHER FLAVOR OF THE MONTH?

PARTNERSHIPS, PARTNERSHIPS, PARTNERSHIPS…
LAST YEAR THE SECRETARY OF THE INTERIOR SAID MANY TIMES THAT “THE FOUR C’S IS A GUIDE TO HOW I WANT INTERIOR TO MOVE FORWARD. THEY STAND FOR COMMUNICATION, CONSULTATION AND COOPERATION, ALL IN THE SERVICE OF CONSERVATION”. SHE GOES FURTHER TO SAY, “. THAT FOR CONSERVATION TO BE SUCCESSFUL, WE MUST INVOLVE THE PEOPLE WHO LIVE ON, WORK, ON, AND LOVE THE LAND.”

SHE HAS SAID, “WE ARE ON THE CUTTING EDGE (NOT A BUDGET JOKE) OF USING COLLABORATIVE AND COMMUNITY-BASED APPROACHES TO LAND MANAGEMENT”.

LAST MONTH DIRECTOR MAINELLA SENT A LETTER TO ALL NPS EMPLOYEES ON PARTNERSHIPS. SHE SAID, “PARTNERSHIPS ARE AN IMPORTANT TECHNIQUE USED IN PARKS, AND IN THE STATES, TERRIROTIES, TRIBAL LANDS, COMMUNITIES AND SPECIAL PLACES NATIONWIDE. THEY ARE INTEGRAL IN HOW WE PROVIDE SERVICES IN OUR NATURAL, CULTURAL AND RECREATIONAL PROGRAMS’.

YOU are, I BELIEVE, key to the long-term success of the PARK SERVICE. the question i’d like you to pONDER IS, ARE PARTNERSHIPS SOMETHING NEW, OR SOMETHING WE’VE ALWAYS RELIED ON? ARE THEY AN ENDURING APPROACH, OR SIMPLY A POLITICAL AGENDA OF THE TIMES? DO THEY HELP YOU OR ARE THEY AN ENERGY AND MONEY ZAPPER?

LET’S WAIT BEFORE WE ANSWER THOSE QUESTIONS.

FIRST, WHAT ARE WE TALKING ABOUT WHEN WE SAY PARTNERSHIPS?
If you saw the recent movie “My Big Fat Greek Wedding” you know

that the word partnership came from…..

CONTRARY TO WHAT THE GREEKS TELL YOU, “Partnership” ACTUALLY

comes from the Romans. Partnership in Latin is “Consortio” or

“Societas”, and it means “to enter into with a person”.

Partner in Latin is “Socius” OR “Particeps” and it

means “in marriage”.


But Glenn, what do the Greeks say, you ask? The Greek word for

partnership means “bond, collaboration, go into”

The Greek word for partner means “companion, dance, cards,

game”. Greeks enjoy life a little bit more than the rest of us,

right?


So what did we do to this fairly simple word here in the USA?

Let’s first break the word in half. In America, partner means:

Portion, group, subgroup, constituent.

Ship, the second part of the word, means: Quality, condition,

office, STATUS, period, tenure, individuals

of a group, and skill in a certain capacity.


Okay, so we put them together and what does partnership mean in

America, she asks? Partnership means:

Alliance, association, arrangement, affiliation,

bloc, connection, collaboration, company, cartel, co-op,

contract, compact, deal, fellowship, friendship,

federation, good-feeling, interest, mutual, pact, pool, sharing,

union, understanding, transaction and trust.


Partnerships are obviously a INHERNETLY LEAKY TERM THAT REMINDS

ME OF A PAPER ON LANDSCAPE INTERPRETATION BY D.W.MEINING.

MEINING WROTE,”THE BEHOLDING EYE: TEN VERSIONS OF THE SAME

SCENE” AND SAID, “THAT EVEN THOUGH WE GATHER TOGETHER AND LOOK

IN THE SAME DIRECTION AT THE SAME INSTANT, WE WILL NOT—WE

CANNOT—SEE THE SAME LANDSCAPE. WE WILL SEE MANY OF THE SAME

ELEMENTS, BUT SUCH FACTS TAKE ON MEANING ONLY THROUGH

ASSOCIATION; THEY MUST BE FITTED TOGETHER ACCORDING TO SOME

COHERENT BODY OF IDEAS”.

MEINING WENT FURTHER TO SAY, “ANY LANDSCAPE IS COMPOSED NOT
ONLY OF WHAT LIES BEFORE YOUR EYES BUT WHAT LIES WITHIN OUR
HEADS”. INTERESTING PAPER. IT COMPARES TEN SCENES OF THE SAME VIEW OF THE LANDSCAPE.

THE PERSPECTIVE IS RELEVANT FOR PARKS, PROGRAMS AND
PARTNERSHIPS. PARTNERSHIPS, LIKE THE SCENE THAT MEINING SPOKE OF WILL BE VIEWED DIFFERENTLY BY DIFFERENT PEOPLE, ORGANIZATIONS, GROUPS, AND INTERESTS.
WHEN YOU TALK WITH NPS PEOPLE THEY CONSTANTLY REFER TALK ABOUT M AND M'S RIGHT? MISSION AND MONEY? IT IS AN INCREDIBLY SIMPLE AND CREATIVE FORUMULA TO USE.

OUR JOB IS ALWAYS ABOUT MONEY RIGHT? OBVIOULSY MONEY IS IMPORTANT BUT FRANKLY IT'S NEVER ABOUT MONEY. HOWEVER, IT IS ALWAYS ABOUT PEOPLE, INSIDE AND OUTSIDE OF NPS, AGREEING ON WHAT NEEDS TO BE DONE, HOW IT'S TO BE DONE, AND WHEN.
IT'S INTERESTING HOW WHEN PEOPLE GET ON THE SAME PAGE, THE MONEY ALWAYS IS THERE.

NPS RECENTLY CREATED A NATIONAL PARTNERSHIP COUNCIL, TO HELP OUR LEADERS. IT IS FOUNDED ON SEVERAL KEY PRINCIPALS.
PARTNERSHIPS ARE A TECHNIQUE, NOT A PROGRAM.
THEY ARE A WAY THAT WE DO BUSINESS, NOT A BOX IN THE ORGANIZATION CHART.
THEY ARE RIGHT FOR SOME SITUATIONS, AND NOT APPROPRIATE FOR OTHERS.

PURPOSE: TO ADVISE THE ASSOCIATE DIRECTOR, RESPONSIBLE
FOR PARTNERSHIPS, ON THE CREATION, DELIVERY AND EFFICIENT
USE OF PARTNERSHIP PROGRAMS, TOOLS AND IDEAS ACROSS

PROGRAM AND GEOGRAPHIC LINES.
MAKE RECOMMENDATIONS ON TOPICS AND ISSUES
FACILITATE OPEN COMMUNICATION AND DIALOGUE AMONG THE FIELD, REGIONS, DIRECTORATE, NATIONAL PARK FOUNDATION, AND OTHER PARK SUPPORT ORGANIZATIONS.
GENERALLY WILL DEAL WITH EXISTING AND FUTURE POLICY OR ACTIONS THAT NEED TO BE IMPLEMENTED THROUGH THE LINE STRUCTURE OF THE NPS.
CONSISTS OF 24 MEMBERS, REPRESENTING ALL LEVELS OF THE ORGANIZATION—AND THE NATIONAL PARK FOUNDATION, AND TWO EX-OFFICIO MEMBERS.
LEAD BY TWO CO-CHAIRS—ONE FROM THE REGIONS AND ONE FROM THE ASSOCIATES.
DECISION-MAKING BY CONSENSUS.

CURRENTLY LOOKING AT:
DEFINITION OF PARTNERSHIPS: THE COUNCIL DEVELOPED THE DIRECTOR’S LETTER DEFINTION “voluntary relationships that advance our respective missions by doing work collaboratively.”

DIRECTOR MAINELLA WENT FURTHER TO SAY---“In short, partnerships must be viewed in the context of “win-win”; they must be mutually beneficial to all participants. Truly effective partnerships are created not by control, but by an equal sharing of resources and common interests”.
THE COUNCIL IS ALSO LOOKING AT:
ROLES AND RESPONSIBILITIES
COMMUICATION STRATEGY
CAPACITY BUILDING, INCLUDING TRAINING, EDUCATION
RESOURCING PARTNERSHIP ACTIVITIES
PARTNERING WITH OUR PARTNERS
DIRECTOR’S ORDER 21 ON FUNDRAISING

YOU WILL HEAR A LOT MORE ABOUT PARTNERSHIPS AS THE DIRECTOR ADVOCATES THE ‘SEAMLESS SYSTEM OF PARKS AND SPECIAL PLACES IDEA, AND AS WE MAKE PLANS FOR THE NOVEMBER 17-21, 2003 NATIONAL PARTERNSHIPS CONFERENCE IN LOS ANGELES, CA. SEE INSIDE NPS.

THE COUNCIL HAS A THREE-YEAR SUNSET PROVISION.

NEXT MEETING IS MAY 2003. SEE YOUR REPRESENTATIVES FOR MORE INFORMATION.

ARE PARTNERSHIPS THE MEANS OR THE END? ALL DEPENDS ON YOUR VIEW AND WHAT YOU ARE TRYING TO ACCOMPLISH

What is it you want to do and how can partnership help?
Partnership is the tool, but what is the outcome you are using partners for? Where do you want to go and why? What does success LOOKS like? Partnerships are in the eyes of the beholder. Different people create partnerships for different reasons: money, political support, get new ideas, get help…etc.

USING A PARTNERSHIP REQUIRES that you know about the place you are interested in and the people who USE, MANAGE, ENJOY OR HAVE AN INTEREST within that place. Successful PARTNERSHIPS are almost always based on some type of planning--a formula for YOUR DECISION-MAKING.

How do you think decisions are made? What are the ingredients
of a good decision? What is your role in the decision making
process? How do you think things work? These are all questions
that are important to consider as you DECIDE WHETHER YOU WANT TO
PARTNER, AND IF SO, HOW YOU design your PARTNERSHIP.

Successful PARTNERSHIPS need a way--call it a model or a decision-making formula, for linking public desires, government policies, science and management. The formula is for understanding how a place, or a culture, works. It's a way to understand people's relationship with nature. It's a way to better understand a PARK, COMMUNITY, Watershed, OR REGION SO that you can ACHIEVE YOUR GOALS.

What formula do you use when you think about a strategy for YOUR AREA? Whether you know it or not, you have one. Whether you've written it down on paper or have it rambling around inside your head, you have a personal strategy or model that you use to do whatever you do. It's the way you think things work--or should work. It's the way you make decisions and get things done. Most of all it's an important part of your involvement in this effort.

Everyone WORKING IN PARKS, RECREATION OR CONSERVATION has their own approach. BE SURE TO BE ABLE TO ARTICULATE YOUR APPROACH AND ASK OTHERS TO SHARE THEIRS—IT’S A KEY IF YOU WANT TO PARTNER!


III. Framework: What works and does not work in partnerships?

FROM A CHAPTER IN THE BOOK CALLED RECONSTRUCTING CONSERVATION WITH ROLF DIAMANT, MARSH-BILLINGS-ROCK NHS; AND NORA MITCHELL, CONSERVATION STUDY INSTITUTE.

1. PARTNERSHIPS ARE always about people.

2. PARTNERSHIPS require good civics, as well as good information.

3. PARTNERSHIPS create a framework to integrate programs, interests, and points of view.

4. Multi-disciplinary approaches are used to understand landscapes and communities.

5. PARTNERS think one size larger.

6. Leadership is AT ALL LEVELS AND IS ALWAYS about collaboration.

7. PARTNERSHIP action is never just about money.

8. PARTNERSHIPS RELY ON BOTH design and discovery.

9. SUCCESS RESTS ON RESULTS

LET ME CLOSE BY SAYING THAT PERHAPS THERE ARE AS MANY VIEWS
OF PARTNERSHIPS AS THERE ARE VIEWS OF THE LANDSCAPE. PARTNERSHIPS AREN’T RIGHT FOR EVERY SITUATION. BUT THEIR WILL BE TIMES WHEN YOU LOOK AT A PROBLEM, AN OPPORTUNITY, OR A TASK AND SEE THAT:
1. PARTNERSHIPS ARE FUNDING
2. PARTNERSHIPS ARE COMMUNICATION
PARTNERSHIPS ARE INFORMATION
4. PARTNERSHIPS ARE PROJECTS
5. PARTNERSHIPS ARE LONG-TERM RELATIONSHIPS

THESE ARE BUT SOME THE VIEWS OF PARTNERSHIPS. ADD YOUR OWN
VIEWS AND MAY YOU HAVE CONTINUED SUCCESS IN YOUR WORK!
MOST IMPORTANTLY, WHEN YOU THINK OF PARTNERSHIPS remember THAT

THE KEY IS TO LISTEN AND BE HEARD. LET ME LEAVE YOU WITH A QUOTE THAT CAPTURES THIS BEST:
STUART COWAN, IN A BOOK CALLED “ECOLOGICAL DESIGN” WRITES, “LISTEN TO EVERY VOICE IN THE DECISIONMAKING PROCESS. NO ONE IS A PARTICIPANT ONLY OR A DECISIONMAKER ONLY. EVERYONE IS A PARTICIPANT-DECISIONMAKER. HONOR THE SPECIAL KNOWLEDGE THAT EACH PERSON BRINGS”.

CONTINUED SUCCESS IN YOUR WORK AND PLEASE LET ME KNOW IF THERE IS ANYTHING WE CAN DO TO HELP YOU.

THANK YOU!

METRO-RURAL STRATEGIES TASK FORCE STRATEGIC PLANNING SESSION

METRO-RURAL STRATEGIES TASK FORCE STRATEGIC PLANNING SESSION
February 23, 1998

Metropolitan Ecosystem Action: Ecosystem-Based Approaches to Building Sustainable Communities in Metropolitan and Rural Areas

What is an Ecosystem?

# WHAT COMES TO MIND? Pacific Northwest; Everglades; Baltimore; Phoenix; Annacostia Watershed; Great Plains???

# In the early 1960 and 70's ecosystem management was largely thought of as a holistic approach to managing biological and physical factors that affect an organism and that form its environment. Since then there has been a growing recognition that the definition of ecosystems must be broader to incorporate the interaction of living and non-living things, the impact of people and the socio-economic and cultural influences that man contributes.

# We all live within an ecosystem. NSF indicates that these places are defined by the complex interactions between the air, soil, water, microbes, wildlife, plants and human beings. An area where living things interact with each other and their physical and chemical environment. Some are dominated by nature, others by man.

# A method for sustaining or restoring natural, cultural and economic values and functions. It is goal driven, and it is based on a collaboratively developed vision of desired future conditions that integrates ecological, economic and social factors. It is applied within a geographic framework defined primarily by ecological boundaries

# Key premise: Place + People + Land Use Activity = Ecosystem.

Note changing perception of the term.
# CRS Definition; GET THE CRS DEFINTION OF ECOSYSTEM BOOK


Why is the ecosystem idea important for the Metro and Rural Strategies effort?

# It provides a geographic setting and ecological boundary for collaboration between the necessary local/ regional interests to integrate environmental, community and economic objectives essential for a sustainable community.

# Environmental, community and economic issues and interests are place-based; driven by resources and problems that occur in a particular location; and their management, development and protection rely on stakeholders in those places.

# Enables communities to identify, protects and restores those/ most important natural resource values and functions which are essential to the overall health and prosperity of the ecosystem/ human population/ community. Challenges science to identify the essential natural resources---a type of natural infrastructure, which is essential to a sustainable community

How are our metropolitan and rural communities/ places defined?

# Local & State boundaries
# Sense of Place
# Economic relationships, and
# Ecosystems

More and more communities/ regions using a combination of these . Some well known examples include:

# Lower Eastern Shore, MD
# Connecticut River Valley, CT, MA, NH and VT
# Los Caminos Del Rio, TX and Mexico
# San Francisco Bay Delta, CA
# ACE Basin, SC (Asheepoo, Com, Edisto)
# Metro Rivers Area of MN
# Others???

These are places where there is a rich mosaic of development with.....--USE CHUCK LITTLE=S DESCRIPTION FROM GREENLINE PARKS

Share some examples of specific community-based efforts using an ecosystem approach to sustainable communities:

CBEP Ecosystem-Based Examples [Brief references WITH HANDOUT OR OVERHEAD]:

# South Florida (Everglades + Eastward Ho!)

# Southern Maryland ( Regional area including three watersheds to Chesapeake Bay)

Part of a larger Chesapeake Bay Watershed----See Land, Growth & Stewardship Policy which links, at a policy level, natural resources, community values, Smart Growth, sustainable ecosystem. Note Browner and the Governors approved policy)

# Virginia Eastern Shore (TNC Compatible Development+ Cape Charles Sustainable Technologies Industrial Park + Sole Source Groundwater Designation + Sustainable Development Strategy)

# West Eugene, OR Local Wetlands Plan (integrate natural resources into local land use plans)

# Columbia Gorge, WA and OR

.

Why is EPA Interested in this approach?
# Edgewater Consensus Conclusion: Top EPA managers met to discuss how the Agency could respond to a growing public mandate to address human health and ecologic concerns within an economic, social and geographic context.

# Part of an Agency effort to develop a new capacity for working in a non-regulatory mode that can effectively reach communities and regions across the country. This work is intended to integrate environmental management with human needs, consider long-term ecosystem health, and highlight the positive correlations between economic prosperity and environmental well-being.


EPA is working with communities in a variety of ways, using a community-based ecosystem approach, to achieve environmental, community and economic objectives simultaneously. [HANDOUT OR OVERHEAD]

Community-Based Environmental Protection (CBEP) Approach: Process Steps
# Contradiction: Everyplace is the same; everyplace is different. Basic approach is to help communities/ people help themselves build sustainable communities. [HANDBOOK NOTED]

1. Getting Everyone involved/ Public Involvement & Partnership Building
(i.e. Environmental Partnerships; OSEC Human Ecology/ Community Dynamics Guide & Training COMMUNITY PROFILING GUIDE NOTED)

2. Identifying Goals & defining an Approach

3. Defining the Place, its environmental, community and economic values and functions

4. Assessing the Conditions and Trends of Local Ecosystems

5. Assessing the Links between Economy, environment and community/ quality of life
(i.e. TNC Compatible Development [TNC HANDBOOK NOTED]; SDCG=s with OAR)

6. Identifying and Evaluating Issues and Concerns
(i.e. RESOLVE TRAINING NOTED?)

7. Identifying and Evaluating Alternatives (Tools, programs, etc.)
(i.e. Case Studies and Tool Development NOTED)

8. Selecting Actions

9. Evaluating Progress/ Using Indicators to Measure Success
(ie. Indicators/ Benchmarks MAUREEN HART'S WORK NOTED)

10. Adapting Strategies to Changing Situations and New Information


Conclusion

# Community-Based ecosystem efforts of OSEC illustrate and demonstrate proven approaches to promoting multi-jurisdictional and regional collaboration to build sustainable communities in metropolitan and rural areas.

# We are working on a number of efforts which support the direction of your Task Force and would like to collaborate with you.

Fort Stevens/ Vinegar Hill Meeting

Fort Stevens/ Vinegar Hill Meeting
September 2, 2001
Prepared by Glenn Eugster, NPS-NCRO

On September 2, 2001 I met with a group of community leaders about their interest in the Military School building at 1375 Missouri Avenue. The meeting was in response to calls from Pat Tyson, Ft. Stevens/ Vinegar Hill Military School Road Heritage Alliance, and Phil Oglvie, George Washington University, Potomac Heritage Partnership, Interstate Commission for the Potomac River Basin, and other organizations. Pat Tyson, Charles Powell, Loretta Newman, and others met me in front of the school and we talked briefly about their interest in trying to secure the building for community purposes.

The group would like to secure the school for community purposes. Evidently it is owned by the District and leased to a woman who agreed to use it for a Charter School. Although the lessee has had the building for several years the project has not progressed. As a result the building condition is deteriorating, the grounds are unkempt and the school has not opened.

The group feels that because the lessee has not acted, and evidently lost her charter, there is a good opportunity to save the building and do something good for the community.

Despite being attacked by a variety of flying insects, the group held it's position near NPS lands looking up toward Ft. Stevens and talked about the area. They briefly described a development proposal that would threaten the about a one acre tract along the tree line, adjacent to NPS lands across from the school. Evidently they are working with the National Park Trust to find funds to acquire this property. They talked about a residential structure owned by the Lightfoot family where Dr. George Lightfoot once entertained noted African American leaders such as Woodson, Kelly, DuBois, and others.

The group talked with pleasure about our lands and how they link to other civil war forts in the DC area. This NPS site they feel is a "gateway" to the forts.

They also mentioned that there was once a school, perhaps on the school property--or on our land, that was used to educate Free Negro slaves. They expressed an interest in recreating the original structure.

They pointed out with pride the successful community gardens not far from Ft, Stevens and the value of such urban agriculture--and their appreciation of NPS support for this activity.

As some of the group left to present their ideas at an ANC meeting, Mr. Powell and Ms. Newman, walked me to Ft. Stevens and talked of their vision. Ms. Newman is working with Historic Takoma and wants to see if there is a way to link this area to her area. She has had a great deal of experience with heritage corridors and envisions these features and values as being an important part of something larger.

Mr. Powell spoke eloquently about going attending the School and living in the community. His vision is to restore the community by developing a stronger sense of historical and cultural pride and social commitment. He believes

The group would like to meet with Superintendent Adrienne Applewhaite-Coleman, and other appropriate NPS officials, to share information on the interests of NPS and the Alliance for the future of the area. They would like to exchange information to see if there is any basis for future collaboration. Although money is needed to pursue some the ideas of the Alliance, the group indicated that they are not making a request for NPS financial assistance.

They may wish to come back to the Regional Office and ask for help to identify sources of funding for the adaptive reuse of the school--should they secure it.

On September 10, 2001 I discussed this meeting with Superintendent Applewhaite-Coleman and she agreed that I should have Pat Tyson of the Alliance contact her to arrange for a meeting. On September 20, 2001 I contacted Pat Tyson and asked her to contact the Superintendent. She indicated that she will contact the Superintendent very soon.

Bird Watcher's Guide to Delmarva


Bird Watcher's Guide to Delmarva

Dear Friends,

The Delmarva Advisory Council, in cooperation with other public
agencies and private groups, has published the Birdwatcher's
Guide to Delmarva. This publication is an outstanding addition
to information about the birds of the Delmarva and the best
places to see them. It also arrives just in time for a series of
birding events schedule for April and May on the Peninsula (i.e.
Delmarva Birding Weekend, International Migratory Bird
Celebration, etc.)

Located between the Delaware and Chesapeake Bays and along the
Atlantic Flyway the Delmarva Peninsula is the home and resting
place for at least 341 resident, migratory and neo-tropical
birds. The Peninsula, which includes portions of Delaware,
Maryland and Virginia from the Chesapeake & Delaware Canal to the
tip of Virginia's Eastern Shore, has been the focus of a
community-based initiative to protect bird populations, conserve
and restore habitat and encourage natural and cultural tourism.
The effort has been lead by the Delmarva Advisory Council's
Atlantic Flyway Byway Consortium under the leadership of Dale A.
Maginnis, Executive Director.

The Bird Watcher's Guide to Delmarva is an exciting 55 page,
full-color guide to birding and tourism on the Peninsula. It
includes information on: the seasons of birds; Delmarva birding
events; a check-list of Delmarva birds; Principles of Birding
Ethics; maps of the region and subregions; tourism information;
and narrative and photographic descriptions of the birds of
Delmarva.

The project was supported by the National Environmental Education
& Training Foundation, the University of MD, Eastern Shore, the
National Park Service, the MD Coastal Bays Program, the National
Fish & Wildlife Foundation, the VA Environmental Endowment, and
the State of MD Tourism Board.

The guide is modestly priced, with shipping and handling, for
$11.30 and can be obtained from the Delmarva Advisory Council, PO
Box 4277, Salisbury, MD 21803-4277. By telephone call
(410)742-9271.

If you enjoy birding, want to know more about the Delmarva
Peninsula and would like to see an outstanding example of the
power of locally-led partnerships this guide is an essential
addition to your library.

Glenn Eugster
Assistant Regional Director,
Partnership Programs
National Park Service, National Capital Region

Long-Shut Silk Mill's Memories Inspire Preservation Effort

Grasping for a Thread of Hope
Long-Shut Silk Mill's Memories Inspire Preservation Effort

By Mary Otto
Washington Post Staff Writer
Tuesday, September 7, 2004; Page B01





LONACONING, Md.

Her hair against the pillowcase is pale, like the skeins of raw silk, shipped from Japan to this coal town. Lying in her bed in the nursing home, Dorothy Stewart, 90, remembers her last day working at the silk mill.

She left behind her apron. And the pair of slippers she wore on the factory floor. She put them on her winding machine. Leaving, she kept for herself one bobbin of silk.



"We're on our last moments," says silk mill co-owner Herb Crawford, tending to a broken window, likely the result of action on the baseball field across the street. (Photos Michael Williamson -- The Washington Post)


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"It wasn't one of the big ones. It was a smaller one," she says. She hid it as she walked out. Everyone was quiet, knowing it was the last day.

That was July 7, 1957. Down the road in the old mill, the calendars are still turned to that page. The long ranks of winding and twisting and doubling machines with their wheels and belts, their reels and bobbins, stand idle now. The roof leaks with a hushed ticking chime. Time for this place is running out.

"We're on our last moments," says longtime co-owner Herb Crawford, 70. He has a bad heart and has been cautioned about his trips to patch the roof of the cavernous brick building, full of dampness and the spirits of machine oil and silk protein.

"I'm too old to be doing this," he says sadly. "I can't do it another winter."

There have been many attempts to save the historic mill, built in 1907 with the help of the people here. Yet efforts have faltered to find a new job for the mill, at the heart of this western Maryland town on Georges Creek, once a hub of industry deep in Allegany County.

Crawford, a retired high school shop teacher, grew up at a time when the mill's hum filled the streets of Lonaconing. He bought the old place as an investment 26 years ago, hoping to convert it into a modern sewing factory or otherwise rent it out. But as the local economy ebbed, Crawford became the mill's caretaker instead.

He still hopes to find a buyer who will save it. The price, he says, is negotiable.

Although some in town call the mill a white elephant, Crawford remains entranced by its deep cellar full of payroll records and dye formulas, its solid iron machinery and million wooden spindles. Preservationists, historians and others who have been to the secluded mill, intact yet slowly deteriorating, have also been caught in its spell.

"It just speaks to you, in your dreams, almost," says Tim Magrath, western Maryland field representative to Sen. Paul S. Sarbanes (D-Md.).

"Once you've been to the mill, it's kind of like finding religion," agrees Glenn Eugster, who works on preservation projects for the National Park Service.

Over the years, Magrath and Eugster have joined with scholars, preservationists, teachers and business leaders to mull over ways to adapt the mill: With 48,000 square feet on three floors, it could accommodate restaurants, a business incubator, residences, an antiques mall. Some hope to turn it into a coal and silk heritage center that could pay tribute to the region's history, draw tourists to town and teach museum and research skills to local young people. Some leaders have set up a nonprofit organization to make that a reality.

But efforts to find the money to transform the mill have so far failed.

"Its strength is its weakness," Eugster says. "It's off the beaten path."

Indeed, that is probably why it has remained intact so long, and certainly why it is here. The late 19th and early 20th centuries' silk industry barons favored such remote spots for their mills. They knew these coal mining communities offered a ready supply of cheap female labor, and in the early days, child labor, too. The firebrand labor leader Mother Jones, who lent her support to the coal miners here in Lonaconing and throughout the region, also spoke out against child labor in the silk mills.

Children as young as 7 years old worked here at the mill in its early days, says Rebecca Trussell, a Frederick County-based textile historian who has steeped herself in the mill's trove of production records and has joined the effort to save it. Later, it was mostly the wives and teenage daughters of the coal miners who set their clocks to the mill whistle and matched their pace to the long rows of belt-driven machines. The company employed as many as 399 people at a time.

A few of those aging workers -- including Stewart and her sister Josephine Peebles, 92, themselves coal miner's daughters -- look back on those day as hopeful.

"We managed," says Peebles. "Listen -- We were altogether happy."

Peebles began working at the mill in 1926. She was only 14 but said she was 15.

"I wasn't old enough, but I made myself believe I was," she recalls.

Her starting job was soaking the skeins of silk and hanging them to dry. By the time she moved to the winding machines, she was bringing home $9 or $10 a week. The money helped feed her large family, especially when her father's work at the mine was slow.

"The miners didn't have steady work," she says.

She met her the man who would become her husband, Dixon, working at the mill, and still lives in a modest home two doors down from the place. Her co-workers were friends and neighbors who often came to her kitchen on their lunch break.

The workers had to be skilled and smart. They kept the long rows of machines running smoothly through a blend of intuition and a sense of physics.

"They reeled silk on a wooden-staved swift, and it would be twisted onto a bobbin," Trussell explains. "They knew the rate of speed of each of those winders. They had to produce enough twist to create a certain amount of volume over time."

If a filament of silk broke, the ends had to be quickly tied and snipped and set to winding again.

"You never stopped," recalls Stewart. "You'd dream about working."

In peacetime, they wound the long, shining filaments of silk for such luxuries as stockings and lingerie. In wartime, they wound silk and rayon for cartridge cloth and parachutes.

"We were on piece work," Peebles says. "You had to work fast to get any money."

The silk mill's fortunes began to change with the rise of less expensive synthetic fabrics. The opening of the Celanese Fiber Co.'s Amcelle plant in nearby Cresaptown added to the pressure. Then came the Great Depression and a downturn in the market for luxury goods. The mill experienced shutdowns because of the lack of orders.

During World War II, textile mill production surged in Lonaconing and nationwide, providing more than 1.3 million jobs.

But it was in the ensuing years, with orders dwindling, the equipment aging and workers asking for raises, that the end finally came.

Since 1957, the year the Lonaconing silk mill closed, more than half a million jobs in textile mills have disappeared across the country, according to the Bureau of Labor Statistics. Even the giant Celanese plant that once employed 12,000 finally closed in 1983, a casualty of changing tastes and a foreign buyout.

The region has never regained the industries or economic diversity lost in the postwar years. County leaders managed to attract a vast state prison complex to the old Celanese site.

After the mill closed, Stewart went to work at the Kelly-Springfield tire plant in Cumberland, now closed. Peebles worked as a waitress until she was 78.

And the mill stood still. The straw hat of Wes Duckworth, the mill's last superintendent, still sits in the office. The bottles of aspirin, the compacts of powder, the slippers and lunch pails left by the last workers still gather dust.

Crawford agonizes but says he will probably have to sell the place for salvage.

Preservationists are hoping to hold one more meeting sometime in October to envision the mill in a way it might once again help feed this small town.

"How do you take the past and turn it into an asset for the future?" asks Eugster. "How do we do it and make it sustainable?"

A down-to-earth site for Clinton visit EARTH DAY 1995

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A down-to-earth site for Clinton visit EARTH DAY 1995








April 21, 1995|By Bruce Reid | Bruce Reid,Sun Staff Writer
White House officials needed the perfect backdrop for President Clinton's Earth Day speech to the nation. They found it in Havre de Grace.

The Harford County city of 10,400 has all the right props: a stunning view of the mouth of the Susquehanna River from a charming, 200-year-old hamlet whose past and future are inexorably tied to the environmental health of the Chesapeake Bay.

"This is one of the great landscapes of America," said Glenn Eugster, a U.S. Environmental Protection Agency official in Annapolis. It was Mr. Eugster's suggestion that Havre de Grace -- "harbor of grace" in English -- be the place where Mr. Clinton today will mark the 25th anniversary of the first Earth Day.