Delmarva Peninsula: Community-Based Approaches to Environmental Protection

Delmarva Peninsula: Community-Based Approaches to Environmental Protection
Glenn Eugster, NPS/ EPA Potomac American Heritage River

Summary:

Background:

Local initiative trends
Locally-driven efforts recognized.
Convergence of thinking about the need to link science and democracy; and environment, human ecology and economic activity.

1. Context. Tyranny of small decisions or the tyranny of small solutions. Adaptive strategies, the edge of chaos.


2. Community-Based Models:
Assistance Requests and Approaches
Requests versus what you do. Your agenda; Their agenda; Our agenda
Service responses: Money, technical advise; information and quiet enabling leadership. Hierarchy change to matrix management.
Increased interest in matching National priorities with local priorities.
Approaches and tools: Organizational; community; position; tools/ resources; language


3. Approaches, Tools & Techniques:
a. Design/ Tools tested outside the area:
--Watershed Protection Approach
--Community-Based Environmental Protection
--Riverwork
--Green Communities

b. Discovery/ Tools developed inside the area :
--Performance Based criteria (i.e. SDCG grants, CBEP Fund)
--Community Builders of HUD
--River Navigator, American Heritage Rivers
--Complex Adaptive Systems (i.e. ICF Kaiser Consulting Group; Eastward Ho!)


Case Study: Delmarva Peninsula

Regional Resources:
Chesapeake and Delaware Bay watersheds and Atlantic Ocean
Atlantic Flyway for migratory and neo-tropics
Productive agricultural lands
Wetlands and remnants of Southern Cypress swamps

c. Culture: Chesapeake Country, Beautiful Swimmers, etc.

4. Issues and Matters of Public Concern:
Struggling agriculture, shellfish, finfish and transportation economies
Agriculture, wetlands and water quality conflicts
Race relations
Resource value, amenity and quality of life attractions
Strong home rule, locally-driven interests

5. Design and Discovery Process
a.Design: Externally designed approaches/ methods to respond to internally or externally identified goals, or problems. Project design assumes that existing approaches are less-than-adequate to solve problems or achieve objectives. Outside leadership given prominence.

b.Discovery: Locally developed and initiated conservation approaches/ methods. Assumes that local ideas and activities exist which can be used to achieve goals or respond to problems. Outside interests assist and or legitimize community efforts and ideas.


6. Delmarva Experience and Results: “Fish-Bone” Chart

Sequence:

a. Region recognized for values and functions related to agency priorities
b.Request from Mayor of Pocomoke City
Discussion with Lower Eastern Shore Mayor’s group
Field visit to discuss needs/ services
Proposal to local officials for assistance
Program support sought (i.e. federal funds, wetlands grant, NPS-RTCA Program, State of MD, others)

b. Inputs:
Portion of federal staff person’s time and travel funds
Small EPA Wetlands Protection grant for ecotourism ($25,000)
Small EPA Chesapeake Bay Program grant for seed grants ($22,000)
Printing documents

c. Results:
Communication: Workshops, forums, newsletters, alliances, steering committees.
Technical Assistance: Capacity building, grants, referrals, peer exchanges, project design.
Recognition: Designations, documentation of values, attitudes, goals
Research: Community forums, expert presentations, natural resource histories, new approaches/ technologies
Planning: Strategic plans, business plans for leadership groups, local priorities, Conservation, protection and action: Hotels preserved; wetlands purchased; tourism centers opened; nature trails created; habitat protected;
Problem Solving: charettes for collaborative problem solving, revision of Agency approaches to protection


7. Lessons Learned

Principles

Agreement on resource values comes first
Familiarity with region (i.e. listen and learn before talking. Their interests come before yours)
Timing and readiness
Regions knowledge of and fit with the person (i.e. style, experience level, entry, perception of motivation, etc.)
e. Follow-through (i.e. service, leadership
f. Not about money but rather support and agreement.
g. Put yourself in a position to be in a position to make a difference.


8.Conclusion

Community-based and locally-driven processes are advancing to another level quickly.
New skills and attitudes required for supporting locally-driven efforts.
Link with agency/ National goals and local goals is key.
Considerable resistance to matrix management
Funding tends to assume that partnerships are formed and local capability exists
Results far exceed investments and will leverage significant non-federal contributions.
Everyone is a participant and a designer—and the outsiders and insiders educate each others on how these approaches work.


Continued success and Questions