The Challenge

In 2009, community-based watershed efforts across Southeast Alaska were loosely affiliated, lacking a formal structure to coordinate resources or influence regional management. There was a critical need for a centralized entity that could build the capacity of Southeast Alaska’s rural communities to carry out community-based stewardship while addressing significant resource management gaps.

Phase 1: Formalizing the Vision

I led the transition from a loosely affiliated group into a duly incorporated 501(c)(3) nonprofit organization. This involved facilitating the initial “Coalition Building” meetings to establish the mission, vision, and a two-year work plan that aligned various community-based organizations.

Phase 2: Establishing Governance & Operational Frameworks

As Co-Founder and Director, I provided the strategic and operational leadership necessary to give the coalition a permanent structure.

Growth & Scaling: I managed the organization’s growth from a budget of $20,000 with one unpaid intern to an annual budget of $500,000 with a professional staff and multiple subcontractors.

Operational Oversight: I established the internal systems for budget management, staff supervision, and contractor oversight to ensure long-term organizational health.

Phase 3: Crafting Essential Legal & Programmatic Instruments

To provide SAWC with a unique value proposition, I led the four-year regulatory approval process to establish the Southeast Alaska Mitigation Fund.

Innovative Policy: I researched and authored the ILF Program Instrument, creating the first program in Alaska to offer compensatory mitigation in the form of restoration.

Capacity Building: I designed and facilitated regional trainings and symposiums to build the technical capacity of rural communities to manage complex natural resource projects.