Report To
The Citizens Advisory Comittee on Chapman Forest
By the Historical Cultural Resources Working Group
March 5, 2002
Introduction
The Historical-Cultural Resources Work Group advising the
Citizens' Advisory Committee (CAC) on Chapman Forest was requested by the
Department of Natural Resources (DNR) to take a comprehensive look at all
useful information regarding the historical and cultural resources of Chapman
Forest, to identify the most valuable among those resources, and to provide
recommendations that will help the CAC, DNR, and ultimately the Governor of
Maryland make management decisions about Chapman Forest keeping in mind that
these decisions must benefit the people of Maryland long into the future.
In our July 2001 report to the CAC, our Work Group gave extensive information
on the historical background of Chapman Forest and gave certain preliminary
recommendations. The known history associated with Chapman forest continues to
grow, as does our understanding of the historical significance. This March 2002
report focuses on how this site of historical, archaeological and natural
importance can best be managed so that the people of Maryland
now and in generations to come will continue to benefit from its exceptional
qualities.
The single most important guideline for the management of Chapman Forest is that the character of the
site must be preserved. This character
is rooted in the harmony of the cultural and natural resources. The house and the view give the visitor a
settled feeling, and the predominant characteristics of the setting Ð the
river, the long views, the unspoiled surroundings, the eagles overhead and the
historic house Ð allow the visitor to gain a clearer sense of what life must
have been like for those who came before us. Knowledge and understanding of the history
associated with Chapman Forest
greatly enhances the experience.
The known and as yet undiscovered history and archaeology of
all parts of this property connect us with our past. It would be difficult or impossible to find an
experience of comparable quality so close to the heart of the metropolitan
area. Through direct enjoyment, and
through research and education, Chapman Forest will enrich the people of Maryland.
To preserve the investment the State made for the public benefit, the
management plan must set as its goal to preserve not only the most obviously
valuable sites, but just as importantly, the buffer areas that give these sites
context. To ensure that management of Chapman Forest accomplishes this goal, any
portion that does not remain under DNR administration will best be entrusted to
a single body. This body should have a
mission consistent with achieving the goal. The State should find an existing entity that
will undertake this mission, or else work with a new entity founded to serve
this purpose.
Recommended management guidelines
General management recommendations
Preserve the historic and natural assets of Chapman Forest to encourage local, regional and statewide enjoyment of these unspoiled resources. Chapman Forest should become a prime site for nature and heritage tourism.
Provide for a comprehensive survey of Chapman Forest archaeological sites, and integrate archaeology as an ongoing research and educational activity in the management plan.
Evaluate all recreational activities for their compatibility with Chapman Forest’s heritage tourism assets. Passive recreation is most suitable.
Address immediate security needs now. Then develop a security plan as part of a master plan.
Management of Chapman Forest should include a broad spectrum of educational activities tied to its rich history and archaeology.
The managing entity should work closely with local, state and national tourism offices and other appropriate organizations and persons to assure attention to Chapman Forest as a destination.
The managing entity should devote effort to coordinating activities and uses of Chapman Forest with other tourism enterprises underway in the area, such as Marshall Hall, the Town of Indian Head, Nanjemoy, Douglas Point, other prime historic sites in the County, et cetera.
Any parking areas, roads, trails, restroom facilities or other amenities should be part of a master plan that will determine their design and maintenance and budgeting.
Recommendations with regard to the physical attributes of Chapman Forest
(The Ònorth sideÓ of Chapman Forest, in this document, refers to
that portion of Chapman Forest between the Potomac River and Indian Head Highway (Maryland Route 210). The Òsouth sideÓ refers to the remainder of the property.)
Viewshed
The view from the manor house, Mt. Aventine, includes a wide expanse of the shoreline on this side of the Potomac River, the river itself, and the Virginia shoreline. Allowed to remain untouched, this historically important viewshed will provide observers a window into life as it was for Mount Aventine’s inhabitants long ago. Visitors will be able to watch bald eagles, the nation’s symbol, soaring overhead as in colonial times and to imagine setting off by boat across the river to visit friends or business associates on the other side. The experience can demonstrate how important the river was as a vital avenue that facilitated contact between the Chapmans and their contemporaries as the colonies grew increasingly discontented with British rule and the idea of revolution and independence gained ground.
Similarly, the viewshed from the river into Chapman Forest and along the line of sight to Mt. Aventine also needs protecting. Historical
documents refer to Òthe white house on the hillÓ as a landmark to those
navigating the Potomac. Today’s view of Mount Aventine from the Virginia shore, and the river itself, is very like the view witnessed by those crossing by ferry or other boat to Chapman Landing a century and more ago. With the development of the river trail, increasing numbers of people, coming by canoe or kayak or by means
of tourist boats plying the Potomac, will have their first view of Chapman Forest from the water.
At the same time, views of Chapman Forest from the various approaches to it by land should be left as undisturbed as possible. The strand of Indian Head Highway that passes between the north and south portions of Chapman Forest affords a contrast to the more developed sections of 210. With the pleasant forested vista on either side, it is remindful of other corridors through protected natural areas, as for example George Washington Parkway. Then, too, the attractive cedar-lined entrance drive leading to the manor house tells the visitor that this is no ordinary site.
2. Landscapes
The publicÕs enjoyment of the unspoiled landscapes of Chapman Forest should be protected. In those areas that are determined to be
environmentally fragile, all activities should be banned, and no activities should be allowed in buffer areas if these activities would degrade the site’s character.
3. Archaeology
A timetable should be established for on-going archaeological study. The eighty sites discovered on the 330 acres of the ÒPhase I Development AreaÓ of the Chapman’s Landing development proposal that preceded state purchase of the land are some indication of the archaeological richness of this property. Since this acreage represents 14.7 per cent
of 2,250 acre property, it is a reasonable projection that there are at least 550 sites, both pre- and post-contact, on the entire property, particularly since the remaining land includes the most desirable sites for habitation. One member of the team, in the course of independent
visits to the property, reported to our workgroup that he has observed evidence of numerous potential archaeological sites on the surface within the 600-plus acres contained by the historic boundary ditches. Independently of these observations, the known history and the characteristics of the property lead us to expect many more sites to be identified and confirmed in the future.
In addition to the recommendations under security
(below), we recommend:
That any management plan for the site include a plan for a complete archaeological survey of the property and on-going professional archaeological excavations.
That any plan must include making the information gained known to the citizens of Maryland.
That the plan should provide opportunities for supervised citizen involvement.
4. Existing buildings
One of the first tasks the Historical and Cultural Workgroup
was requested to perform was to comment on an evaluation of the buildings,
prepared by Probst Mason Architects, entitled Ò100% DGS Submission, March 6, 2001, Assessment of the Existing Structures at Chapman's Landing." Our work group submitted comments in a report
dated April 9, 2001 (Appendix E).
Any proposal for the utilization of all or part of Chapman Forest, including the buildings within it, must have as a primary consideration the restoration, preservation and interpretation, and of its major historical and cultural assets, or its natural resources.
Since the final DGS report cited above identifies the estimated stabilization cost at $468,414, and since these costs are solely for
stabilization of those structures not identified for demolition, an evaluation of existing structures is an important item to any entity interested in management of this facility. We agree with the Probst Mason report statement, "timely implementation of these stabilization items is strongly recommended." DNR should inform all entities that may apply to manage Chapman Forest the extent to which DNR will assume responsibility or assist in the implementation of stabilization. DNR should also clarify to what extent additional funds will be available to improve existing structures to meet minimal program needs for initial operations.
A professional evaluation of both the well and septic systems serving the buildings should be undertaken to determine the functional use and rated capacity of each system. We recommend DNR have this evaluation done as soon as possible in order to expedite any feasibility studies an applying entity may wish to make.
Stabilization of the "Thomas Brown House" on the
south side of Chapman Forest is an urgent matter. The Brown House was
not included as an item in the initial stabilization review. We believe this structure has historic significance, since it was the dwelling of a free slave in the early years following emancipation, and since it is the only known surviving example of a dwelling of square-hewn log type construction. We recommend that this structure be funded for stabilization to avoid further deterioration. Any restoration or use of the site can be determined in the future, but stabilization of this structure is urgent. In the absence of sufficient State funds, grant money may be available to support the necessary stabilization or protection from the elements until a more permanent evaluation can be undertaken.
In the River Complex we recommend stabilization of both the River Tenant House and the Club House. President Hoover is believed to have stayed at the River Tenant House. Both buildings may have potential utility in
the use of the property.
No structure should be demolished without determining its
usefulness to the program and the cost to bring it up to operational standards.
There is a safety issue presented by abandoned wells that should be addressed promptly. At least three older dwellings on the property have abandoned shallow wells--the East Tenant House and the ruins of an old dwelling to the left of the entrance road and the Thomas Brown house on the south side. These wells should be securely covered since they pose a serious safety risk to both humans and animals.
There is a wealth of potential uses for the various
buildings that would enhance public enjoyment without degrading the character of Chapman Forest. We recommend possible uses for the buildings
in an appendix on buildings.
Recommendation with regard to carrying capacity
Carrying capacity is the amount of human activity that can
be supported in a given area without degrading the resource. Since the cultural and natural resources ofChapman Forest are fragile, a careful professional assessment of the carrying capacity of the site must be conducted before any activities are approved. Sustainable use
will maximize the benefit to the people of Maryland. No use that would degrade Chapman Forest’s positive features or
devalue the public investment should be instituted.
Recommendation with regard to development of historical information
An integral part of the management plan should be to
encourage and support however feasible the development of historical and
archaeological knowledge related to Chapman Forest. This is one of the public benefits that will come from the preservation of Chapman Forest. All of the many aspects of the rich history and archaeology of Chapman Forest will be developed and shared with the public in the years ahead Ð Amerindian history, slave history, colonial history et
cetera.
Additional research will need to be undertaken by aqualified person or organization, including searches of land records, wills,
published articles, municipal records, et cetera, to continue to find new
information related to Chapman Forest and the people who lived here.
For more than one hundred years this and other plantations and farms in the area used slaves. African Americans worked as domestics in the household, farm hands in crop cultivation, and laborers in the fishing operations. Several African American homesteads on the
south side of Chapman Forest mark the transition from slave to freedmen. One example is the Thomas Brown house, mentioned elsewhere in this report. The burial site of the slaves who lived here has not been found. The history and contributions of the African Americans who lived and worked here needs to be told.
In its July 2001 report to the CAC, the Historical-Cultural
Resources Work Group gave extensive information on the historical
background of Chapman Forest. Those reports have been included as Appendix
A: ÒThe Indigenous PeopleÓ and Appendix B: ÒChapman Forest during the Post-Contact Period.Ó
Suggested interpretive theme
We suggest a general theme for historic interpretation for
visitors to Chapman Forest. The use of a theme will help any managing
body make decisions regarding allocation of resources and making the history of Chapman Forest accessible to visitors. It will also
complement regional heritage tourism planning. We suggest the primary theme, at least initially, be: "Evolution of
a Cultural Landscape on the Potomac River 1750-1915: The
Chapman Family Story." The years 1750-1915 cover five generations of Chapmans and their enterprises, the life in the area during three major wars (the Revolutionary War, the War of 1812 and the Civil War), the end of slavery and the transition away from a slave economy. During this period a major fishery and ferry operation were established and the Mt. Aventine mansion built. These also were the years during which the colonies came together to establish a new nation and during which the fledgling nation matured. Members of the Chapman family together with their close friends and associates were active participants in many of these events.
Initial uses
To successfully bring online a full complement of the many
activities that would make up the Chapman Forest management plan will
predictably take years. Some activities
could be beneficially instituted before the management plan was adopted. So that the wider public can begin to enjoy Chapman Forest in the near future, we recommend in the short term that DNR, with the help of volunteers, institute as many of these programs as is practical:
Hike to the Chapman grave site (one hour).
Hike to Fishing Shore and Chapman Point (one hour).
Hike to Thomas Brown House (two hours).
Walking tour of Chapman plantation along the old carriage road (one hour).
Giant tree walk (1.5 hours).
Nature walk to view rare and endangered plants (two hours).
Hike to the historic boundary ditches (two hours).
Bird walks Ð early morning walks with knowledgeable birders.
Seasonal activities for children: kites from the fields, sledding on the hill (if we ever get snow again).
Open houses according to DNRÕs ability to do so with volunteer help.
Astronomy from the hillside in front of the historic house.
Furthermore, there are other uses which may take more planning and resources, but which should be studied during the interim period. These could be advanced if volunteers with expertise assist DNR in the research and planning, so that as soon as any problems associated with the use
are solved, the activities could be brought online as soon as possible:
Weddings and special events.
Equestrian activities: guided rides by the hour or half day; for the youth, how to groom, ride and care for a horse.
Canoe and kayak trips: trained guides take small groups on a water tour of the shore from Ruth B. Swann Park to the River Complex.
Dinner at the Mansion: Quarterly, by reservation, catered by a local restaurant.
Holidays at the Mansion: Special events with a holiday theme.
Plantation tour: once a week, during the summer months, a water tour of four associated plantations – Mount Aventine, Gunston Hall, Mount Vernon and Marshall Hall.
Mount Aventine Conference Center: Available to small professional groups (maximum 40) for short conferences. Lunch catered locally and overnight accommodations available in motels in Indian Head.
Lectures at the mansion.
Educational activities.
Educational Activities
Chapman Forest can be expected to serve as a significant focus for educational activities for both children and adults. Our work group
identified a number of strong possibilities, listed below. Other ideas will undoubtedly arise over time and deserve to be explored.
Through a partnership approach, the management entity can foster a working relationship with public and private schools in the region to make the site easily accessible for field trips and special educational activities.
A docent program should be instituted as soon as feasible and other volunteers should be recruited and as necessary trained to take on roles as trail guides, speakers, etc.
Archeological work on the site should utilize to the extent possible, students, senior citizens, and others as interns or volunteers.
When Mt. Aventine is made available for use by outside groups, whether for conferences or social events, participants should be exposed to its history.
The development of educational and informational materials about Chapman Forest, such as videotapes, brochures, monographs, and newsletters, should be coordinated by the managing entity and such materials should be readily available to the public.
The management entity and its partners should actively explore use of the site for a variety of appropriate educational purposes open to the public, such as events with a historic theme, reenactments, guest lecturers, displays and exhibits, demonstrations involving agriculture or archeology or other activities common to the site.
Activities unsuitable and not recommended for Chapman Forest
Marina:The construction of a marina would impact on the views both from Mount Aventine and from the River to the manor house. The entire waterfront area is likely to be rich in historic and archaeological artifacts from various periods of Amerindian settlement. There is the potential for Amerindian sites as well as buildings and burial sites associated with the colonial period, and slave burial sites. Even after the years have passed during which appropriate archaeological assessment would be complete, viewshed concerns would make marina construction inappropriate.
Athletic fields: Members of the community have expressed a strong interest in the CountyÕs provision of a regional park for competitive sports activities in western Charles County. We recognize this as a legitimate interest but recommend strongly against use of Chapman Forest for this purpose. The principal reason is the disruption to the historic and natural character of this preserved site that such a conspicuous facility would mean. To accommodate the hoped-for activities, athletic fields would take up an unacceptably large amount of space, and that space would be significantly larger with the addition of necessary amenities such as parking and restrooms, not to speak of the additional encroachment that an entrance road and a possible service road and equipment structure would entail. The fragmentation would disrupt the siteÕs character. Moreover, any state-of-the-art facility would need illumination for night events. For that to be adequate fixtures would typically be mounted on very high poles and the consequent bright light spreading over and through the forest canopy would change the character and feel of the forest and the siteÕs historic value, and would also disrupt nocturnal wildlife. The traffic and volume of noise associated with competitive athletic events would have the potential to interfere with other activities scheduled for Chapman Forest.
Given our conviction that Chapman Forest is not an appropriate locale for a regional athletic park or any athletic fields, we respectfully suggest that the County take whatever steps necessary to identify other sites and look into the upgrading of existing fields as well. DNR may be in a position to provide technical assistance in assessing the suitability of new sites. For many families, the ideal location may be near schools, since the centralization of youth activities could reduce the amount of driving, which in turn would reduce the amount of time necessary to travel between events. We also encourage exploration of use of Project Open Space funds for the development of such recreational enhancements for the community and the feasibility of floating a bond to cover the purchase of necessary acreage and construction.
Golf course: A golf course is not recommended for Chapman Forest because of the amount of space it would require, its likely interference with important viewsheds, the necessity it would probably impose for extensive tree removal, its alteration of terrain to accommodate greens and sand traps, and its heavy use of water and reliance on chemicals as fertilizers and herbicides
Hunting: We recommend that hunting on Chapman Forest be limited to managed hunts, as was done in 2001, and only for that same purpose of controlling deer overpopulation, which at times is a severe threat to natural vegetation. Such hunting should be by special permit only and should take place only during a limited period, to minimize impact on trail users and other visitors to the site and to enhance their sense of security. The controlled 2001 hunt that DNR arranged and supervised appears to have set a good precedent.
All Terrain Vehicles (ATVs): The use of ATVs within Chapman Forest should be proscribed. The varied topography includes steep slopes, deep ravines, streams, and wetlands, and on this topography is a forest understory with wildflowers, ferns, and fungi All these features form an integral part of the historical landscape. This landscape could not withstand the kind of wear and tear that ATVs typically impose. Furthermore, it is impractical to keep track of ATV activity on a large property. By the time someone in authority heard about or suspected damage created by such use, repairing it would prove expensive and it could be months or even years before a given area returned to its natural state. Banning ATVs in Chapman Forest will affect only a handful of individuals whereas making it generously accessible to walkers and hikers will benefit untold numbers of visitors, both regulars from the local area and tourists from throughout the State and beyond.
Security
There is a critical and immediate need for proper security
for the structures and natural and archaeological resources on the property, and this security is not in place. Addressing
these security issues cannot wait for implementation of a management plan. Whatever the ultimate management structure, DNR should retain primary security authority for the entire tract, and should
institute volunteer programs to help maximize its security resources. DNR needs to pay more attention to security, especially in this interim period. In July 2001, the Historical-Cultural ResourcesWork Group recommended the following immediate actions:
That signage be installed to increase the security of the resources in Chapman Forest
That there be methodical monitoring of important known sites.
That no site be demolished without assessment.
That there be no digging without consideration of potential archaeological sites.
In our comments on the DNR contractorÕs report ÒAssessment
of the Existing Structures at Chapman’s Landing,Ó dated April 9, 2001, we
recommended that a Òhigh priority should be given to the installation of
fire/burglar sensor devices with direct telephone linkage to the local
fire/police stations.Ó DNR should install fire sprinkler systems. These
recommendations apply to both the Mansion and to Longshadows. If these steps have not yet been taken, they should be right away. The state has a
sizable investment in Chapman Forest and should make every effort to protect its investment for the enjoyment of current and future generations of its citizens.
While we recognize that the State has severe budget
limitations, we request that the State intensify its security efforts.
Transportation
Access for all vehicles should be restricted to the main entrance road. It is suggested that a gravel parking area be established across
from the Caretakers House. No vehicles would be permitted beyond this parking area except for physically handicapped, staff or by special permit.
Recommended type of management
A single management entity
In order to achieve the maximum public benefit from thesite, primary consideration should be given to a single management entity. The description of the capabilities and responsibilities should be incorporated into a Request for Proposals (RFP) that DNR will distribute to interested parties. Such an organization would provide the most effective and consistent central management for all of Chapman Forest.
The entity would speak with one voice for all of Chapman Forest. It could most effectively deal directly with any conflicting program interests that might develop over space or building usage. It would enter
into partnership with other entities that would have specialized experience in certain operating or program areas.
The managing entity should have expertise and commitment to
historical preservation and conservation biology.
The natural and cultural values of Chapman Forest are intertwined. Independent management entities for each would not be cost effective and would prove difficult to coordinate on a day-to-day basis.
In selecting the management entity it is important to first
set out the expectations for the managing entity. The managing entity should work cooperatively with the state in achieving the following program objectives:
Preserve the historic and natural assets of Chapman Forest to encourage local, regional and statewide enjoyment of these unspoiled resources.Chapman Forest should become a prime site for nature and heritage tourism.
Further the understanding of the
natural and historic attributes of Chapman Forest through appropriate research
Establish Chapman Forest as a part of the Southern Maryland Heritage Area
Develop programs that carry out a central theme such as ÒEvolution of a Cultural Landscape on the Potomac River 1750-1915: The Chapman Family Story."
Provide stewardship of the Manor House (and other key buildings)
Foster public access and enjoyment of the property
The same cooperation should be applied to:
Developing a master plan for programs
Implementing strategies (phasing)
Developing a master land use plan
Developing partnerships to help achieve program objectives
Identifying funding needs
Obtaining funding
Marketing programs
We propose that the RFP be consistent with our section above
entitled Recommended Management Guidelines.
Site visits and considerations that led to the single-entity conclusion
Following the July report of the Historical-Cultural
Resources Work Group to the CAC, DNR requested that the work group
consider the various management options for Chapman Forest and recommend the management type we felt most suitable. DNR suggested that the group visit some historical sites in the area in order to assess their management style, scope of operations, and unique features, and to increase our firsthand knowledge of publicly-accessible
sites concerned with cultural resources. The work group paid visits to the Jefferson Patterson Museum in Calvert County, the Alice Ferguson Foundation which operates Hard Bargain Farm in Prince Georges County, Gunston Hall in Fairfax County, Virginia (the home of George Mason), and the Carroll House in Annapolis. Several work group members also attended the Cultural Heritage Conference held in November at the College of Southern Maryland.
Each of these sites has strong successful programs, and
representatives were generous with their time in explaining what they do and how they do it. These representatives
were also interested in and supportive of the evolution of Chapman Forest as one of Maryland’s outstanding public properties. Appendix
D Provides summary reports of the sites visited.
From these visits we gained a great deal of valuable information relevant to planning for Chapman Forest’s future management. These fundamental concepts govern each of these sites and deserve the earnest consideration of CAC and DNR:
Although commitment to a vision of success was present from the
outset, the programs all began at a modest level and over time evolved and grew in response to developing public interest and to the managing organization’s capacity to expand its resources. It is impractical to think of instituting a full-blown array of programs at the outset. Starting out on a small scale makes it possible to put a firm foundation in place on which future success can be built.
The one defining characteristic for a notably successful program is the presence of a clear and compelling mission. The organization in charge of planning and implementing programs for the public and responsible for stewardship of the property must know without question what its purpose is.
In addition, the organization must adhere to its mission and
avoid the mistake of trying to be all things to all people. This approach is essential for achieving cost effective operations. Adherence to mission has the additional benefit of being able to present a consistent image — an outcome that inspires confidence in the public and among
stakeholders.
Wise use of partnerships is critical in today’s world. They not only augment the managing organization’s capabilities but also make it possible to reach a larger realm of program users and constituents. Partners can be useful in diverse and creative ways, for example, in program planning and evaluation and in volunteer recruitment and training. They can function as partners in attracting grant support and as co-sponsors of educational activities.
On the basis of this information and after much deliberation, the work group concluded that the optimal form of management for Chapman Forest would be a single entity. We considered the possible advantages of DNR selecting a curatorship to take charge, but an entity of this sort would necessarily focus its efforts primarily on historic structures and their contents and on the fruits of archaeological research and would be less well equipped to oversee protection of viewsheds and the natural
environment. It would almost certainly result in unacceptable restriction of public access. It would also likely be restricted with
respect to managing non-curatorial programs such as recreational, social, and nature tourism activities, all of which hold great promise for the future of Chapman Forest.
Capital and Operational Funding
DNR is limited as to the level of funding it can provide for
the operation, restoration and management of Chapman Forest. The major burden for acquiring the needed financial resources will rest with the chosen management entity. However, from the outset a collaborative approach to assuring necessary funding should be in place. The CAC's final report should recommend the development of a business plan for the management and preservation of Chapman Forest, including estimates of
costs for planned uses. DNR should be encouraged to commit itself to providing some form of financial support as it now does for other activities in the region. The RFP that DNR will send out should state the extent to which responding organizations must bring funds to the table and demonstrate the ability to solicit funding consonant with the scope of the funding required. Such funding should properly include a mix of charitable support (grants and donations) and revenue production (sales of good
and services). The RFP should also specify need for know-how with respect to marketing and fundraising. The goal should be to make Chapman Forest’s operations financially self- sufficient over time. The RFP should
include information helping an applying organization determine the following:
The expected cost to bring the historic mansion, the log lodge Longshadows, and the caretakerÕs house, up to minimal standards, and DNRÕs contribution.
Responsibility for paying for a feasibility study.
Phase-in of Operations
The uses of Chapman Forest once agreed on, will be implemented
in stages since it would be unrealistic and likely detrimental to the site to attempt to bring them all to fruition at once. The
essential first steps, following the selection of a management entity, should be in place before extensive steps are taken to operate Chapman Forest. These basic steps include:
Creation of a master activity location plan
Development of business and marketing plans
Preliminary agreement on utilization of existing buildings
Necessary improvements to bring essential buildings up to operational standards
Completion of the archeological management plan
To attain the above objectives is likely to require a minimum of two years. In the interim the site should remain open to the public as it is now, plus those interim uses identified above that can be successfully
brought on line. Essential signage should be put in place and local groups
should be invited to use the site for appropriate social, recreational and
educational activities under DNR's supervision as resources permit. Once the management entity is functioning in its role it should bear the primary responsibility for coordinating the phase-in process and for planning and implementing on a gradual basis the long term objectives for the site. The managing entity will work closely with DNR and its partners in achieving these objectives.
CONCLUSIONS
Our work group was charged with reviewing the cultural resources of the site and having done so, is making recommendations to you, the Citizens' Advisory Committee that will in turn make recommendations to the Governor so that the future management of Chapman Forest will be in the best interest of the people of Maryland. Our discussions have been fruitful and we are unanimous about certain approaches and recommendations we think the State should follow in soliciting a management plan. Following are some of the conclusions we have reached:
HISTORY AND CULTURE OF CHAPMAN FOREST The history and culture of Chapman Forest are extraordinarily rich and preservation-worthy. The Cultural significance of this site is not only local, regional, or statewide, but also in fact national. For example, the Chapmans
were one of America’s elite families from colonial times, and Nathaniel Chapman played an important role in the beginnings of the industrial revolution in the United States. Chapman was also a close personal friend and business associate of George Mason, who spent his boyhood years on a nearby plantation. Mason would also make major contributions in the establishment of our country. This significance is valuable for what it can teach Marylanders and out-of-state visitors about our heritage, but also is valuable for its potential to play a key role in establishing the area's tourism environment.
NATURAL AND CULTURAL VALUES INTERTWINED The natural resource values and the cultural resource values of Chapman Forest are intertwined. Separating them makes sense for some analytical purposes, but ultimately both these aspects should be considered together. Mr. Ross Kimmel of the Maryland Department of Natural Resources emphasized this point. Although the historic house is significant in itself, the historical significance lies even more in what is call the "cultural landscape." The Institute for Cultural Landscape Studies at Harvard University puts it this was: " We use " cultural landscape" to mean a way of seeing landscapes that emphasize the interaction between human beings and nature over time." The people of Maryland will be best served if we get everything we can from this exceptional opportunity to see how people and nature have interacted in this unique place
over time.
CHAPMAN FOREST AND THE SOUTHERN MARYLAND HERITAGE AREA In July 1999, Governor Glendening announced the creation of the Southern Maryland Heritage Area. Heritage Tourism can bring to the area needed economic development. Chapman Forest's value to the people of Maryland will be maximized if its management is developed keeping in mind the Forest's relation to the rest of the surrounding area, potential tourism benefits to the local area, including the Town of Indian Head, and the principles of Smart Growth. In October 2000, Charles County published a study it had commissioned, entitled "Nature and Experiential Tourism-Report and Recommendations for Charles County, MD." This report discusses natural resources and cultural resources tourism, and considers the preserved Chapman Forest of great potential benefit. Excerpts of this report are attached. The report points out that tourism is big business, that Charles County has wonderful tourism assets, including Chapman Forest, that could attract many of the visitors from around the world who come to Washington DC each year, and that Charles County needs to take active steps to cultivate this business. Other jurisdictions, the report points out, will not wait to see what Charles does. We should make decisions compatible with long-term tourism growth, and be careful not to take actions that would devalue the public investment in the area's tourism appeal. Chapman Forest is less than twenty miles from the Capital Beltway and is conveniently located off Indian Head Highway, a major corridor to Southern Maryland. It is our recommendation that Chapman Forest be designated, along with the Town of Indian Head, the Western Gateway for the Southern Maryland Heritage Area Greenway in Nanjemoy.
CHAPMAN FOREST’S CULTURAL WEALTH IS ONLY PARTLY DISCOVERED The management plan should recognize that and should make no decisions,
or establish any uses that would foreclose future possibilities of
interpretation, study or enjoyment. Any part of the tract has a significant chance of containing historic artifacts. More-importantly, the entire tract may very well be a unique treasure-house of information about early human civilization, with more advanced technologies, acquiring information that could be priceless in telling us how people lived in pre-literate civilization here. Since our preliminary report to the CAC in July, 2001 additional information has come to our attention that reinforces our recommendation that any development plan for Chapman Forest include as a first step a professional archaeological assessment of the entire tract.
PROPOSED THEME FOR THE INTERPRETATION OF CHAPMAN FOREST Each of the spokesperson for the four sites we visited urge we focus on a single theme for interpretive purposes that is unique to the area. Chapman Forest could be utilized for many historic and environmental purposes. The Director of Gunston Hall stated: "Trying to be all things to
all people is equal to disaster." We recommend that to best serve the
public and to meet the objective for the development of a strong Southern
Maryland Heritage Area the primary theme for Chapman Forest be:" Evolution of a Cultural Landscape on the Potomac River 1750-1915: The Chapman Family Story." This period of time corresponds to the period covered in the National Register nomination. It covers five (5) generations of Chapmans, the life of the area during three major wars (the Revolutionary War, the War of 1812 and the Civil War) and the transition of Southern Maryland away from a slave economy.
MANAGEMENT OF CHAPMAN FOREST Separately
in this report we have reviewed the various management options and have
concluded that a single management entity would be best for controlling and guiding the development of this most unique resource. It must recognized that achieving the long term goals for Chapman Forest will not occur overnight but will need to developed in a careful and deliberate manor. The process of announcing and selecting a management entity and implementing the initial start-up phase may take several years. In the interim we should continue the present policy of open access to the property and hopefully allow for more frequent "open houses" to meet the needs of the public.
