Bill Wilkerson, reflecting on the period, emphasizes the gravity of the situation. He describes it as "just plain ugly," with conflicting court rulings creating chaos and leaving the fishery in the hands of lawyers and judges rather than those directly involved. This challenging context is what makes the success of co-management in Washington State all the more remarkable. 

The foundation for co-management was laid through the efforts of individuals like Wilkerson and Billy Frank Jr., who prioritized dialogue and relationship-building. Wilkerson acknowledges that Frank Jr. played a pivotal role in the success of co-management, describing him as the "most charismatic, kind leader" he'd ever known. Their regular breakfast meetings, dubbed "breakfast with Billy," were instrumental in fostering trust and identifying shared goals. 

Despite their differing backgrounds and the historical tensions, Wilkerson and Billy Frank Jr. found common ground in their desire to enhance the salmon resource, secure a treaty with Canada, and ensure peace in the fishing areas. They both understood that allowing the courts to continue managing the fishery was unsustainable. This recognition of shared interests was critical in moving beyond the adversarial dynamics of the past.

The collaboration between Wilkerson, Billy Frank Jr., and other leaders resulted in significant achievements that solidified the co-management approach. Securing the Pacific Salmon Treaty with Canada in 1985 was a major milestone. This treaty not only addressed concerns about salmon interception but also established a multinational co-management system that served as a model for future collaborations. 

Further, a pilot co-management project in Puget Sound proved highly effective, dramatically reducing the number of court cases related to fishing. This success provided tangible evidence that collaborative management could lead to more efficient and less contentious outcomes, paving the way for expanding co-management to the Columbia River and ocean fisheries.

Wilkerson attributes the success of these initiatives to the conscious choice made by those involved to prioritize collaboration over popularity. He emphasizes that "it was not popular, but it was right," highlighting the courage and commitment required to pursue a path that challenged the status quo. 

The impact of co-management extended beyond the immediate realm of fisheries, influencing other areas related to natural resource management. Wilkerson highlights that Billy Frank Jr.'s early advocacy for fish habitat protection in the early 1980s brought attention to the broader ecological context. This led to increased focus on issues like wood harvesting, and the impact of dams, ultimately resulting in negotiations and agreements that benefited fish habitat throughout the state.

Wilkerson's personal journey reflects this broader impact. After his time as fisheries director, he transitioned to facilitating agreements on water resources and fish habitat, often working with tribal leaders and various stakeholders. This work underscores the ripple effect of collaborative approaches, demonstrating that the skills and trust built through co-management can be applied to address other complex environmental challenges.

The story of co-management in Washington State offers valuable lessons for addressing contemporary environmental and resource management issues.  

The Washington State experience serves as a beacon of hope, reminding us that even deeply rooted conflicts can be overcome through sustained dialogue, mutual respect, and a commitment to working together.