Biennial report of the Department of Conservation and Development of the State of North Carolina

              THE LIBRARY OF THE
UNIVERSITY OF
NORTH CAROLINA
THE COLLECTION OF
NORTH CAROLINIANA
C550
N87r
1970/72
UNIVERSITY OF NO. AT CHAPEL HILL
00033966334
FOR USE ONLY IN
THE NORTH CAROLINA COLLECTION
Form No. A -3(58
Digitized by tine Internet Arciiive
in 2011 witii funding from
Ensuring Democracy tiirougii Digital Access (NC-LSTA)
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http://www.archive.org/details/biennialconserv19701972
1970 - 1972
24th BIENNIAL
REPORT
OF
THE
NORTH
CAROLINA
DEPARTMENT
OF
CONSERVATION
AND
DEVELOPMENT
STATE OF NORTH CAROLINA
DEPARTMENT OF NATURAL AND ECONOMIC RESOURCES
To His Excellency
The Honorable Robert W. Scott
Governor of North Carolina
Ma
N. C. Department of
Conservation and Devetopmc [j,
October 19, 1972
In compliance with the Statutes of North Carolina,
I am transmitting herewith the report of the Department
of Conservation and Development for the biennium ending
June 30, 1972.
Res pectfully.
Arthur W, Cooper
Director
MEMBERS OF THE BOARD OF
CONSERVATION AND DEVELOPMENT
Gilliam K. Horton - Chairman, Wilmington
T. Victor Aldridge, St., Raleigh
Dr. Mott P. Blair, Siler City
J Leo Brody, Kinston
Charles P. Brown, Albemarle
Jack E. Bryant, Brevard
;; J. O. Buchanan, Asheville
"1 C. C. Cameron, Charlotte
Felton J. Capel, Southern Pines
i'
H. Shelton Castleberry, Smithfield
James B. Childress, Sylva
Dr. John T. Dees, Burgaw
j John A. Forlines, Granite Falls
Mrs. Allen M. Furman, Raleigh
Dr. J. A. GiU, Elizabeth City
Thomas H. Hampton, Durham
T. G. (Sonny) Joyner, Garysburg
C. Ed Kemp, High Point
Albert C. Martin, Kinston
Heyward H. McKinney, Wadesboro
Ernest E. Parker, Jr., Southport
W. R. (Billy Bob) Peel. Williamston
W. Trent Ragland. Jr.. Raleigh
Carl Rentro, Wilson
J. P. Riddle, Fayetteville
F. L. Taylor, Troy
John F. Watlington, Jr., Winston-Salem
Mrs. Lincie B. Barnes, Secretary to the Board
COMMERCIAL AND SPORTS FISHERIES ADVISORY BOARD
Gus Speros - Chairman, Maxton
Chris Barker, Jr.. New Bern
Richard S. James. Jacksonville
Rondal K. Tillett, Wanchese
Monroe Gaskill. Cedar Island
Dr. W. W. Hassler, Raleigh
James T. Brown, Southport
Jack Cahoon, Manteo
J. L. Parker, Colerain
John Craig, Sr.. Wilmmgton
Dr. A. F. Chestnut, Morehead City
FOREST ADVISORY COMMITTEE
Tarn Gambill - Chairman, Sparta
i Ross Smith, Robbinsville
Amos Capps, Warrenlon
Albert Canipe, Spruce Pine
A. J. Worley. Fair Bluff
Sherrill High, Durham
Forrest M. Edwards, Rutherfordton
Julian Morris, Ahoskie
Frank Todd, Henderson
Herman Hermelink, Charlotte
Gordon Hunter, Roxboro
MINING COUNCIL
Dr. Henry Smith - Chairman, Raleigh
John F. Wathngton, Jr., Winston-Salem
Stephen G. Conrad. Raleigh
Ben Robinson, Spruce Pine
John Graham. Raleigh
Bruce Silvis, Spruce Pine
P. Greer Johnson. Asheville
S. Vernon Stevens. Jr., Broadway
Dr. Ralph McCracken. Raleigh
Pat Geer, Sanford
Fernie Laughinghouse, Pantego
PETROLEUM DIVISION
Dr, J. A. Gill, Elizabeth City
James B. Childress, Sylva
Albert C, Martin, Kinston
E\-officio Members
Dr. Arthur W. Cooper, Raleigh
Stephen G. Conrad, Raleigh
RECREATION ADVISORY COMMITTEE
Charles S. Hubbard - Cliairman. Durham
Quention Bell, Manteo
Mrs. Laurabeth Grant Cayton, Greenville
Charles Z. Flack, Jr., Forest City
R. J. Harris. Pilot Mountain
Jack L, Pointer, Semora
Mrs, Harriet Pressly, Raleigh
Dr. Leonard Robinson, Durham
Oscar L. Tyson, Jr., Spring Hope
LAW AND ORDER COMMITTEE
Ex-otTicio Members
Governor. Robert W, Scott. Chairman
Attorney General, Robert Morgan
Director, SBl, Charles J. Dunn, Jr.
Commander, State Highway Patrol, Colonel E. C. Guy, Jr.
Chairman, Good Neighbor Council, Fred L. Cooper
Director, Department of Administration, Dr. William L. Turner
Director, Administrative OtTice of the Courts. Bert M, Montague
Commissioner. Department of Correction, V, Lee Bounds
Chairman, Board of Paroles, Wade E. Brown
Director, Probation Commission, William H, Gibson
Adjutant General, National Guard, Major General Ferd Davis
Commissioner, Department of Motor Vehicles, Joe W. Garrett
Commissioner, Board of Juvenile Correction. Jim Page
Sheriff Carl Axsom, Wentworth
Chief Phillip L, Paul, Washington
Judge Frank M. Armstrong. Troy
Mary Gaither Whitener, Hickory
Judge Phil Carlton, Pinetops
Mrs. Helen Little, Yanceyville
M. Hugh Thompson, Durham
Chief W. C. Owens, Elizabeth City
W. G, Ransdell, Jr., Raleigh
Fred D. Alexander, Charlotte
John M. Gold, Winston-Salem
John T. Morrisey. Sr., Raleigh
Allen A, BaiJey, Charlotte
James R. Van Camp, Carthage
COMMUNITY PLANNING ADVISORY COMMITTEE
Benjamin B. Taylor - Chairman, Raleigh
/'i>-
James R. lox. Burnsville
Dr. L. H. Hance, Eden
Robert G. Rierson, King
T. W. Heath. Jr., Kinston
Joe Parker, Ahoskie
Don Setliff, Jamestown
Jerome Gresham, Concord
David Sartin, Providence
Ronald Seeber, Winston-Salem
LOCAL AFFAIRS ADVISORY COUNCIL
Gordon .Allen - Chairman, Roxboro
Clarence E. Lightner, Raleigh
Ozell K. Beatty, Salisbury
James C. Dail, Edenton
E. S. Melvin, Greensboro
Robert B. Spivey, Windsor
S, Leigh Wilson, Raleigh
Russell S. Newman, Reidsvillc
Mrs. William C. Prcssly, Raleigh
John T. Morrisey, Sr., Raleigh
Dr. John T. Dees, Burgaw
Liston B. Ramsey, Marshall
W. D. Brooks, Jr.. WhiteviUe
D. Glenn Hodges, Boone
Miss Betty June Hayes, Hillsborough
Harold Long, WaynesvUle
John Thrower, Charlotte
DEPARTMENT OF CONSERVATION AND DEVELOPMENT
DIVISIONS AND DIVISION HEADS
Dr. Arthur W. Cooper - Director
Division of Commerce and Industry Thomas Broughton
Division of State Parks Thomas Ellis
Division of Forestry Ralph Winkworth
Division of Mineral Resources Stephen Conrad
Division of Geodetic Survey W ilbur Fuller
Division of Travel and Promotion Charles Barbour
Division of Law and Order Charles Barham
Division of Community Services Harold Strong
Division of Recreation James Stevens
Division of Commercial and Sports Fisheries Dr. Thomas Linton
CONTENTS
Boards, Committees, Councils 1
Commerce and Industry 6
Commercial and Sports Fisheries 25
Community Services 32
Forestry 41
Geodetic Survey 60
Law and Order 62
Mineral Resources 75
Recreation Resources
State Parks 90
Travel and Promotion 101
Budgets 109
Notes 1 1 5|
Co(
3; From October 1, 1971, to June 30, 1972 the Department of
Conservation and Development functioned as a unit of the Depart-ment
of Natural and Economic Resources. This transfer was
accomplished as a result of the Executive Reorganization Act of
'• 1971. Roy G. Sowers, Jr., continued as Director from July 1,
1970 to November 30, 1971. W. Eugene Simmons served as
Director from December 1, 1971, to June 30, 1972. Arthur W.
Cooper took over as Director on July 1, 1972.
!
CONTENTS
Boards, Committees, Councils 1
Commerce and Industry 6
Commercial and Sports Fisheries 2f
Community Services 32
Forestry 4}
Geodetic Survey 6C
Law and Order 6^
Mineral Resources 75
Recreation Resources
State Parks 9(\
Travel and Promotion lOJ
Budgets lOS
Notes 11
From October 1, 1971, to June 30, 1972 the Department of
Conservation and Development functioned as a unit of the Depart-ment
of Natural and Economic Resources. This transfer was
accomplished as a result of the Executive Reorganization Act of
1971. Roy G. Sowers, Jr., continued as Director from July 1,
1970 to November 30, 1971. W. Eugene Simmons served as
Director from December 1, 1971, to June 30, 1972. Arthur W.
Cooper took over as Director on July 1, 1972.
DIVISION OF COMMERCE AND INDUSTRY
During the 1970-72 biennium, expenditures for new and
expanded manufacturing plants reached $1,363,076,000 and is the
highest investment figure in the history of the Division. This
figure also marks the third biennium in a row that capital invest-ments
have exceeded $1 billion.
The number of new industrial jobs created, which is a primary
goal of the Division, amounted to 46,100. While this figure is less
than the previous biennium and due largely to fewer projects and
mechanization, it is gratifying to note that the average annual
starting salary for new employees in all industrial classifications
was $5,329. This is a 6.4 percent increase over the starting wage in
1968-70 of $5,007.
Following is a summary of gains and comparisons for the two
bienniums, 1970-72 and 1968-70:
Li
BIENNIAL SUMMARIES
New
t(
ri
I!
Number New Added Added
Plants Investments Payrolls Employees
1970-72 283 $587,081,000 $135,105,000 25.905
1968-70 306 548,106,000
Expansions
142,588,000 29,905
1970-72 546 5775,995,000 $110,571,000 20,195
1968-70 667 706,733,000
New and Expansions
163,920,000 31,779
1970-72 829 51,363,076,000 $245,676,000 46,100
1968-70 973 1,254,839,000 306,508,000 61,212
GAINS BY MAJOR CLASSIFICATIONS
BIENNIUM 1970-72
No. of Investment Payroll Added Employee
Projects Totals Totals Totals
Textiles 233 5517,793,000 $85,296,000 1 1 ) 16.346 (I)
Chemical & Allied Products 54 336.802.000 19.628.000 (41 2,986 (4)
Metalworking 16: 218.827.000 56,352.000 (21 9.549 (2)
Stone. Clay & Glass 40 65.160,000 7.065,000 (61 1.243 (6)
Paper & Allied Products 29 50.425.000 5,956,000 (7) 867 (9)
Tobacco Manufacturers 12 34.390.000 3,735,000 cm 550(11)
Furniture & Fixtures 64 29.345.000 15,413,000 (51 2.969 (5)
Lumber & Wood Products 2S 25.367.000 5,951.000 (8) 1.128 (8)
Apparel 97 21.878,000 32.103.000(3) 7.758 (3)
Rubber & Plastic Products 27 17.799.000 4.325,000 (101 768 (10)
Printing & Publishing 16 14.738.000 528,000 (15) 77(15)
Food & Kindred Products 45 13.968.000 5,746,000 (9) 1.189 (7)
Petroleum Refining 6 12.785.000 1.331.000 (13) 232 (13)
Miscellaneous Mfg. 1 1 2.611.000 664,000 (14) 138 (14)
Leather & Leather Products 5 1.188.000 1.583.000 (12) 300 (12)
The above summary shows that while textiles ranked Number
one in each category, chemicals rose to second place in invest-ments.
Metalworking, ranking third in investments, took second in
both jobs created and payrolls. These two categories reflect
attraction to the State of more investment-oriented rather than
labor-oriented plants. Rank is denoted by number in parentheses
for payrolls and employees added while investments are listed by
rank.
Some of the firms announcing new plants in North Carolina
during the 1970-72 biennium include: Huyck Corporation, Wake
Forest; Knit Tex, Inc., Raleigh; Coty Division of Charles Pfizer &
Co., Sanford; Dupont, Healing Springs and Phoenix; General
Electric Co., Research Triangle Park and Mebane; Texfi Industries,
Inc., Kinston and New Bern; Anaconda Wire & Cable Co., Eden;
Frito-Lay, Inc., Salisbury; Uniflite, Inc., Swansboro; Henredon
Furniture Industries, Marion; Atwood-Morrill Co., Inc., Washing-ton;
Cheney-Bigelow Inc., Weaverville; Schlage Lock Co., Rocky
Mount; American Drew, Inc., North Wilkesboro; Hercules, Inc.,
Wilmington; Celotex Corp., Goldsboro; Wamsutta Knitting Mills,
Swannanoa; Geralco Containers, Inc., Arden; Baxter Laboratories,
Inc., Marion; Titan Petroleum Corp., Wilmington; Diamond
Shamrock Chemical Co.'s Nopco Chemical Division, Charlotte;
Thermopane L-O-F, Inc., Clinton; Abbott Laboratories, Rocky
Mount; RCA Corp., Swannanoa; Georgia Pacific, Dudley; Steel-case,
Inc., Fletcher; American Aniline Products, Charlotte; L. O. F.
Glass, Inc., Laurinburg; Rheem Manufacturing Co. and Henry
Wurst, Inc., Apex; Whittaker Knitting Mills, Roanoke Rapids; and
Square D Co., Kniglitdale.
As can be noted from tlie above listing, a wide variety of diversi-fied
products have been added to the manufacturing category in
the State. The outstanding trend in metalworking and chemical
plants has added a great deal to the textile-tobacco-furniture base
in the State.
It should be noted at this time that the Division is devoting full
attention to attracting manufacturing facilities that will enhance
the environment and add to the quality of life in North Carolina.
Measures have been taken to determine first-hand the pollution
problems of each prospective company and in turn arrange confer-ences
with the Office of Water and Air Resources and other con-trol
agencies. This is proving to be a time-saving effort on the part
of all concerned.
Existing industry in the State is spending millions of dollars on
pollution abatement control. Latest figures provided by Water and
Air Resources amounted to $132.5 million spent in the biennium
by industry in order to conform to the 1971 Laws of North Caro-lina
Relating to Water and Air Resources.
For the second biennium in a row approximately 80% of the
new and expanded plants announced selected the rural areas of
the State for plant location. Details of programs sponsored by the
Division, and discussed at length under Community and Industrial
Services Section, have made a massive contribution to industrial
development in these much needed areas of the State.
Two-fold progress is noted in the economy of the State as a
result of this influx of industry to the non-metropolitan areas.
First, the 1970 Census of Population shows a decided drop in out-migration
for the State as a whole. However, there is still migra-tion
within the State from rural counties to the more heavily
industrialized counties in the Piedmont. Secondly, total personal
income increased by 6% percent during 1971, approximately
equaling the nation-wide advance. At $17.4 billion. North CaroHna
accounted for 2 percent of the national total of personal income
and ranks 15th among the 50 states. Per capita income increased
8
by 5.5 percent, rising to $3,387 and ranking 41st in the nation.
The State is 18 percent, or $751 below the U. S. average of
$4,138.
ADMINISTRATION
In 1971, as a result of the direction of the General Assembly,
the Department of Natural and Economic Resources was created.
With the creation of this Department, the Commerce and Indus-try
Division became a part of the New Office of Industrial, Tourist
and Community Resources. Robert E. Leak who has previously
been Administrator of the Division became Director of the Office
of Industrial, Tourist and Community Resources.
Effective October 1, 1971, Thomas B. Broughton was appointed
Administrator of the Division of Commerce and Industry and
Hunter A. Poole was made Assistant Administrator.
Veteran Retires: It is appropriate that this Biennial Report
recognize some of the outstanding services rendered the Depart-ment,
and especially the Division of Commerce and Industry, as
well as the people of North Carolina, by Cecil E. Bell, who retired
on the last day of this biennium after 27 years of service in the
Division.
Mr. Bell, who joined the state government in 1935, helped
organize the Divisions of Commerce and Industry and Advertising
in 1937 and served in 1942 and '43 as Director of Commerce and
Industry.
During his tenure with the Division Mr. Bell served in various
capacities-from handling radio programs on North Carolina's
resources and advantages for plant location in his early days to
heading different sections in the Division, working directly with
industry and finally as Consultant involved with expansion of
existing industry. In each capacity he performed outstanding and
dedicated service. Today, North Carolina enjoys more economic
progress and thousands of citizens are living a better life due to his
efforts and bringing industry to North Carolina.
Foreign Mission: Whereas Representatives of the Division travel
in all parts of the nation in their work with prospective industrial
firms, a minimum of such travel has, until this biennium, been into
the Canadian Provinces.
In an effort to interest Canadian firms in U. S. and North Caro-lina
investments, a special mission went to Toronto and Montreal
in March, 1972. This group, composed of representatives of
Commerce and Industry and of leading banks in the state, and led
by the Administrator of Commerce and Industry, made approxi-mately
100 contacts during a one week period. Interest was gene-rated.
One Canadian firm has located and activity is underway
with others. The calls made and inquiries received since will
become the focal point for further Canadian activity.
|l
L.
COMMUNITY AND INDUSTRIAL
SERVICES SECTION
Sixty-one North Carolina towns were designated as Governor's
Award towns during the 70-72 biennium. The program has been
a success and has achieved the outlined objectives. North Carolina
now has an inventory of communities better prepared for Econo-mic
Development and communities have been motivated to pre-pare
themselves. Through national ads, attention has been focus-sed
on these towns. Prospects developed from the response to
these ads are now building plants in North Carolina. More than
half these sixty-one towns have experienced the location of a new
plant or an expansion since being designated a Governor's Award
town.
More than thirty communities established Development Teams
during the period. This sophisticated approach to development
will become more important as time passes. There have been spe-cific
examples of successful use of the Development Team in a
community's search for job opportunities. And the prospects who
have been exposed to these teams have been favorably impressed.
Some 950 community audits were performed or updated. Infor-mation
from these audits and other sources was used to compile a
10
Community Identification Factors Book. Nine factors, essential to
determining a community's ability to meet a prospect's require-ments,
are cataloged for nearly 300 communities. Using this book
enables a person to determine in a matter of minutes which comm-unities
can meet a prospect's requirements.
In April of 1970, the section was asked by the Director of Con-servation
and Development to prepare a list of Black Businesses in
North Carolina. On October 5, 1970, the first copy of "The
Directory of Black Businesses in North Carolina" was presented to
the Director. This was the most complete Black Business Directory
ever compiled in the state and contained over 3,000 names and
addresses.
Information on available buildings and sites is more complete
now than ever before. Personnel of the section participated in the
North Carolina Barge Site Study.
There were many instances of work with existing industry in
North Carohna ranging from providing potential market informa-tion
to direct assistance in the location of a site for a new plant.
A statewide Industry Appreciation Week in the fall of 1971 was
implemented through the section.
The 1971 General Assembly directed that the Regional Offices
of Commerce and Industry be consolidated with those of the
Division of Community Services. The Sylva office was moved to
Asheville and the Lumberton office to Fayetteville. Operations
were consolidated in Washington and Salisbury. These offices are
now designated as Field Offices.
RESEARCH & STATISTICS SECTION
This Section collects, collates, and files for ready reference much
of the data required to support the industrial development pro-gram
in the State. These data include not only those of Statewide
nature but also statistics and general information on the various
counties and municipalities. Its basic service is in furnishing facts
* for the Division's industrial prospects. Considerable information is
II
also furnished to all allied development agencies, business editors
throughout the Nation, and to banks, insurance companies, private
corporations and others concerned with economic growth.
In addition, the Section is responsible for gathering and tabu-lating
a continuing record of the industrial growth of the State by
assembling figures on new industries and the expansion of existing
manufacturing plants. This record includes the location of new
plants, their products, proposed employment, investment, and
payrolls in each enterprise. Similar data is assembled on expansion
of existing industries. Records of this nature make it possible to
measure the rate of the State's industrial growth, the trends in
diversification, geographical location, and give a basis on whichi
future programs can be planned.
Informational articles and pamphlets showing North Carohna's
favorable position in various phases of the economy are prepared
and published at regular intervals by the Section. These publica-tions
are in great demand not only by prospects but by the general!
pubhc. The monthly list of new and proposed industries has al
mailing list of 1 ,200 at this time.
The Community Audit forms housed in the Section have been
revised and greatly improved during the biennium. The second and
"capsule" community data form has been improved in both con-tent
and appearance. Some 407 North Carolina towns havi
community audits in the files at this time.
Co
1
Screening of quarterly and annual reports received from the 500
largest manufacturing firms throughout the Nation is a continuous
project in the Section. Pertinent information relative to future
expansion plans and new product development furnishes import
ant leads for acquiring additional industrial prospects.
Approximately 16,000 general inquiries have been handled by
the Section this biennium. Manufacturers throughout the Nation
seeking information on markets, individuals seeking certain goods'
and services, school children, graduate students, and industrial
business created for North Carolina manufacturers by supplying!
this information is a gratifying part of this endeavor.
12
i
The North Carolina Directory of Manufacturing Firms, pub-lished
by the Technical Services Section, is distributed and sold
by the Research and Statistics Section.
The Section contributed to the first edition of the North Caro-lina
State Government Statistical Abstract, published in March
1971. This pubhcation has proved to be a useful and popular tool
to State legislators, State government officials and the public who
are interested in planning. This was a joint effort of the North
CaroUna Department of Administration and the Association for
Coordinating Inter-Agency Statistics.
The reorganization of State Government made it necessary for
the Section's offices to be moved in September 1971. At this time,
a small office was acquired and converted into a library. This filled
a long need, and as a result, the library has been greatly expanded,
and now houses Bureau of the Census data, current periodicals,
business directories, etc.
TECHNICAL SERVICES SECTION
The Technical Services Section is a service arm to help support
all of the varied activities of the Division of Commerce and Indus-try.
Its work can be classified broadly into four areas.
(1) The design and implementation of information systems. Data
on communities, sites, and business is vital to the work of match-ing
investors to specific locations. Information is collected, tabu-elated,
distributed and stored for retrieval when needed. Probably
the most comprehensive example of this is the Industrial Data
System, a continuing survey of 8,000 plants of North Carolina
manufacturers. Information collected pertains not only to pro-ducts
but to major purchases and special capabilities of individual
firms.
(2) Special presentations. Many types of presentations are neces-sary,
and are directed toward various audiences. Slide presenta-tions
have been prepared on our organization and our programs.
Reports are prepared on special situations for the use of our staff,
and on the dominant factors concerning a particular investment
project possible for North Carohna.
13
(3) Publications. The section is responsible for writing, editing,
and designing most Division publications. The most complex to
date has been the new Directory of North Carolina Manufacturing
Firms, a 700-page volume based on the Industrial Data System
mentioned above. Others include the Transportation Directory,
the North Carolina Data File, the quarterly newsletter of the Divi-sion,
the North Carolina Report, and special purpose brochures for
prospect development and trade missions.
(4) Liaison. The section represents the Division in many activ-ities
with other groups. These activities are currently in the field
of state planning, water and land use, environment, services to
business and industry, and vocational education.
i
CONSULTANT SECTION
FOOD INDUSTRIES
The food industry is by far the largest single industry in the
world. There is no reason that North Carolina with its rich farm
land, could not become the paramount state in this industry.
Approximately 42,000 persons are currently employed by the^
food industry in the state with an annual payroll of approximately
$236 million. It is significant that this amount of payroll enables
the industry to add more than $500 million of value to the farm
products processed. Other favorable trends in North Carolina that
tend to make us extremely optimistic in expanding food and agri-related
industries are (1) the diversity of our agriculture with
improved quality and more uniform yields, (2) Food Science De-partment
at North Carolina State University with an excellent
staff and research facilities, (3) upgrading of agricultural practices
inspection laws, and statistical reporting by North Carolina De
partment of Agriculture and extension service and an increase in
commercial farming, (4) increasing awareness among leaders in
government, education, research, banks, and other agencies of the
importance of food industries to the growth and stability of oul
State's economy. To some extent all these factors mentioned
illustrate the vast potential that exists in North Carolina.
14
ies(
F
The food section is currently working on updating and improving
information brociiures on specific crops and the advantages for
food industries to locate in North Carolina and developing plans of
prospective companies and industries regarding location.
Some of the food processing plants located during the bien-nium
are as follows: Imperial Chemical Industries, Goldsboro;
Carolina Peanuts, Inc., Robersonville; Frito Lay, Salisbury; Lay
Packing Company, Charlotte; Contris Meat Company, Goldsboro;
Cresent Food, Inc., Siler City; John Krauss, Inc., Wilmington;
Hawthorne Melody, Lexington; M & M Coffee, Kinston; Austin
Biscuit Company, Cary; H. P. Cannon & Sons, Dunn; Bunker Hill
Packing Company, Dunn; H. J. Heinz Company, Henderson;
S. D. Dillard, Durham.
SEAFOOD INDUSTRIES
The Seafood Industries Section in fulfilling its concern with, and
responsibility for, the development of our seafood industry, blends
the many aspects of marine research, technology and resource
preservation functions of other agencies, institutions, associations
and individuals vitally concerned with North Carolina's marine
resources.
Full utilization of over 360 species found in and around our
coastal waters, total development of existing industries with emp-hasis
on expansion of processing, marketing, and distribution
techniques followed by the establishment of new seafood related
industries, represents the core of our effort.
During this biennium, there has been increased emphasis on
domestic markets development, including consumer acceptance
and restoring consumer confidence in North Carolina seafood pro-ducts.
Overseas trade missions continued to promote new type
industry. Seminars were held to emphasize potential in aquacul-ture,
mariculture and fish farming. Industry tours were conducted
to familiarize the financial and food service communities with
siboth problems and opportunities in seafoods. Cooperative pro-grams
with packaging firms were launched to develop new con-
15
cepts in container use by industry. Work with transportation com-panies
was initiated to develop new tariffs and routes for shipment
of seafood products from the coastal areas. Assistance to new
seafood marketing and research cooperatives, mountain trout
farming and the catfish industry increased during this period.
Eighteen new facilities and major expansion of fifteen seafood
operations with eight additional new plants in the planning stage
highlighted major progress in moving North Carolina into the
mainstream of national seafood and related industry prominence.
Some of the new plants announced were; Currituck Crab Com-pany,
Barco; Charles Davis Seafoods, Beaufort; Gaskill Seafoods,
Bayboro; Ireland Daniels Seafood, Gull Rock; Homer Smith Sea-foods,
Salter Path; Luther Smith & Sons, Beaufort; R. W. Jones
Fish Company, Broad Creek; and Skipper Seafoods, Southport.
Early evaluations during the 1965-69 period showed that only
about 15% of North Carolina seafoods were being further pro-cessed.
This figure has been raised to about 35% indicating a
'
trend to more sophistication in all aspects of seafood industry i
operations.
SEAFOOD MARKETING DEVELOPMENT
The 1971 General Assembly appropriated funds for additional
staffing of one Seafood Marketing Specialist and one Seafood
Home Economist, authorized the North CaroUna Seafood Mar-keting
Development Program and assigned its functions to the
Department of Natural and Economic Resources, Division of Com-merce
and Industry.
The purpose of this program is simply to facilitate the move-ment
of seafood products through the various channels of trade,
by the sound application of business, managerial, economic and
technical aspects, applicable to the seafood industry.
The program is designed to be flexible enough to adjust to
immediate industry needs, yet consistent in all four areas of basic
16
I'Oli
seafood marketing: marketing assistance, marketing development,
consumer acceptance, and marketing coordination.
The Seafood Marketing Specialist has been assigned the respon-sibility
for planning, organizing, developing and conducting pro-grams
designed to lead and assist the seafood industry in estab-lishing
new market outlets for their products; in developing
these markets; and in promotion of North Carolina seafoods at the
mass feeding and consumer levels.
The Seafood Home Economist has been assigned the responsi-bility
for all informative and educational programs involving the
proper preparation, nutritious use and promotion of North Caro-lina
fishery products.
Following staff orientation and training by National Marine
Fisheries Service, State and industry personnel, the program has
progressed rapidly under the guidance of a newly created seafood
marketing development council, composed of 1 5 persons having
knowledge and special skills in various aspects of marketing and
industrial development and representing a cross section of related
state and federal agencies, as well as industry and trade associations
associated with the seafood industry.
Current objectives are (1) Development of marketing systems
and (2) Gain entree in buyers' marketplace.
Market surveys, species availability graphs, processor lists,
distribution rosters, and special "marketing opportunities" bulle-tins
have been prepared and distributed.
Direct involvement with major food chain merchandisers, res-taurant
chain buyers and distributors has resulted in placing North
Carolina seafood products in the market place for the first time in
the history of the seafood industry.
A total of 45 seafood cookery demonstrations have been per-formed
on 10 commercial television stations located throughout
the state. Fourteen extension-type seafood cookery presentations
have been performed in areas extending from the mountains to the
coast, reaching select audiences of approximately 600 persons.
17
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The program has designed, printed and distributed fifteen new
seafood recipe and promotional leaflets; received 3,019 requests
for printed seafood cookery material and disseminated 18,300
items, designed to inform and educate the consumer as to proper
preparation and nutritious use of North Carohna seafood products.
The Seafood Marketing Development Program represents North
Carolina's opportunity to achieve national prominence in seafood
processing and merchandising.
EXPORT
The general purpose of the International Section is to promote
the economic growth of North Carolina through expanded exports
of products manufactured and produced within the State, and to
encourage foreign companies to establish industrial operations in
the State.
Recently North Carolina moved from 10th to 9th in the nation
with respect to annual dollar volume of exports, which exceeds
the billion dollar mark. Furthermore, there are now over 67 for-eign
companies from 1 1 countries which have some type of indus-trial
operation in the State, employing in excess of 1 7,000 persons.
Overseas Promotion
The Export Coordinator participated in and gave support to a
small, specialized group mission to Northern Europe, England and
Ireland in July, 1970 to determine the market for eels. As the
result of sales contacts made a good volume of eels from Eastern
North Carolina waters is moving into that market.
In November, 1970 an industrial development mission was taken
to Europe and England. The group was composed of twelve pro-fessional
developers from around the State plus Commerce & In-dustry
staff participation. Some two hundred firms were contacted
and encouraged to establish operations in North Carolina. A docu
mentary film, produced during the mission, has been used
extensively within the State. The official brochure, produced for
this mission was judged "Excellent" in Southern Industrial De-velopment
Council publication competition.
18
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Small follow-up missions went to Europe in May, 1971 and
April, 1972 designed to recontact several firms that had shown
specific interest during the larger mission.
The Division, through its Administrator, Assistant Administrator
and Export Coordinator participated in two "Invest in U. S. A."
seminars in May, 1972. Held in Dusseldorf, West Germany and
Stockholm, Sweden, they were attended by representatives of
some 150 companies having interest in investing in the United
States. The Division considers that at least fifty of these firms are
prospects for North Carolina.
In-State Promotion
The computer system of the Industrial Data System, now fully
operable, has materially assisted the Section this biennium. For
example, export trade leads, visiting foreign buyers, and overseas
exhibition notices can now be transmitted to North Carolina firms
engaged in international trade more expeditiously. With regard to
^foreign companies seeking joint venture partners in the State, the
computer print-out performs an important role in this process.
The Export Coordinator continues to work closely with North
Carolina firms interested in entering world trade. In addition to
Ipersonal consultation, cooperation has been given to the U. S.
Department of Commerce through participation in a large number
1 of "In Plant Conferences" throughout the State. Public appear-
1 ances before a wide variety of organizations have allowed for
continuing emphasis on the world trade theme and services avail-ijable
to enter world trade.
' AVIATION SECTION
During the biennium, grants for new airport construction or
improvement under the State Aid to Airport Program were recom-
Imended and approved for the following municipal corporations:
)[ Chapel Hill $44,575.00
Wilkes County 2,115.00
City of Lexington 3,365.00
19
Macon County 1 1 ,500.00
City of Washington 2,500.00
Columbus County 50,000.00
*Rockingham County 59,000.00
Goldsboro - Wayne 4 1 ,000.00
*Lincolnton - Cherryville 60,000.00
CityofElkin 8,250.00
Martin County 16,500.00
Oxford - Henderson 3,200.00
Sampson County 1,542.14
=^she County 45,000.00
City of Raeford 20,000.00
*City of Plymouth 49,300.00
*Jackson County 39,300.00
*Duplin County 44,300.00
City of Mount Olive 5,000.00
^Indicates new airport
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During the biennium requests for state aid far exceeded the
availability of funds which indicates the need for more extensive
funding into the State Aid to Airport Program.
During the biennium, the second and third State Aeronautical
Chart was published. These were distributed widely throughout
the United States.
Negotiations with many consultants for preparing a Statewide
Airport Systems Plan study have been undertaken, and a request
for Federal Aid in the amount of 66 2/3 percent has been submit-ted.
It is expected that six new general aviation airports will be con-structed
during the next biennium, and extensive improvements
will be made to fifteen others.
Close contact was maintained between Federal Aviation Agency
and airport projects under construction, and assistance was given
to many communities to promote development of airports or tc
encourage improvements of existing airports. These airports con-tinue
to play an important role in the industrial development of th
rural areas of North Carolina.
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FINANCE
The Financial Consultant directs the bulk of his efforts in (1)
handling prospects where financing is a major requirement; (2)
advice and assistance to staff General Developers when their cases
involve plant financing; (3) assistance to local developers on fi-nancing
of expansion projects.
In addition to the above activities the Financial Consultant, dur-ing
the biennium, has been deeply involved with the North Caro-lina
Pollution Abatement and Industrial Facilities Financing Act.
Although enacted by the 1971 General Assembly, the Act will
have to be declared constitutional by the North Carolina Supreme
Court before going into effect. The Consultant has been involved
with the guidance of the Act through the steps necessary to bring
it to the Supreme Court.
COMMERCIAL
This program, begun in April 1970, has just gone through its
first biennium. The Commercial Investment Consultant has
worked with all corporations looking for diversified investment
opportunities other than manufacturing. These investments include
leisure industries, distribution centers, and office locations.
An in-depth study of the leisure industries, funded by Coastal
Plains Regional Commission, was completed in the biennium. A
Leisure Industry Manual has been printed by the Division along
with detailed site forms. These were distributed, and the program
of leisure industry investment detailed, at a seminar attended by
150 developers from across the state.
A survey has been completed of the six major metropolitan
areas in the State. These six detailed reports and a summary have
been compiled into a packet of manuals designed to assist corpora-tions
in their selection of an office location.
Work continues on a program establishing North Carolina as the
distribution center of the Southeast. This has been a very busy
area with a great deal of interest being shown by prospects.
21
During the first two years of this program, all projects have
been greeted with much enthusiasm from both the people involved
throughout the State and our prospects. We have assisted leisure
industry developers whose combined total land holdings in North
Carolina exceeds 100,000 acres. We have worked with office loca-tions
involving only a few people up to and including a very
large credit card center for a major oil company. Also, distribution
facilities are under construction whose firms will not only distri-bute
throughout the Southeast, but across the nation.
MINORITY BUSINESS
The Minority Business Development Program is now moving into \
its third year with several programs being developed and several
others under consideration. The Minority Business Section has
concentrated its efforts in three major areas. They are as follows:
(1) Basic Management Development
(2) Creation of new business opportunities and the expansion
and upgrading of existing minority-owned businesses.
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(3) Coordination of resources that can provide access to equity
capital, managerial assistance, and technical assistance.
Basic Management Development '
One of the major reasons why many minority businesses fail is
due to the lack of basic management techniques. The Department
of Community Coheges and the Minority Business Section of The
Department of Natural and Economic Resources have jointly dev-eloped
a Small Business Management Development Program. The
program involves setting up business management training insti-tutes
at several community colleges and technical institutes
throughout the State. A continuous follow-up is carried out and
files are maintained on all participants. The program also works
closely with other community service organizations, some of which
are funded by the Office of Minority Business Enterprise (OMBE)
Creation of New Business Opportunities and Up-grading Existing
Businesses
22
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Another important responsibility of the Minority Business Sec-tion
is to increase the viability of minority businesses, especially
those that are operating marginally. A great deal of emphasis has
been placed on obtaining industrial support for minority businesses.
The Minority Business Section made an industrial survey, which
included over 250 firms, to determine the level of support that
may exist for minority businesses in such areas as ( 1 ) purchasing
of products and services; (2) setting up training for top level man-agement
positions; and (3) the provision of technical assistance by
industrial plant personnel. A continuous follow-up is maintained
in this area.
The Minority Business Section also worked independently and
with community service organizations to offer managerial and
technical assistance to minority businesses. Over the past two years,
the Minority Business Section has assisted, directly and indirectly,
with the expansion and upgrading of over 30 businesses and pro-vided
information and other services to hundreds of others.
Eventual loans obtained by these businesses have totaled over
$.1,000,000.
The Minority Business Section has assisted in the development of
new business opportunities for several minority groups. Prospec-tive
businessmen are provided with information on franchising
and governmental and non-governmental programs that may lead
to new business opportunities.
Access to Equity Capital, Managerial Assistance and Technical
Assistance
The Minority Business Section has worked closely with such
organizations as commercial lending institutions, business develop-ment
organizations, and local development companies in trying to
make available equity capital for minority businessmen. As a result
of this effort, many minority businesses have received aid.
The North Carolina Small Business Advisory Council was ap-pointed
in November, 1971 by the Director of the Department of
Natural and Economic Resources. The primary responsibilities of
the Council include the following:
23
( 1 ) Advise the State on minority business affairs and recommend l[
changes in policy along these lines. n
(2) Serve as an advisory board for the Small Business Manage-ment
Development Program.
(3) Assist in determining the level of resources that exist through-out
the State that minority groups can call on for managerial
and technical assistance.
The Minority Business Section advises the Council on current
minority affairs.
The feasibility of several other programs are being considered for '
development in the Minority Business Section. They are as fol-lows:
_
(1) Development of a $2,000,000-plus State-wide OMBE.
(2) An up-dating of the present North Carolina Minority Busi- !
ness Directory.
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(3) Development of a buyer-supplier cooperative program.
The Minority Business Section hopes to increase its staff to
help with the administration and development of some of these
programs.
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I
DIVISION OF COMMERCIAL AND SPORTS FISHERIES
The Division of Commercial and Sports Fisheries is responsible
for the conservation of North Carolina's marine fisheries resources.
Its programs are designed to allow the largest harvest of seafood
species and sport fish as possible, year after year.
To keep the harvest at a maximum sustained level, the well-being
of the fish becomes as important as the well-being of the
I fishermen. Fish must have so much food, clean water, and so
' many places in which to hide. The catch goes down in ratio to
these necessary elements when they are removed from the natu-ral
environment.
The Division of Commercial and Sports Fisheries serves all
the people of North Carolina. More closely, it serves the fishing
public, commercial and sport fishermen - but conservation
(wise-use) practices are directed for the people as a whole.
ESTUARINE STUDIES
The Fisheries Commissioner and the Fisheries Division con-tinued,
under a 1969 legislative directive, to administer a study
to compile a "comprehensive and enforceable plan for the con-servation
of the resources of the estuaries, the development of
their shorelines and the use of the coastal zone of North Caro-lina."
The study encompasses 25 counties.
A Plan for the North Carolina Estuary Study and the New
Hanover County Pilot Project were prepared during this bien-nium.
To fulfill one of the needs of this study, the Fisheries Division
continued an inventory of finfish and shellfish in North Carolina's
2.3 million acres of estuarine waters. An initial inventory of 1 28
species of finfish and 46 species of crabs and shrimp was com-pleted
in some areas and permanent sampling stations established
so a month by month monitor could be kept in the future. With
a stockpile of data, biologists can more closely explain good and
bad years of seafood harvests and sport marine fish catches.
Il
Enough data had been gathered to initiate some management
techniques. For example, nursery areas for economically impor-tant
species were located and identified. These areas were closed
to fishing and shrimping gears and the young within were allowed
to develop undisturbed. Degradation or improvement in the
estuarine environment could be profiled by the inventory/monitor 11^1
system. sL
A State permit was required before any dredging or filling
projects could begin along the coast. The permit, administered
and investigated by the Fisheries Division, guided or prohibited
development projects so harm to the natural resources would be
minimal. Six hundred eighty nine apphcations were received by
individuals, firms, or governmental agencies for alteration pro-jects.
Division personnel worked with applicants, modifying the
plans in most instances until they were accepted. Forty seven
permits were denied. One hundred sixty six were pending at the
end of the biennium.
(1
1;
Another estuarine oriented project was the start of mapping
private and State ownership claims to estuarine areas. A prodi-gious
job, more than 7,000 claims of privated ownership were
submitted by private individuals and corporations.
RESEARCH K
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Research is geared to help North Carolina fishermen catch more
finfish and shellfish when possible. With increasing pressure from
more and more fishermen, and continuing environmental degrad-ation,
this is not always possible. Research can pave the way,
however, for management techniques that will allow a sensible,]:
harvest.
Some research efforts have immediate benefits, such as locating
new fishing grounds and planting materials for oysters to grow on,
Other activities, such as tagging fish and lobsters, give biologists
more information in life histories of important seafood and sport
species. When enough data are accumulated, biologists can
authoritatively suggest management practices that will better
conserve our marine fishes.
26
Shrimp studies continued. During this period, more than 15,000
shrimp were dyed and released for fishermen to catch and return.
This way migration and other aspects of shrimp could be studied.
Other phases of shrimp research were conducted. Much of the
{information gained was already being used to manage N. C.'s
ishrimp populations. Shrimp research was published in two
scientific reports: Dynamics of N. C. Shrimp Populations, and
Overwintering Pink Shrimp in Core and Pamlico Sounds, N. C.
Finfish research, namely on spot, croaker, gray trout, and
channel bass was started and certain phases completed. The
scientific report, A Study of North Carolina's Scrap Fishery,
was published.
The State's 85 foot exploratory fishing/research vessel Dan
Moore was active in a wide range of offshore activities. The vessel
^ and nine man crew worked from just beyond the surf out to
depths of more than 300 fathoms. Research was conducted on
many species, notably calico scallops, anadromous fish (striped
'bass, sturgeon, shad, herring). More than 3,000 fish were tagged
' aboard the Dan Moore this biennium. There were several cruises
* to find new fishing grounds for North Carolina commercial fisher-men.
The Dan Moore fished among the large fleets of foreign fishing
vessels offshore North Carolina to monitor their catches.
' Anadromous fish, contributing greatly to the fisheries of the
" northern part of the State, were also studied inside the Outer
^ Banks. An intensive study of the Albemarle Sound area and its
tributaries began. Data from this research will be combined with
'' data from offshore research aboard the Dan Moore to give biolo-gists
knowledge of these fish so they can recommend management
techniques.
'
^ For many years the State has helped the oyster industry by
'transplanting oysters to better growing areas and by planting
^ oyster shells for young oysters to attach to. The recent aquisition
"jbf two barges, a 110 footer and a 50 footer, put the State in a
*' position to greatly mechanize the operation and greatly increase
the quantity of plantings. Marl, a good substitute for diminishing
27
I
supplies of oyster shells, was easily handled by the new barges anc '
support equipment. Monies spent in the past for contractinj'
transportation of materials could now be applied to purchases oi-marl
and oyster and scallop shells.
During this biennium 130,000 bushels of oyster shells, 37,50C;
bushels of seed oysters, and 45,000 bushels of marl were planted
Tjje
In the fall of 1971 Hurricane Ginger caused sever damage tc
oyster beds in Pamhco Sound. The oyster program, under $80,00C
federal funding, began the last part of this biennium to rehabilitate
damaged areas.
Aft
In the fall of 1971 Hurricane Ginger caused severe damage tc
oyster beds in Pamhco Sound. The oyster program, under $80,00C
federal funding, began the last part of this biennium to rehabihtatei
damaged areas.
LAW ENFORCEMENT
The Law Enforcement Section enforces fisheries laws and regula-tions
in coastal waters. Taxes on seafood are collected. Records ol
fish landings are kept. Commercial fishing boats are licensed
Oyster and clam bed leases are handled. Inspectors maintair;
surveillance over coastal engineering projects. The section also
works closely with State, Federal, academic, and private researct
and development projects.
Inspectors are responsible for patrolling and posting over 65,00C
acres of shellfish growing areas which are closed by the Statt
Board of Health due to pollution. Law Enforcement personnel
cooperate with the Shellfish Sanitation Section of the State Boarq
of Health in the enforcement of their laws and regulations;
Two enforcement boats, the Neuse and Cape Fear, were rigged
with trawling gear and are now used for research projects as well as,
for enforcement patrols.
For example, they aid biologists in their scientific work, and
monitor dredge and fill projects.
28
I
Inspectors started an educational program of going into coastal
inj classrooms and sharing their knowledge of coastal conservation
and ecology with the children. During the first school term the
program was operative, inspectors visited more than 5,500
jstudents.
jji As scientific information accrues and new management techni-ques
are introduced, it takes regulations for many of these techni-
If ques to become a reality. Consequently, law enforcement is as
I important as the original fact gathering projects.
,t
The fisheries law enforcement inspectors patrol the deep waters
with four large boats (38 to 61 feet in length), and a fleet of 18
foot run-abouts with outboards. Two pontoon-equipped airplanes,
[automobiles, two-way radios, plus the boats, give inspectors
versatility, mobility, and speed to do a good job.
Four new inspectors were added to the law enforcement staff
this biennium. Forty-five inspectors and supervisors were stationed
in 25 coastal counties.
FISHERIES PRODUCTION
Shellfish 1970-71 1971-72
Shrimp (lbs.) heads-off 2,302,669 3,912,952
Oysters (bu.) 85,912 80,798
Clams, Rangia (bu.) 7,376 4,260
Clams, Hard (bu.) 31,026 30,434
Scallops, Bay (gal.) 2,108 23,603
Scallops, Calico (gal.) 219,269 131,627
Soft Crabs (doz.) 22,360 17,812
Hard Crabs (lbs.) 15,207,931 17,412,204
29
I
Finfish
Food, all (lbs.) 31,792,043 30,662,288*
Menhaden (lbs.) 96,767,430 53,894,800*
Thread Herring (lbs.) 5,161,010 6,281,890*
* through May, 1972. June statistics were not available.
Boat Licenses 10,944 12,083
ADMINISTRATION
The Administrative Section directs research, enforcement and
estuarine studies. It is the contact point with the legislature, state
agencies, federal agencies, academic institutions, and private orga-nizations.
Contact is maintained with news media and the public..
New publications for the general public and commercial andl
sport fishermen and related industries: Sea Shells Common to
North Carolina; History and Status of North Carolina's Marine
Fisheries; Problems, Priorities, and Research Needs of North
Carolina's Marine Fisheries; A Review of N. C Scrap Fishery.
A new bulletin was started and mailed when appropriate
Bulletins of Estuarine Activities.
^'
The program of gathering sport fishing statistics continued.
Data on launching areas, fishing piers, charter boats, and camping
areas were gathered and made available to the pubHc.
I'
Construction of a $660,000 office/laboratory building for the
Fisheries Division and related State fisheries work began in More-head
City to replace the World War II barracks facility used for
many years. The facility would have been completed this bien-nium
but the concrete siding did not pass inspection and comple-tion
date was delayed. The remaining section of the new $175,000
concrete dock for Fisheries Division boats was constructed adjac-
30
*
ent to the new building to replace the old facility. A district
office and storage building was constructed in Southport.
District Fisheries offices were opened at Wrightsville Beach and
Elizabeth City.
31
DIVISION OF COMMUNITY SERVICES
The primary goal of the Division of Community Services is to
provide the highest possible level of planning and management
service to urban and rural governmental units throughout the
State of North Carolina. In determining objectives and work
programs to achieve this primary goal, the following specific
goals are used as basic reference points:
A. Strengthen the chief executive and institutional capability of
local governments to understand and respond to the needs of all
citizens.
B. Assist local government officials in their efforts to protect
the environment by providing orderly growth through planning
and development on a local and areawide basis.
C. Improve essential community facilities and the efficient
management of public service to assure availability to all citizens,
including low and moderate income families.
D. Improve and conserve the quality of human, air, water,
community and earth resources for the benefit of present and
future generations.
LOCAL SUPPORT
The Division serves the counties and incorporated areas of the
state through five field offices in Asheville, Salisbury, Raleigh,
Fayetteville, and Washington. Information and advisory services
are supplied at the request of local governmental units (limited
only in terms of time and state money available).
A. In order to improve management efficiency and decision-making
capability
B. To maintain liaison between local units and state agencies
C. To provide municipal and county officials with information
32
and assistance on federal programs, grants, loan sources, and a
variety of community development problems.
Local planning and management assistance on a contractual
basis is provided either on a 1/3 local - 2/3 federal money basis
(utilizing 701 grants from the U. S. Department of Housing and
Urban Development (HUD) to municipalities under 50,000
population and all counties, or on totally local financing to any
unit of government. In this contractual capacity, our employees
are actually employed by local governments.
Assistance to larger cities and metropolitan areas has been pro-vided
through the Division's Model City Program (100% federally-funded),
and is closely coordinated with the new City-State
Task Force (Planned Variation) Program. The Federal Model
Cities program was developed to provide a comprehensive attack
on social, economic, and physical problems in selected neigh-borhoods,
and to improve the living environment and social
welfare of the residents of blighted neighborhoods. A State Tech-nical
Assistance Team (TAT), made up of representatives from 1
7
major state agencies, has been formed to provide comprehensive
technical assistance to the four Model Cities, AshevUle, Charlotte,
High Point, and Winston-Salem and to seek to re-orient policy
and funding priorities of their agencies toward these four demon-stration
cities.
In "Planned Variation," the Model City concept was extended
experimentally, by the federal government, to apply to the entire
City of Winston-Salem, not just a selected neighborhood. The
City-State Task Force seeks to insure that the State is exploiting
this new opportunity for service delivery and is a joint effort of
the State and the N. C. League of Municipalities. The experiment
is expected to apply to existing model cities and expand to operate
in all ten major cities of the State, which would include over
20% of the total population.
The following is a brief legal history of the Division of Commun-ity
Services (formerly the Division of Community Planning, N. C.
Department of Local Affairs), and the changes resulting from state
government reorganization it reflects;
33
Background and Powers:
In 1969, G. S. 143-321 established the Division of Community
Planning as one of the Divisions of the Department of Local
Affairs. The Division of Community Planning was formerly, that
is, prior to July 1, 1969, and since 1963, a Division of the
Department of Conservation and Development. The 1969 Act
provided that "All of the powers, functions, records, property,
supplies, equipment, personnel, funds, credits, appropriations and
quarterly allotments, and executory contracts of the Division of
Community Planning of the Department of Conservation and I
Development are transferred to the Department of Local Affairs,,
effective July 1, 1969."
i
Reorganization:
On September 30, 1971 , in response to a provision of the Appro-priations
Act passed by the 1971 General Assembly, the Depart-ment
of Local Affairs in its entirety, along with all duties and
powers delegated to it by the 1969 Act, was transferred to the
Department of Conservation and Development.
On October 1, 1971, the Department of Conservation and
Development was in turn transferred to the new Department ofl
Natural and Economic Resources by G. S. 143A-128. As aii
Type I transfer, the new Department inherited and assumed the>
duties and powers of the old Department of Local Affairs as^
provided above by the 1969 Act.
On October 4, 1971, the Divisions of Community Planning and
Governmental Relations were merged within the new Department!;
to form the present Division of Community Services.
The single most significant feature of the reorganization whichi
merged the Divisions of Community Planning and Governmental
Relations into the present Division of Community Services, is the
focusing of responsibility for supervision of management, com-munity
relations, and implementation activities for each area
office in the individual who previously had been the Governmental
Relations information and advisory representative. In his new
position as Assistant Field Office Chief, he is able to not only
34
handle the requests for information and assistance he previously
acted on, but he is also in the direct chain of command to oversee
and aid the planners with the above functions as they relate to the
effective fulfillment of each local planning contract. In actual
performance, this arrangement is so far working out well for the
Field Office operations.
Another change made during the internal reorganization involved
'il placing a great deal more responsibility on the Office Director for
o' the professional quality of the work done in the office; main-iil
taining contact with local governmental units, in general, and
riithose who have previously had planning contracts with the Divi-sion,
in particular; monitoring the quality of the work performed
by local planning agencies and planning consultants operating in
the area; and strengthening the performance of recent Title VIII
Planner Training Program graduates who have returned to respon-
•} iible posts with local governments. In order to maintain a proper
•; workload balance for them, the Field Office Directors will be
rMelieved of most contractual planning and management activities.
lit
One function of the Division is to provide towns, cities, and
counties with the technical assistance needed for the solution of
BJ their growth problems, through planning. Assistance is given
ol with studies, plans, and ordinances designed to implement the
! Jlans. Studies of the land use pattern and density, of the popula-li(
tion trends and characteristics, and of the area's economic
n strengths and weaknesses form a necessary dropback to planning.
'lans identify the most appropriate locations for future residen-
;ial, commercial and industrial development, the best sites for
Ji leeded parks, schools, and other community facilities, and a
inl lystem of roads that will relieve present congestion and serve the
xaffic demands of the community as it grows. Ordinances set
easonable minimum standards for development to insure that
id -cads will be wide enough to handle the traffic anticipated; that
ots will be large enough for the utility system to be used, and that
U ises are established in appropriate locations throughout the
ID Jommunity.
re
In the typical planning assistance program, a professionally
ei xained city planner meets with a Planning Board whose members
ire appointed by the local governing body. Meetings are held at
35
least once a month, and the growth problems and potentials of the
community are carefully analyzed and discussed. Together, the
local Planning Board and their technical advisor prepare plans and
ordinances for the consideration of the governing body. Develop-ment
problems that occur during the course of the planning pro-gram
are often referred to the Planning Board for their recom-mendation.
THE NEED FOR COMMUNITY PLANNING
The need for sound community planning is evident in our
growing traffic congestion, the deterioration of residential areas by
improperly located commercial or industrial activities, the can-cerous
growth of slums and blighted conditions, the decline of
central business districts, the increasing cost of municipal services
and the inadequate provision of land for parks and other public
uses. The greater majority of North Carolina communities, like
most American communities, have grown without the benefit of
adequate plans to guide development. Fortunately, North Carolina!
is still a State of small communities and we can avoid the tragic,
and costly mistakes which have been made in the large metro-;
politan concentrations in other sections of the country.
Few States contain so many small incorporated places or have
more population living in communities of under 50,000 persons.
These communities are one of North Carolina's great assets and
they are becoming increasingly attractive to people, business and
industry now located in overcrowded metropolitan centers. The
opportunity now exists to guide development so that more eco-:|
nomic, efficient, and liveable communities will be the result of
this growth. u
I
Far
Col
flu
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k
36
Contracts Completed During F. Y. 1971-72:
Federally Financed 1971-72
Craven County p-97
Williamston p-106
Red Springs p-108
Ahoskie p-118 31 & p-149
Southern Pines p-119
Salisbury-Spencer-E. Spencer p-123
Roanoke Rapids p-124
Anson County p-131
Albemarle p-131
Archdale p-131
Banner Elk p-131 & p-149
Bessemer City p-131
Caldwell County p-131 & p-149
Carteret County p-131
Chowan County p-131
Clayton p-131
Dallas p-131
Eden p-149
Elizabeth City p-131 & pl49
Farmville p-131
Goldsboro p-131
Graham p-131
Granite Quarry p-131
Greenville p-131
Hamlet p-131
Henderson p-131
Hendersonville p-131
Hertford County p-131
Kernersville p-131 & p-149
Landis p-131
Lenoir p-131
Lenoir County p-131 & p-149
Madison County p-131 & p-149
Martin County p-131
Montgomery County p-131
Morganton p-131 & p-149
Mount Holly p-131
Murphy p-131
Newport p-131
Norwood p-131 & p-149
Pamlico County p-131
Plymouth p-131
Ranlo p-131
Robeson County p-131 & p-149
Rocky Mount p-131
Rowan County p-131
Rutherford County p-131
Selma p-131
Spindale p-131
Thomasville p-131 & p-149
Wayne County p-131
Wilson p-131
Winton p-131
Apex p-149
Belmont p-149
Boiling Springs p-149
Canton p-149
Carrboro p-149
Cherryville p-149
Clinton p-149
Edenton p-149
Forest City p-149
Garner p-149
Kinston p-149
Lake Waccamaw p-149
Lumberton p-149
Madison-Mayodan p-149
Marion p-149
Monroe p-149
Morehead City p-149
Mount Olive p-149
Newton Conover p-149
North Wilkesboro p-149
Princeville p-149
37
Reidsville p-149
Siler City p-149
Smithfield p-149
Statesville p-149
Tarboro p-149
Warsaw p-149
Washington p-149
Waynesville-Hazelwood p-149
Wendell p-149
Whiteville p-149
Williamston p-149
Winterville p-149
Alleghany County p-149
Bladen County p-149
Catawba County p-149
Chatham County p-149
Cleveland County p-149
Craven County p-149
Currituck County p-149
Edgecombe County p-149
Guilford County p-149
Iredell County p-149
McDowell County p-149
Polk County p-149
Sampson County p-149
Union County p-149
Watauga County p-149
Wilson County p-149
NON-FEDERAL ACTIVE PROJECTS
Aberdeen NF-92
Ahoskie NF-74
Anson County NF-75
Apex NF-91
Carolina Beach NF-69
Carteret County NF-67
Chowan County NF-62
Conover NF-87
Dare Beaches NF-93
Davie County NF-79
Dunn NF-71
Edgecombe County NF-49
Farmville NF-58
Granite Falls
Havelock NF-86
Hamlet NF-70
Hendersonville NF-82
Laurinburg NF-68
Lenoir County NF-88
Lexington NF-57
Lincolnton NF-63
Manteo NF-65
Loi
Martin County NF-95
Mid-East NF-80
Mt. Airy NF-60
Moore County NF-94
Nags Head NF-78
Nash County NF-11
Pamlico County NF-72
Pasquotank County NF-8i
Person County NF-59
Robeson County NF-96
Rockingham NF-64
Roanoke Rapids NF-81
Scotland County NF-61
Shelby
Southern Pines NF-73
Southport NF-89
Spindale NF-84
Stanly County NF-90
T. V. A. NF-85
Tyrrell County (pending)
Wayne County NF-66
Gi
lo
38
Localities Being Served Contractually During FY 1972-73
N. C. P. 1007
Ahoskie
Albemarle
Anson County
Banner Elk
Belmont
Black Mountain
Bladen County
Brevard
Canton
Carolina Beach
Carrboro
Carteret County
Chatham County
Chowan County
Clayton
Chnton
Craven County
Currituck County
Eden
Edenton
Elizabeth City
Forest City
Gamer
Gastonia
Guilford County
Haywood County
Jones County
Kernersville
Kinston
Lake Waccamaw
Landis-China Grove-N. Kannapolis
Lumberton
Madison
Madison County
Marion
Mayodan
McDowell County
Monroe
Montgomery County
Mooresville
Morehead City
Morganton
Mount Airy
Mount Olive
Newland
Newton
North Wilkesboro
Pamlico County
Person County
Polk County
Princeville
Red Springs
Reidsville
Rowan County
Roxboro
Rutherford County
Salisbury-Spencer-E. Spencer
Sampson County
Scotland County
Shelby
Statesville
Tarboro
Thomasville
Union County
Warrenton
Washington
Watagua County
Waynesville
Wendell
Whiteville
Wilson County
Windsor
Winterville
Williamston
Hertford County
39
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DIVISION OF FORESTRY
RESPONSIBILITIES
The Forest Service programs affect every facet of the goods and
services that flow continuously from North Carolina's forest lands.
North Carolina forests compose some 20.4 million acres of the
State's land area of 31.4 miUion acres.
These programs have been developed to satisfy the several sta-tutory
requirements relating to the protection, development, and
conservation or wise use of the State's forest resources.
The North Carolina Forest Service has a line-staff organization
with administrative units at the State, Regional, District, County,
and local project levels.
Non-federal forest land in the ninety-four counties which co-operate
with the Department are protected from forest fire, insects,
and disease by organized activities of the North Carohna Forest
Service. Forest management and forestation services are available
to all non-industrial forest landowners on a request basis. Nursery
grown tree seedlings are distributed to all types of forest owner-ships
including Federal. The State Forest System is statewide.
An important function of the Office is the coordination of other
state, federal, and industrial forestry programs in the State and
leadership in forestry policy and legislative affairs which affect the
entire forestry community.
Technical and Administrative Support Sub-Program
The purpose of this Sub-Program is to relieve operational line
units and their program staff units of the administrative, engineer-ing,
and technical developmental functions required to operate the
field establishment and maintain the scientific integrity of the
field programs.
These functions are performed by the Branch of Administrative
Support, the Branch of Forest Engineering, and the Technical
Development Unit. All operational Sub-Programs and field units
41
are served by these support staff units through their respective
program staff and line supervisors.
Branch of Administrative Support
The Branch of Administrative Support provides the necessary
service and control in areas of fiscal management, supply and pro-perty
control, personnel administration, and career development
to the field organization. It also coordinates the internal admin-istrative
functions of the Office with the activities and require-ments
of the Department of Natural and Economic Resources'
Administrative staff unit.
A reorganization of the Branch and the addition of two posi-tions
increased the ability of the Branch to provide the necessary
services to the field units. A Personnel Technician was added to the
staff bringing a professional personnel specialist to the Branch for
the first time. This specialty is valuable in performing personnel
studies and supervising the personnel activities. Duties of other
positions were realigned. The changes provided an Administrative
Assistant to handle the personnel accident and motor vehicle
accident reports, and related claims. These changes also allowed the
Assistant State Forester, Administrative Support, to use a portion
of his time to assist the State Forester with coordination of the
work of the State Forester's staff.
Changes in the design of the State budget from the old appro-priation
by Purpose-Line Item system to a Program-Line Item
system provided an opportunity to realign some of the purpose
items into more realistic programs. Extensive conferences with
the Department of Administration, Division of Budget represen-tatives
provided a budget that closely conforms to the pattern of
operation. The new budget format will provide more realistic
budgeting and management of funds. The budget programs are
Protection-Management, State Forests, Nurseries, Forestation, and
Technical and Administrative Support.
Training activities within Administrative areas have been per-formed
for the field employees. All of the field office steno-graphers
spend several days in the Central Office for training and to
42
k
review procedures. AH County Rangers and district level super-visors
attended a three day training school to improve their abil-ities
as supervisors and managers at their performing level.
No large program expansion has taicen place in the biennium.
The Forest Service now has 498 full-time employees. Of these,
101 are professionals. This basic complement of employees is
supported by 548 seasonal employees.
Technical Development Unit
The Technical Development Unit is concerned with the applica-tion
of research findings to the operational programs of the Forest
Service and with assisting the 100 professional employees to main-tain
technical proficiency. The primary functions of the unit are:
applied research and experimental projects; dissemination of
scientific information; and liaison with forestry research agencies.
The Unit was established July 1, 1971, with personnel from
existing positions among the various units of the North Carolina
Forest Service. Seven Foresters and one Forest Ranger working in
six project areas compose the Unit. The project areas are: Pine
Management, Hardwood Management, Nursery Management, Tree
Improvement, Wood Utilization, and Forest Fire Control. A
total of 18 individual projects have been completed or are now
underway.
Branch of Forest Engineering
The Branch of Forest Engineering provides a function in support
of the land base, capital improvements, equipment, and other phy-sical
facilities of the N. C. Forest Service. This includes planning,
development of plans and specifications, construction, maintan-ence,
and coordination with other State agencies, architects, con-tractors,
equipment manufacturers, etc.
State ownership of the 140-acre tract of forest land on Ren-dezvous
Mountain in Wilkes County has been established by the
Courts. This property has been turned over to the Forest Service
for development as a demonstration State Forest.
43
Twenty-one acres of land, along with 1 1 buildings have been '"
for 50 years at the Kinston airport. This site is used as Region I
Headquarters, Eastern Forest Ranger Training Facility, N. C.
Forest Service Aircraft Maintenance Facility, and Forest Fire
Equipment Development Facility.
Forest Service District Headquarters sites at New Bern (eight
acres), Lexington (six acres), and Chapel Hill (six acres) have been
acquired and are now in process of development.
Five smaller sites for field administrative units or towers were
acquired by purchase. Three are for combination county head-quarters
and equipment shelters, one for a lookout tower, and one
for a landing craft anchorage site.
A seedling packing and shipping building has been constructed
at the Linville River Forest Tree Nursery near Crossnore. This is a
three thousand one hundred square foot building and is the largest
building on the property. A Nurseryman's residence of one
thousand square feet, and a standard office building of thirteen
hundred square feet, have also been constructed at the Linville
River Forest Tree Nursery.
The first unit of the Western Forest Ranger Training Facility,
a Training Faculty and Transient Residence building (seventeen
hundred square feet) has been constructed and placed in use at the
Linville River State Forest.
A combination County Headquarters and Equipment Shelter
building (twenty-six hundred square feet) was constructed in Cho-wan
County near Valhala providing a needed facility in the
county.
The N. C. Forest Service, has 77 crawler-tractor-fireline plow
units, with transport trucks, in operation for forest fire suppression
work. An additional 13 crawler tractor dozers are in operation for
fire and other forestry uses.
A total of 24 aircraft are in operation by the N. C. Forest Service
for forest fire control activities, forest pest control surveys, and
44
iP
Foil
forest management activities. Seven of these aircraft are on loan
from the mihtary services.
The N. C. Forest Service operates a fleet of over 800 motor
vehicles, including over 300 pickup trucks. Practically all are
connected to various N. C. Forest Service area headquarters by a
network of two-way communications radios.
Forest Protection and Management Sub-Program
Protection of North Carolina's forests from the ravages of wild-fires,
insects, and diseases is a primary objective of the North
Carolina Forest Service. Also of major importance is the process
of making the forests of the state more productive in economic
and social benefits through the application of professional man-agement
principles on a planned, continuous basis.
This Sub-Program involves the protection activities of Forest
Fire Control and Pest Control as well as Forest and Watershed
Management activities. The Management activities provide techni-cal
advice and services to private forest landowners. Both Protec-tion
and Management functions are carried out in the 94 cooperat-ing
counties.
Forest Fire Control involves the prevention, detection and
suppression of wildfires on 18 million acres of forest land and is
the most demanding activity. Fire control assignments receive top
priority in the arrangement of work schedules with all other
activities being affected by the degree of fire danger.
The county organization is the basic unit in the Forest Service
with the County Ranger being responsible for all programs in his
county. The emphasis and balance of the various programs are
determined by the overall needs and opportunity for accomplish-ments
in each individual county.
Forest Fire Control
Progress continued to be made in the overall reduction of the
number of wildifres during the past two years. The number of
fires for both 1970 and 1971 were below the previous five year
45
average, even though the number of acres burned increased in
1971. This increase in acreage burned is attributed to four project anii
fires in the Spring of 1971.
j
The lowest number of fires in seven years occurred during 1971.
Over one-half of the total number of acres lost during 1971 were
destroyed by four project fires. (A project fire is one which
requires men and equipment from across the State and several days
before it can be brought under control or contained.) The largest
of these was the Stumpy Point Fire which started on Monday, , 3 a
March 22, 1971. Before being brought under control on March 26, occ
the fire had destroyed 30,000 acres of coastal forests in Dare pan
County and threatened the community of Stumpy Point. High was
winds and soft ground adversely affected the control efforts of the
1 50 men who fought the fire. Jj Api
"lS(
The second large fire occurred on April 1 3 in Onslow County
when two smaller fires, started by a passing freight train, burned
together and began devastating the remote areas of that coastal
county. Low humidity and high temperatures aggrevated the con-trol
efforts as a general lack of rain over the State continued.
Before this fire could be controlled, it had burned 6700 acres.
Fii
The third project fire started while the second one was still
raging. On April 1 5 a large fire was reported in the Hales Lake area
of Camden and Currituck counties. Within two and a half hours,
the fire had destroyed 1000 acres of forest and was classified as a
project fire. This fire was finally contained four days later after
changing winds from passing weather fronts caused the inferno to
burn 7400 acres.
Fo
The most deplorable fire of the season started on Sunday, April Jti
1 8, in the Angola Swamp section of DupUn county. This fire was
intentionally set by person or persons as yet unknown. High winds of
and temperatures, low humidity, and inaccessability joined forces '
qi
to complicate the control effort as time and again the fire would jj
jump control lines and the fire fighters were forced back to start
again. When this fire was at last controlled on April 22, it had
charred 18,500 acres and killed untold number of wildhfe.
An extremely wet fall and winter in 1971-72 virtually eliminated
46
Cll
the Fall Fire Season. The wet weather continued into the Spring
and Summer of 1972 making the Spring Fire Season one of the
lightest on record. In the first six months of 1972, 2136 wildfires
destroyed 36,876 acres of forest. Fully one-half of this acreage
was lost during the Hofmann Fire of April 16-22, 1972.
This fire began early Sunday afternoon, April 16. The initial
attack on the fire was swift and massive, but high winds pushed
the fire faster than the fire fighters could build control lines. At
3 a.m., Monday April 17, an unpredicted and drastic wind shift
occurred. One fire fighter, an employee of Albemarle Paper Com-pany
assisting the N. C. Forest Service during this emergency,
was killed shortly after 3 a.m. when the shifting winds caused
the fire to engulf him. Before this fire was contained on Friday,
April 22, it had consumed 18,500 acres and had been fought by
150 Forest Service Rangers using every available piece of equip-ment,
including three small and three large aerial delivery tankers,
20 forestry students from Wayne Community College, and 1 20
U. S. Marines from Camp LeJeune.
No. Wildfires No. Acres Burned
Five Year Average (1965-69) 5,073 88,073
1970 4,888 73,078
1971 3,578 96,782
The Fire Prevention and Law Enforcement Section of the N. C.
Forest Service became fully operational during the past biennium.
The purpose of the Fire Prevention and Law Enforcement Section
is to promote an increased awareness of the damages and effects
of wildfires, to determine the cause of each wildfire, and to prose-cute
those responsible when appropriate. The Section includes a
Senior Staff Forester as Section Head, a Communications Spe-cialist,
and a stenographer based in the Forest Service Headquarters
in Raleigh; three Fire Prevention Foresters with offices in Sylva,
Rockingham, and Clayton; three Law Enforcement Specialists
with offices in Elizabethtown, Morganton, and Clayton; and a
stenographer at Clayton.
47
As part of its increased fire prevention effort, the N. C. Forest
Service began producing short (maximum of 60 seconds) public
service announcements for television in the spring of 1971. The
films were distributed to selected television stations serving North
Carolina the following fall. During the first eight months, the
spots used by the television stations received an estimated
$125,000 worth of free advertising time.
Increased training in all areas of fire control has been emphasized
during the biennium. Four control schools for college students in
forestry from Clemson, North Carolina State University, Virginia
Polytechnic Institute, and Wayne Community College were con-ducted
each summer. Basic and Advanced Forest Fire Equipment
Operators Schools were held, as well as an Air Attack School.
The Region I Fire Control Training School, which includes
industrial and other agency cooperators, was also held in the fall
of 1970 and 1971.
Several firsts were recorded for the N. C. Forest Service during
the past biennium. In August 1970, several major forest fires raged
out of control in Washington State. The State of Washington and
the U. S. Forest Service having exhausted their supply of man-power
from the Western States, requested assistance from States
east of the Mississippi River. North Carolina was the first state
east of the Mississippi to be called and within seven hours of
receiving the call on August 26, a 26-man crew of volunteers from
the N. C. Forest Service was flying to Wenatchee, Washington.
The following day a second call for assistance was received, this
time requesting two crews. Once again, within a matter of hours,
the two crews were assembled and ready to go. Altogether 70
volunteers from the N. C. Forest Service, divided into three crews,
were engaged in combating the Wenatchee Fire. The men returned
to North Carolina on Labor Day, September 7.
In April 1971, the N. C. Forest Service acquired its first heli-copter,
a government surplus UH-34 SEAHORSE (Sikorsky S-58).
This former Marine Corps helo was equipped to transport an eight
man "helitack" crew, as well as a 250 gallon bucket, suspended
beneath the aircraft for aerial delivery operations. The helicopter
was used in western North Carolina in the Spring of 1972,
transporting "helitack" crews to remote mountain fires, supporting
48
them with water drops from the sHng bucket, then picking up the
crew when the fire was out and having them ready for the next
fire. Early indications are that the "helitack" crew concept will
enable the N. C. Forest Service to get fire crews to remote moun-tain
fires much faster and provide better support than any
previously tested method.
Pest Control
Forest pest control activities by the Forest Service are classified
into two broad categories: program activities and project activities.
Program activities are those related to control of the chronic
forest pests of North Carolina. These activities include assistance
to landowners with forest insect or disease problems, training
Forest Service and cooperator personnel, insect and disease survey,
and evaluation and testing of promising pest control materials and
methods. Field assistance to landowners is normally given by
field foresters. When unusual problems are encountered by the
field foresters, they are referred to one of the two Pest Control
Foresters for action. Statewide detection is a cooperative effort by
N. C. Forest Service personnel, forest industry personnel and other
interested people. Detection and survey information is submitted
monthly to the Pest Control Staff and is published for public use.
Project activities are those undertaken to suppress specific pests
threatening North Carolina woodlands. Current project activities
are controlling white pine blister rust, oak wilt and southern pine
beetle.
The white pine blister rust project is active in Ashe, Avery and
Watauga counties. Potential white pine planting sites are surveyed
and the alternate host of the disease (gooseberry) is destroyed
within a 400 goot area surrounding the proposed planting site.
Established white pine plantations are re-surveyed annually to
prevent re-invasion of gooseberry. The project is particularly
important where Christmas tree plantations are involved due to the
high value of the plantations. During the past biennium 34,770
acres were surveyed and 437 landowners were assisted as part of
this project.
49
II
The oak wilt project consists of aerial survey of Buncombe,
Burke, Haywood, Madison, Swain and Jackson counties. Follow-up
ground checks of suspect trees are made. If cause of tree death
is found to be oak wilt, the tree is cut and treated to prevent
spread of the disease. Because of the low incidence of this disease
during the past year, no treatment of diseased trees was under-taken.
Oak wilt project work is done entirely by the Pest Control
Staff.
Although southern pine beetle activity has declined this bien-nium,
the insect is still active in 22 counties and project action
continues. Control consists of making aerial detection surveys in
the infested counties to locate trees being attacked. Three surveys
are made each year in counties reporting attacks. In addition, at
least one survey is made of surrounding counties to determine if
the insect has spread into new areas. When spots of dying trees are
located, they are ground checked and involved landowners are
notified. The owners are urged to remove infested trees for pulp-wood
or sawtimber. During the past biennium a total of 2,323,000
board feet of sawtimber and 16,700 cords of pulpwood have been
salvaged as a result of project action. The sale of salvaged timber
returned an estimated $153,000 in receipts to the landowners
involved.
Forest Management
North Carolina's forests occupy 65% of the total land area of the
State. This renewable natural resource provides the raw material
for the wood-using industries and wages and profits for that
segment of the population who grow, harvest, transport, process
and manufacture forest products. In the past, forest management
activities have placed almost complete emphasis on timber pro-duction.
However, with the ever-increasing demands placed upon
the land by an expanding population, our efforts in forest manage-ment
are being broadened to embrace the multiple benefits of
watershed development, wildlife habitat improvement, recreation
development and scenic improvement. i
Over 78 percent of the 20 million acres of commercial forest
land in the state is owned by individuals.. .farmers, merchants,
50
doctors, lawyers, housewives and others. Past experience and
studies have shown that these private, non-industrial ownerships
are potentially the most productive of all forest resources than any
other public or private ownerships. Yet the majority of these
non-industrial ownerships fail to approach their potential produc-tivity.
This is the result of a lack of professional forestry advisory
services, an inability to carry out forest cultural practices, and in
many instances, a lack of financial resources to invest in the
improvement of their forest lands.
The North Carolina Forest Service's forest management program
is directed at making professional forestry services available to all
private, non-industrial owners. A total of 21 Service Foresters and
three County Foresters devote all or most of their efforts to
giving forest management assistance to private forest landowners.
Other Forest Service foresters devote a portion of their time to
providing management assistance. In addition, qualified forest
technicians provide management assistance by carrying out recom-mendations
made by the foresters.
Professional forestry advice and assistance is available to the
landowners from the Forest Service upon request. A forester will
make an examination of the property and evaluate the present
condition of the forest area. At the time of examination he will
also determine the potential for timber growth, wildlife develop-ment,
recreation development and improving conditions affecting
water quality. The forester then discusses these conditions with the
landowner, recommends a plan of action which will benefit both
the landowner and the forest resource, and encourages the land-owner
to implement the plan.
Often times these plans include recommendations for reforesting
unproductive lands. Many of these services are offered on an
actual cost basis to landowners through out forestation program
which was initiated in 1969. This program is discussed in more
detail in the Field Projects Section of this report.
A continuous in-service forest management training program is
maintained by the N. C. Forest Service. The purpose of this
training is to upgrade the abilities of the non-forester personnel in
51
the organization in order to allow them to carry out the forest
management prescriptions made by the foresters. Since the incep-tion
of the training program in 1968, a total of 73 employees have
completed the course. Additional in-service training is also offered
to foresters. During the period of this report, special training was
given in hardwood management, heavy equipment capabilities in
site preparation, and care and treatment of tree seedlings.
Emphasis during the past year has been directed toward placing
a larger volume of forest land under improved management.
Efforts are currently underway to encourage private consultant
foresters to expand their service to landowners. In addition,
N. C. Forest Service policy has been broadened to provide for
greater participation of our non-forester personnel in the manage-ment
program.
|
Following is a summary of forest management accomplishments
during the last biennium.
1970-71 *1971-72 Total
Number Landowners Given Assistance 4,773 4.963 9,736
Acres for Which Management Plans Written 1 1 0, 1 94 94, 1 1 204,304
Products Harvested According to Approved
Management Practices:
Board Feet 36,732,000 26,041,000 62,773,000
Cords 64,696 29,135 93,831
Trees (Special for. Products) ** 56,865 56,865
Gross Returns to Landowners $1,761,005 Sl.336,114 53,097,119
Acres on Which Improved Cultural
Practices Completed;
Site Preparation 4,200 11,291 15,491
Tree Planting or Seedling 12,357 24,050 36.407
Timber Stand Improvement 9,530 831 10,361
*Statistics Available Only for 1 1 months (July-May)
* *Statistics Not Available
Cooperative Programs i
The cooperative programs, as reported here, are designed to
supplement the basic forest management program by making avail-able
Federal funds for enhancing productivity of private non-industrial
woodlands.
Ca:
'iiii[
52
Appalachian Land Stabilization and Conservation Program
(ALSCP): Section 203 of the Appalachian Regional Development
Act of 1965 authorized financial assistance, in the form of cost
sharing, to Appalachian area landowners for improving conserva-tion
practices on their lands. Forest tree planting and timber stand
improvement were authorized practices in North Carolina. A total
of 1620 acres were planted or treated during the 1970 and 1971
calendar years with $52,845 of cost sharing with Appalachia
funds. North Carolina landowners used more of their allocation
of funds for the forestry practices than any of the other 12 states
in the program.
Congress did not appropriate funds to continue the program.
Resource Conservation and Development Program (RC&D):
Two RC&D projects were in operation in North Carolina during
the biennium. This program provides authorized financial and
technical assistance to local sponsors in developing plans for con-serving
and developing all resources of multi-county areas for the
economic and social improvement of its people.
The North Central Piedmont RC&D comprises Alamance,
Caswell, Chatham, Guilford, Orange and Rockingham counties.
A project forester, employed by the N. C. Forest Service, assists
local landowners in improving and managing their forest resources.
The Western Six RC&D project is composed of Cherokee, Clay,
Graham, Jackson, Macon and Swain counties. County steering
committees are in the process of developing plans for project
measures which will improve the resources of the six-county area.
Small Watershed Program (PL-566): The N. C. Forest Service
provides technical forestry assistance to landowners in establishing
forest conservation practices which protect watershed values,
improve forest soil hydrology and reduce sedimentation under
this program. Twenty-one PL-566 projects are currently in opera-tion.
Five projects were completed and the Upper Bay River
Project in Pamlico County was authorized for operation during the
biennium.
53
q
Federal-state watershed funds are used to employ two Watershed t^'
Foresters who supplement the State's CFM Foresters in accele- ^^1
rating forest improvement assistance to the landowners in 14 of ji
the larger projects. A total of 104 acres of critical soil erosion
areas were stabilized by planting with trees. j
Watershed forest resource improvement requirements were
studied in assisting cooperating agencies in developing work plans
|
for three projects.
Rural Environmental Assistance Program (REAP): The Rural
Environmental Assistance Program shares the cost with landowners
of establishing conservation practices which improve the environ-ment.
Foresters with the N. C. Forest Service furnish technical
forestry assistance to the REAP Committee and approve the REAP
tree planting and forest improvement practices for cost sharing.
Farmers and other forest landowners planted 25,013 acres with
forest tree seedlings and improved 1677 acres of established
forests under the program during 1970 and 1971. The Federal
share of the cost was $400,325.
Forest Industry Programs: N. C. Forest Service cooperates with
sponsoring forest industry organizations in promoting the "Tree
Farm" and "Third Forest" programs. N. C. Forest Service
foresters serve as inspectors for applicants for Tree Farm certifi-cation.
North Carolina had 1346 certified tree farms as of
January 1, 1971, involving 2,479,107 acres.
tO'
State Forests Sub-Program i
State Forests allow the public to become familiar with the
economic and social values of North Carolina's forest resources
and the forestry practices used to manage forests for the maximum
realization of these values. This sub-program includes the inter-pretation
of the following management objectives for laymen and
the demonstration of forest management techniques related to
these objectives for professionals: timber, water, wildlife, recrea-tion
aesthetics, and environmental enhancement. State Forests
also offer an excellent but undeveloped potential for public
54
recreation in a forest environment, combined with an educational
experience.
Bladen Lakes State Forest
The 36,000 acre Bladen Lakes State Forest continued in its
role as an outstanding demonstration of practical forestry practices
on marginal lands. The large number of foresters, students, and
private landowners who visit the forest and learn from its opera-tions
emphasizes the value of such an area.
Since the Bladen Lakes State Forest was established in 1939, it
has operated on a "receipt" basis with sale of forest products
paying for the entire operation. The forest land pays taxes to
Bladen County in the same manner as does any private landowner.
The receipts from the sales of forest products during the biennium
totaled $488,812. Total taxes paid to Bladen County during the
biennium amounted to $25,986.
A planned program of development has been in operation since
the first two years. During the biennium this development included
preparation of fifty acres of area for seed orchard expansion;
site preparation and planting of 1,401 acres; visitation by over
one-thousand persons on field trips; 3,200 hunter days provided;
the establishment of 108 game food plots; and extensive fire
prevention and control activities. Only two wildfires, burning a
total of three and one-half acres, occurred on the State Forest
during the biennium.
Small State Forests
During the past two fiscal years, one small State Forest, Ren-dezvous
in Wilkes County, was turned over to the North Carolina
Forest Service. This is a 140 acre tract which had been given to the
State Parks Division several years previous. Considerable work was
required to settle the boundary lines, secure a valid deed, and end
unauthorized timber trepasses. The woodland acres of the Griffiths
Nursery in Johnston County, approximately 307 acres, were
designated as the Clayton State Forest. The old Holmes Nursery in
Henderson County, which had been phased out as a nursery, was
55
changed to the Holmes State Forest. This is an area of 206 acres of
forest land and twenty-five acres of open land. At the Linville
Nursery in Avery County, 375 acres of forest land was designated
as the Linville River State Forest.
Negotiations are currently underway for the lease of a 1 67 acre
forested area near Lenoir, North Carolina for development as a
small State Forest. These small State Forests are being developed
as Forestry-Demonstration-Recreation Areas.
During the preceeding biennium the Board of Conservation and
Development defined the role of the North Carolina Forest
Service in the field of recreation. This role essentially emphasizes
conservation education as a function of forest recreation. The
North Carolina Forest Service was directed to expand its program
to include this concept as availability of funds allows on lands it
controls and upon land that may be acquired for such purposes.
A Landscape Architect was employed and he and a Staff Forester
were assigned full time to the implementation of this concept.
Forestation Sub-Program
This sub-program makes available to private landowners the
trained manpower, specialized equipment, and supervision to carry
out the cultural practices recommended by the Foresters in the
Forest Protection and Management Sub-Program or by private
consulting foresters. These facilities are provided through State
manpower and equipment on a custom fee basis and by actively
developing and supporting private contractors who are qualified to
perform this specialized work. An important secondary objective
is the development of private contractors with forestry capabilit-ies.
All types of forestry cultural services are available but major
emphasis is on conversion and preparation of sites for reforesta-tion,
tree planting, prescribed burning, and timber stand improve-ment.
Work in the woods to carry out the prescribed practices is
self-supporting from landowner fees. In addition to this, a major
effort is required to provide overall supervision and coordination
between Forest Service Districts, Consulting Foresters, landowners,
Forestation work units, and private contractors.
56
Twelve Custom Rangers have been employed and given the
specific responsibility for seeking out and developing competent
private contractors. This service to the private contractors includes
determining which contractors have the capability for rendering
professional services, introducing contractors to landowners inter-ested
in forestry development work, assisting contractors in
moving from job to job, assisting in training contractor crews in
quality control, and upon completion of work measuring acreages
and inspection for compliance to protect the interest of the land-owner.
In areas where contractor participation is limited Custom
Rangers receive the request for landowner service and comply by
using organic Forest Service forces or a combination of Forest
Service and contractor capability.
In an effort to further encourage local contractors, the receipts
from equipment rentals have been used to purchase additional
implements for rental.
Considerable time has been required in determining, specifying,
receiving, and modifying heavy equipment; therefore, initial effort
and funds were concentrated in this direction. Currently, six
heavy site preparation and one medium unit are in use in the
field. These units are supported by a fleet of sedans, station
wagons, mechanic trucks, pickups, hauhng units, and jeeps.
During Fiscal Year 1972-73, equipment purchases will concentrate
on implements such as bedding plows, root rakes, tree planters,
V-blades, and shearing blades. This will allow an increase of the
capability of all tractor units, both private and contractor. Beyond
this fiscal year, anticipated equipment needs are for one heavy
site preparation tractor per year.
During the biennium, 9,805 acres have been planted by Forest
Service crews. Mechanically site prepared by Forest Service crews
amounted to 5,632 acres and an additional 3,454 acres have been
prepared by private contractors using North Carolina Forest
Service owned rental equipment.
During the same period, the program's purpose of developing
and supporting private contractors was admirably met. Private
contractors site prepared 15,879 acres and planted 24,245 acres as
a direct result of the Forestation Program.
57
This program was also designed to provide a highly trained and
well equipped force to serve as a back-up to our regular fire control
units during periods of extreme emergency. During the past two
fire seasons, the Forestation organization contributed heavily to
suppression efforts on all major and project forest fires.
Forest Tree Nursery Sub-Program
The mass production and distribution to private landowners of
high quality planting stock for the artificial reforestation of the
State's 8.5 million acres of understocked forest land is the objec-tive
of this program. The associated Tree Improvement Program
applies the scientific principle of genetics to develop forest
seedlings with improved potential for rapid growth and high
quality timber production.
The Forest Tree Nurseries produce the seedling requirements of
all types for forest landowners throughout the State. Eleven pri-mary
species are needed in various sections of the State. These
primary forest trees are used to reforest lands either after timber
harvesting, following wildfire, or when poor quality forest stands
are reforested. They are also used to establish new forests to
rehabihtate eroded land and to put idle land into production.
The North Carolina Forest Service operates forest tree nurseries
in Avery, Burke, Johnston, and Wayne Counties. During the bien-nium,
more than 88,000,000 seedlings were produced and dis-tributed.
This decrease in sales of eighteen million trees from the
preceding biennium was caused by loss of custom production
resulting from the establishment of another industrial nursery in
North Carolina, and by an extremely warm, wet planting season
in 1971-72 which limited site preparation and thus had a depres-sing
effect on seedling sales. {
The prototype of a mechanical seedling harvester has been
developed and proven under field conditions. Mechanization of
the seedling lifting operation should result in significant savings in
labor costs when this technique becomes fully operational at all
nurseries.
Other efforts at mechanization of nursery operations include:
58
development of weeding machines which transport weeding crews
across the nursery beds - use of these machines improves the
effectiveness of the weeding and reduces labor costs; and the
fumigation of nursery bed fields has been almost completely
mechanized by the purchase and modification of methyly bro-mide
injection machines, and the development of a portable
machine to remove the fumigation covers.
A detailed five year plan, with emphasis on the orderly expan-sion
of the primary pine orchards and on the location of select
upland hardwood trees for use in the Tree Improvement Program,
has been developed and implemented.
The study of fume resistance in White Pine continues.
Production of seed in commercial quantities has been obtained
from the Shortleaf Pine Orchard and is expected from the Virginia
Pine Orchard in 1972. Seed yields in appreciable quantities from
the other orchards are expected within the next five years.
59
DIVISION OF GEODETIC SURVEY
The Division of Geodetic Survey is the official representative of
the Department of Natural and Economic Resources in the field of
Geodesy in the establishment of precisely monumented stations
on the North Carolina Coordinate System. During this biennium,
the Division has worked in close cooperation with the National
Geodetic Survey (formerly the U. S. Coast and Geodetic Survey)
to have our work published into the National Network. Now that
we have been in operation for twelve years, other State and Fed-eral
agencies have come to recognize the value of our work and are
cooperating in furthering our cause.
Work of the Division
During the 1970-1972 biennium, the Division established thir-teen
hundred and sixty-five horizontal stations, which includes
running over seven hundred miles of traverse lines. The 1971
Legislature authorized funds to establish four new positions.
These positions were filled in August 1971 to start our 2nd
Order leveling party. To date the Division has run some five hun-dred
miles of level lines and established over six hundred and
twenty-five Bench Marks. The office has completed and trans-mitted
to the National Geodetic Survey in Rockville, Maryland
fourteen horizontal projects and nine vertical level lines. The
Division has received nine projects published by the National
Geodetic Survey during the last biennium.
Cooperative Programs
In November 1970, the Corps of Engineers in Wilmington,
North Carolina, contracted the Division to run levels along the
Neuse River Dam, northwest of Raleigh. This contract covered
over seventy-five miles of level lines and some seventy-five Bench
Marks. In December 1971 the Division entered into another
contract with the Corps of Engineers to run over ninety-five miles
of 2nd Order levels including one hundred and thirty-two Bench
Marks from Sanford to Randleman Dam, on Deep River.
In September 1970 a alide talk was prepared by the Division.
It describes the operation of the work done by the Division and
60
II
i
the slides explain some of the operation carried out in geodetic
survey work. The slide talk has been given to civic groups, engin-eers
and land surveyors throughout the State.
Miscellaneous Activities
The Director and Assistant Director attended the American
Congress on Surveying and Mapping in Washington, D. C. in
March 1972 in an effort to keep up with the latest developments
in geodetic and land survey techniques. In February 1971, the
Division purchased one of the new Laser Ranger distance mea-suring
instruments. It is a pleasure to report it is a very satisfactory
instrument.
61
DIVISION OF LAW AND ORDER
The Division of Law and Order was established by Act of the
North Carolina General Assembly in 1969 and given the following
powers and duties:
To assist and participate with State and local law - enforcement
agencies at their request, to improve law enforcement and the
administration of criminal justice.
To make studies and recommendations for the improvement of
law enforcement and the administration of criminal justice.
To encourage public support and respect for law and order.
To seek ways to continue to make North Carolina a safe and
secure State for its citizens.
To make grants for use in pursuing its objectives under such
conditions as are deemed by the Department to be necessary.
The Law and Order Division is the administrative and imple-mentation
agency for the Governor's Committee on Law and
Order. The Committee establishes policy and planning for all
grants to North Carolina by the Law Enforcement Assistance Ad-ministration
of the U. S. Department of Justice. Since 1969,
approximately $24 miUion has been allocated to North Carolina
for planning and action in criminal justice and law enforcement.
According to the General Statutes the Committee on Law and
Order shall consist of ". . . the Governor, Attorney General,
Director of the State Bureau of Investigation, Commander of the
State Highway Patrol, Director of Administration, Chairman of
the North Carolina Good Neighbor Council, Director of the
Administrative Office of the Courts, Commissioner of Correction,
Chairman of the Board of Paroles, Director of the Probation
Commission, Adjutant General, and Commissioner of Motor Vehi-cles,
all serving ex officio, and 14 members appointed by the
Governor, which number shall consist of one sheriff, two police
executives, one judge of the superior court, one judge of the
district court, one solicitor of the superior court, two citizens of
the State with a knowledge of juvenile delinquency, three officials
representing local government, one attorney specializing in the
defense of criminal cases, and two citizens of the State who are
not public officials. All appointed members shall serve for a term
of one year and shall be eligible for reappointment. All members
62
who are public officers shall serve as members ex officio of the
Committee and shall perform their duties on the Committee in
addition to their regular duties imposed by law. The Governor
shall annually designate a member of the Committee to serve as its
chairman."
The following represents the present Committee membership:
Governor Robert W. Scott, Chairman
Attorney General Robert Morgan
Charles J. Dunn, Jr., Director, State Bureau of Investigation
Colonel E. C. Guy, Jr., Commander, State Highway Patrol
Dr. William L. Turner, Director, Department of Administration
Fred L. Cooper, Chairman, Human Relations Commission
Bert M. Montague, Director, Administrative Office of the Courts
V. Lee Bounds, Commissioner, Department of Correction
William H. Gibson, Director, Probation Commission
Major General Ferd Davis, Adjutant General, National Guard
Joe W. Garrett, Commissioner, Department of Motor Vehicles
Wade E. Brown, Chairman, Board of Paroles
Sheriff Carl H. A.xsom, Rockingham County
Chief Phillip L. Paul, Washington Police Department
Judge Frank M. Armstrong
Attorney Mary Gaither Whitener
Judge J. Phil Carlton
M. Hugh Thompson
Helen Little
R. Vance Robertson, Acting Commissioner, Department of
Youth Development
Solicitor W. G. Ransdell, Jr., Vice Chairman
Fred D. Alexander, City Councilman
John M. Gold, City Manager, City Hall
John T. Morrisey, Sr., Executive Secretary, North Carolina
Association of County Commissioners
Attorney Allen A. Bailey
Attorney James R. Van Camp
Chief W. C. Owens, Elizabeth City Police Department
The Governor's Committee on Law and Order was established
by Executive Order in 1965. It was made a statutory State
Agency under Chapter 143, Article 46 of the General Statutes by
63
the 1967 General Assembly, and its composition changed to pro-vide
greater local representation and additional state representation
by the General Assembly March 10, 1969.
The Committee is charged with establishing policy and planning
and executing the State's du: ;s with respect to all grants to the
State by the Law Enforcement Assistance Administration of the
U. S. Department of Justice. The Committee has the authority
to review, approve and maintain general oversight of the State
plan and its implementation, including subgrants and allocations
to local units of government. (Chapter 143A-129, Article 12,
The General Statutes of North Carolina "Executive Organization
Act of 1971")
To implement these changes, the Law and Order Division was
created by Act of the North Carolina General Assembly in 1 969
as the State planning agency, as contemplated by the Congress of
the United States in Title I - Law Enforcement Assistance of the
Omnibus Crime Control and Safe Streets Act as amended by the
Omnibus Crime Control Act of 1970 - Public Law 91-644.
Under the provision of General Statute 143-323, the Law and
Order Division operates as the executing agent of the Commission
on Law and Order, and is responsible for administering the State
of North Carolina's Crime prevention and control program.
The North Carolina Law and Order Division, Department of
Natural and Economic Resources is presently preparing its fifth
annual Comprehensive Criminal Justice Plan in order to qualify
the state for Federal matching funds. This Plan will make possible
the commitment of discretionary and block grant funds across the
entire spectrum of needs within the Criminal Justice System of
North Carolina. •
'
Federal matching funds can be applied to programs within the
following categories:
(1) Upgrade Criminal Justice
(2) Develop Crime Prevention Programs
64
111
i
(3) Design Programs for Prevention and Control and Juvenile
Delinquency
(4) Improve Methods of Detection and Apprehension of
Criminals
(5) Improve Prosecution, Court Activities and Law Reforn
(6) Increase the Effectiveness of Corrections and Rehabilitation
(including Probation, Pardon and Parole)
(7) Reduce Organized Crime
(8) Prevent or Control Riots and Civil Disorders
(9) Improve Relations between Communities and the Criminal
Justice System
(10) Provide for Research and Development of Present or New
Methods in the Criminal Justice Spectrum within the State
Because many law enforcement problems are local in nature, the
development of plans and the implementation of projects becomes
a joint effort among local, regional and state agencies. The Admin-istrative
staff of the Law and Order Division endeavors to work
with these agencies in all possible ways to insure a program of
credibility, integrity, faithfulness to regulations and responsiveness
to needs.
Needs of Criminal Justice
Some of the more important needs are: (1) upgrading law
enforcement personnel. This includes training, degree programs
and curriculum development for law enforcement and expanding
law enforcement personnel resources; (2) improvement of detec-tion
and apprehension methods. Includes resource management
and manpower allocation, improved communications and infor-mation
systems, standard operating equipment, physical facilities
improvement, and improved and expanded forensic and technical
services. (3) court programs. Includes pre-trial release and diag-nostic
services, law reform, administration of criminal justice
65
personnel, and police legal advisors; (4) programs for juvenile
prevention and control. Includes pre-delinquent programs, pro-grams
to keep juveniles out of court, alternatives to State training
school commitment, improvement of State training school pro-grams,
aftercare and creation of more juvenile divisions within
police departments; (5) programs in adult correction. Includes
recruitment and training of correctional personnel, improved
physical facilities, development of community resources for re-habilitation,
assistance for re-entry and integration back into com-munity
for inmates; and (6) additional research and data collec-tion.
All of the above needs are being addressed by LEAA funds.
The Division has tried to use these funds as "seed money" for
innovative projects which can eventually be picked up by the
local communities or State agencies.
Planning and Program Development
North Carolina is searching for the best methods of planning
and program development available to suit its particular situation.
In the past the Division has solicited direction from local commun-ities
in trying to determine the needs of the State. The State is
divided into 1 7 multi-county planning regions in order to provide
a system whereby local input is encouraged. The local commun-ities
submit grant applications through their regional policy boards
to the Division. Thus, the results in the past have been that local
communities have determined the funding priorities for 75% of
Part C Block Grant LEAA monies. Plans are now to improve
this system in utilizing FY 1973 monies by first setting statewide
priorities for the following reasons: (1) With the multiplicity of
criminal justice agencies throughout the State which operate
separately and independently of each other, it is impossible to
provide total coordination and assistance to all communities;
(2) When allowing local communities to establish total priority
requirements for LEAA grant expenditures, it is difficult to put
cohesiveness into the overall division program. What is good for
the individual community is not necessarily good for the total
Criminal Justice System unless it is coordinated with related
criminal justice agencies. In our modern day society, crimes are
not local in nature. The SPA is now trying to provide a balance
66
between local participation and regional and statewide coordina-tion
of services. Starting with FY 1973 the division will provide
funding priorities (with local input) which the local communities
will use as guidelines for submitting project applications.
Past Priorities
As noted earlier, local communities have basically determined
past priorities. There is however, a close correlation between the
needs determined by the SPA and these past priorities. The fol-lowing
areas have developed as priorities:
1. Detection and Apprehension
2. Juvenile Delinquency Prevention and Control
3. Upgrading Law Enforcement Personnel (Police, Courts, and
Corrections)
4. Correction and Rehabilitation
5. Court Prosecution and Law Reform
6. Crime Statistic and Research
7. Community Relations
1. Detection and Apprehension: The most immediate needs
recognized by local communities were the most visible, tangible
things such as standard operating equipment and communications.
Communications accounted for $1,442,000 in FY 1972 alone.
A long range plan for communications has been approved by
LEAA. The planning methodology utilized has received strong
support from LEAA and will save financial and manpower re-sources
for the State.
2. Juvenile Delinquency Prevention and Control: A dramatic
increase in LEAA funds being directed to this area is evident.
Grant awards increased from $316,886 in FY 1970 to $2,060,536
in FY 1972. The current trend is toward developing community
based treatment facilities and services to divert juveniles from the
juvenile and adult Criminal Justice Systems.
3. Upgrading Law Enforcement and Criminal Justice Personnel:
In the past, priorities within this area have included training,
salary increases and career development. Moreover, a bill was
unsuccessfully submitted to the North Carolina General Assembly
61
to support with LEAA assistance, the creation of a Criminal
Justice Academy. Currently, support from both the Priorities
Sub-committee and the Legislative Sub-committee of the Super-visory
Board reflect an increased commitment to return to the
General Assembly for support of statewide legislation in this area
which would utilize a substantial amount of LEAA funds in
future years.
4. Adult Correction and Rebahilitation: Primary emphasis has
been in the two areas of developing community resources for
rehabihtation ($609,000 of FY 1972 funds) to slow the flow of
offenders going into the institutional system, and providing in-creased
re-entry services for residents leaving the institutional
system ($571,750 of FY 1972 funds) which will support approxi-mately
45 Parole and Correctional officers providing job and
residency assistance, etc. In addition, correctional personnel
training and recruitment ($302,000 of FY 1972 funds), jail
renovation and construction ($398,000 of FY 1972 funds), and
assistance for those incarcerated ($432,000 of FY 1972 funds), are
priorities. Deserving special recognition is the N. C. Department of
Correction Volunteer Program, which has developed to the extent
that volunteers are visiting residents in histitutions and oftentimes
taking them briefly into the community, approximately 20,000
times per quarter.
5. Court Prosecution and Law Reform: As of December, 1970,
North Carolina completed a program of court reorganization
which had its beginning more than a decade ago. North Carolina
now has a unified judicial system operating in all 100 counties of
the State. The unified judicial system consists of an Appellate
Division composed of the Supreme Court and the Court of
Appeals, a Superior Court Division, and a District Court Division.
All of the officers and personnel of the Judicial Department are
employees of the State.
The bulk of LEAA funds in this area have been for criminal
code revision, projects to provide assistance for solicitors or court
liaison officers and police advisors. North CaroUna's courts are
suffering from case backlogs as is typical throughout the country.
Through LEAA funds, the SPA hopes to provide some rehef
from this situation.
68
6. Crime Statistic and Research: One of the most frustrating
element of SPA endeavors to improve the Criminal Justice System
is the shortage of reliable statistics and record keeping systems.
Projects have been funded on both the local and State levels to
overcome this obstacle to effective criminal justice planning. The
SPA has made grants for the Police Information Network (PIN)
which will quickly evolve to a total criminal justice information
system. A timetable has been established and proposals are
currently under review to develop a statewide plan for a criminal
justice information system.
7. Community Relations: One key element to effective law en-forcement
is a good relationship between law enforcement and
the community. Many of our local communities have recognized
this and have added community relations officers to those depart-ments
or created community relations units, and in once instance a
family crisis unit has been established. In addition, the North
Carolina Human Relations Council is receiving LEAA monies for a
police-community relations program to be held in cities to deal
with, and hopefully, improve human relations.
The following two projects are representative of areas being
funded by the Division of Law and Order:
State: North CaroUna
Category: Significant Community Involvement
Project Title: Use of Community Volunteers as a
Resource for Post-Release Adjust-ment
Amount of Federal Funding: $43,887
Funding Year: 1971
Project Description: This community volunteer program
was begun as a pilot effort in Mecklenburg County in 1969. As
a result of the demonstrated and documented success of the pro-ject,
it has been instituted in most of the correction centers
throughout the State. The project locates and trains a group of
69
community volunteers to assist released inmates in making ad-justments
to the community.
The volunteer acts as a friend and resource person in making
the released inmate aware of all the community resources available
to him and gives him assictance in taking advantage of these
services. Transaction between the two will begin in the prison
situation, and upon discharge, the same volunteer will attempt to
maintain interaction until such a time as both feel that the
assistance is no longer required.
The following is representative of leaves from prison for parti-cipation
in the program granted from October, 1970 through June,
1971:
October ~ December 1970. . .19,514
January - March 1971 16,332
April -June 1971 22,318
i\
The program has received much favorable publicity from the
various news media. It has evoked considerable community inter-est
and participation. Volunteers come from all factions of the
community, representing professional and lay people. The inmates
participating are sohcited by community action groups and pubhc
education areas to speak on their experiences and their reactions
to the overall program.
State: North Carolina
Category: Administrative Improvements
Pr