Biennial report of the Department of Conservation and Development of the State of North Carolina |
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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) 1 J 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 Il 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 11 ers fep If tt out M ipn 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 [dvi <( li 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. Tk k m Leiso As eas 20 tetrii Jieaj 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. fid w (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 k 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. k w (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. ij T jlit 24 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 Ml k IFl 111 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 1flB 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 r- o as to '^ On o o l/-^ o o -sD q_ o^ oo' o' >yo in CN 1— r &^ £0 Oo oo O q^ q_ in o :5 fee- —h" O CTn r- ON in in O in NO r- O ro ^ <N 6e &o O in O o) (N ON —' oo t/5 _r i-l < W 00 a; oH< S wu < O 40 CN -a c c 'S e O 03 <U •a n c • -. OJ C 00 o o NO 60 c cc 03 15 o H-l o ~ c X3 •a c c3 NO NO NO__ no' '^ (N &0 60 n _rt o rT! 1—1 oo o co U c« 00 -O o3 c E o3 o u _ o _ 3 s '-^ 03 >< C e^ B 00 03 C 1-1 T3 ^^ <U C o3 oo oo (N O c - i OJ C C O 03 ia o s <: •a c 03 00 g 'S c O 4- iS ~ C Oh c oJ -a c 4= >o O 00 r; o 03 > -a a> nn U -o o cO —; oj o 1;; ^ oo 03 -3 o a-sta b tnl la |l 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
Object Description
Description
Title | Biennial report of the Department of Conservation and Development of the State of North Carolina |
Other Title | Biennial report of the Department of Conservation and Development. |
Creator | North Carolina. |
Date | 1970; 1971; 1972 |
Subjects |
City planning--North carolina Conservation of natural resources--North Carolina--Periodicals Fisheries--North Carolina Forests and forestry--North Carolina Geodesy Industries--North Carolina Mines and mineral resources--North Carolina Natural Resources--North Carolina North Carolina. Department of Conservation and Development--Periodicals Parks--North Carolina Tourism--North Carolina |
Place | North Carolina, United States |
Time Period | (1945-1989) Post War/Cold War period |
Description | Title from cover. |
Publisher | Raleigh, N.C. :Dept. of Conservation and Development,[1928]- |
Agency-Current |
North Carolina Department of Environmental Quality |
Rights | State Document see http://digital.ncdcr.gov/u?/p249901coll22,63754 |
Physical Characteristics | v. ;23 cm. |
Collection | Health Sciences Library. University of North Carolina at Chapel Hill |
Type | text |
Language | English |
Format | Reports |
Digital Characteristics-A | 4794 KB; 138 p. |
Digital Collection |
Ensuring Democracy through Digital Access, a North Carolina LSTA-funded grant project North Carolina Digital State Documents Collection |
Digital Format | application/pdf |
Title Replaces | North Carolina. Department of Conservation and Development..Biennial report of the director |
Audience | All |
Pres File Name-M | pubs_edp_biennialreportconservation19701972.pdf |
Pres Local File Path-M | \Preservation_content\StatePubs\pubs_edp\images_master\ |
Full Text |
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)
1
J
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.
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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
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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.
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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.
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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.
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(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.
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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.
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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
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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
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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.
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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.
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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
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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.
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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
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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:
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( 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:
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(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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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.
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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.
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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
1flB
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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OCLC Number-Original | (OCoLC)2253557 |