Utilize GIS on Three Pilot Transportation Projects to Demonstrate the Effectiveness and Efficiency of Advancing the Use of GIS in the Project Development Process

The North Carolina Interagency Leadership Team (ILT) believes it is essential, and possible, to develop future transportation projects in a collaborative, interdisciplinary approach that involves all stakeholders and preserves the scenic, historic, natural environment and community values setting while efficiently meeting the mobility, economic and safety needs of citizens. The ILT Goal 1 has the following associated activity:

“Utilize GIS on 3 “pilot” transportation projects to show the effectiveness and efficiency of advancing the use of GIS in the project development process”.

The purpose of this practicum project is to facilitate the ILT in determining the practicality of using GIS to identify issues of significance and eliminate detailed study alternatives for selection of the preferred alternative/LEDPA based on its application in three pilot projects. My overall role is to facilitate this pilot program. Other roles include coaching, advising & coordinating.

NAVIGATING COMMUNITY LEADERSHIP

Navigating Community Leadership is a practicum that initially started with the specific focus of proposing the development of tree planting practices in drought conditions. My initial practicum proposal considered bringing together a working group of professional who would design best practices for planting trees in drought conditions. 

What the practicum turned out to be was a learning process of how to build relationships and recognize mutual interests and identify ways to achieve success collaboratively. This was an important but  unforeseen product of this practicum,  learning how to navigate the road as a community leader in cooperation with public offices and non-profit organizations who are also working to preserve and improve Raleigh's tree canopy.  What I learned along the way was: finding out how I can best fit into existing efforts, determining where our mutual interests overlap, discovering how to build working relationships, how I can enhance existing efforts, and how to work with people who have differing levels of commitment to urban forestry.

Developing and Implementing a Natural Resource Inventory Database for Wake County Parks, Recreation and Open Space

The Wake County Parks, Recreation, and Open Space (WCPROS) system is comprised of seven park units and over one hundred parcels of open space properties.  Currently, WCPROS does not have a system to document the natural resources found on these properties.  Due to staff turnover and no workable data clearinghouse, valuable information about natural resources has not been collected, lost over the years, or is in a form that is not useful and inaccessible to staff, park visitors, and other agencies.  There is a strong need for a natural resource inventory database containing information about the plants, animals, and habitat types found within each park and open space property.

There are several valuable outcomes we hope to produce as a result of getting a Natural Resource Inventory Database (NRID) implemented.  We hope to better manage our existing resources by developing written guidelines and management plans for all Wake County Parks and Open Space properties.  This will in turn lead to better planning for future parks.  The public will be better served through the public interface of the database, where they can access species information, pictures, fun facts, and more.  Park staff will be able to generate brochures and improve and add to existing program offerings.  These are just some of the long-term benefits from having a Natural Resource Inventory Database.

 Although we are currently still in the process of getting the NRID officially approved, we have made measurable progress in educating our fellow WCPROS staff and other stakeholders of the importance of the database.  We have created valuable partnerships as a result of this process, and feel confident that some form of the NRID will be approved and implemented by Wake County.  Our project has also brought more attention to the inefficiencies and holes in our current natural resource information and practices, and we hope it will serve as a catalyst for improvement in these areas.

Ensuring and Maintaining A Clean and Safe Environment

Weyerhaeuser owns approximately 550,000 acres in eastern North Carolina.  A portion of the property is ditched for drainage.  However, because these drainage areas can seep toward other sources of water, streams, rivers, and ponds, it is very important to Weyerhaeuser to ensure a clean and safe environment.  For example, while working on Weyerhaeuser property with logging contractors, an oil spill resulted when a skidder flipped over into a ditch.  The oil sheen in the water was immediately contained and cleaned up.  In addition, the Division of Water Quality was contacted about the incident.

A working group was formed to discuss and ensure that the proper process is being followed not only during cleanup but also in reporting efforts to the NC Division of Water Quality.  The project findings resulted in a better understanding of the appropriate protocols and requirements so that Weyerhaeuser continues to maintain a clean and safe environment.

Island Point Access Area Conceptual Plan Development

Pursuant to a hydroelectric license issued by the Federal Energy Regulatory Commission (FERC), Duke Energy Carolinas, LLC, the Licensee, operates a hydroelectric power project, known as the Catawba-Wateree Project FERC Project No. 2232 which is situated on the Catawba and Wateree rivers in the North Carolina counties of Alexander, Burke, Caldwell, Catawba, Gaston, Iredell, Lincoln, McDowell, and Mecklenburg and in the South Carolina counties of Chester, Fairfield, Kershaw, Lancaster, and York. On August 26, 2006, the Licensee filed an application with the FERC for a new license for the Project. The current License expired on August 31, 2008 and Duke Energy is operating the Project under an annual extension of the license from the FERC until a new license is issued.

During the course of preparing the application the Licensee and a number of entities, government and non-government, more appropriately defined as the Stakeholders formally met as the Catawba-Wateree Hydroelectric Project Stakeholder Teams and prepared a Comprehensive Re-Licensing Agreement (CRA) to address the issues related to the relicensing of the Catawba-Wateree Project. The Licensee’s application for the New License included, in addition to many other items, actions to protect, mitigate, and enhance day-use and camping recreational activities at the Project's reservoirs, plus day-use recreational activities along certain Catawba-Wateree River reaches and tailraces.

One of the many proposed recreation projects is identified in the CRA as the Island Point Access Area. The access area is an undeveloped site located in the community of Sherrills Ford, North Carolina in Catawba County and situated on the edge of Lake Norman that comprises 141.5 acres. Duke Energy anticipates the FERC will issue an order requiring that trails, bank and/or pier fishing, picnic facilities, a swimming area, boating access facilities and restrooms be constructed at the site as a minimum requirement to enhance water based recreational opportunities for the general public. In addition, the CRA process resulted with a proposed action that the Licensee shall market to commercial operators a lease for development and management of a multi-use recreation area including, but not limited to, trails, bank and/or pier fishing, picnic facilities, swimming, RV camping with bathhouse and dump station, boating access facilities, restrooms and a marine pump-out. The CRA also stipulates the Licensee and Catawba County, NC shall form a small workgroup of parties that represent the public interest at this area to participate in developing the site plan and that the conceptual plan development will be coordinated with Catawba County, NC. The purpose of the small workgroup is to determine if a suitable layout for the recreation area can be composed to satisfaction of all interests.

On the Road to Cooperation: Wildland Fire Protection Plan for aNE North Carolina Community

Wildfires in North Carolina have claimed 544 homes from 1 January 1995 to 31 December 2004 at an estimated cost of $17 million.  Wildfire statistics gathered during the same time from the North Carolina Forest Service showed that 42,695 structures were threatened and saved at an estimated cost saving of $5.5 billion (North Carolina Division of Forest Resources, 2008). More recently, the 2008 Evans Road Fire that covered portions of Hyde, Tyrrell and Washington Counties was 40,307 acres in size at a cost of over $18 million to suppress, with two structures lost.  .  North Carolina has more wildland urban interface (WUI) (12,700,000 acres) than any other state within the United States (Randolf V.C. et al., 2005).  The WUI are those areas where structures, whether they are commercial or residential, interface with the wildland environment (i.e., undeveloped land).  From those structures present, approximately 5,000,000 are residential, which ranks North Carolina as the 5th in United States for number of homes within the WUI (North Carolina Division of Forest Resources, 2008).  The ever increasing population of North Carolina is continuing to exacerbate the risk to home and business owners alike throughout the state.  Although the threat is considered significant across North Carolina, there are some areas where the threat to life and property are greater.  These areas are those found outside of what would be considered normal subdivisions where Tree City USA and other green infrastructure have kept a “relatively” wildland appearance intact.  The areas of greatest concern are those in the wilderness, and therefore, not readily protected from wildfire through 1) Fire Departments, 2) fire hydrants, 3) proper road ingress and egress, and 4) properly managed forests.  For many, the attributes listed above are what make a place off of the beaten path so desirable. 

The purpose of this practicum was to enhance public awareness and collaboration between several agencies through community meetings and hands on site visits in order to protect those who wish to reside in wilderness and maintain that way of life, but ameliorate the threat of wildfire to their life and property.  The process involved the cooperation between the Waterway Landing homeowners association, the local volunteer fire department, Hyde County Emergency Management Coordinator, local North Carolina Division of Forest Resource Hyde County Ranger, and United States Fish & Wildlife’s Pocosin Lakes Wildlife Refuge prior to and during the Evans Road Fire during the summer and fall of 2008.  In general, I wish to have all stakeholders come to the table and discuss what steps and practices are available to 1) identify why there is a threat, 2) address measures to reduce the threat, 3) have the community take charge to implement solutions through the help of federal, state, and local officials, 4) create evacuation plans, and 5) make the community “Firewise.”  Firewise is a federal program recognizing those communities that properly implement Community Wildland Protection Programs.  Working together we identified and implemented objectives one, two, and four while objectives three and five are ongoing.

Report pending.

Creating Awareness during a Roadway Improvement Project

Effective public involvement is critical during the planning, design and construction of a transportation project. Early and continuous communication with stakeholders during construction helps deliver a high-quality, cost effective project safely, on schedule and with community support. A commitment to openness and transparency reinforces trust and promotes lasting relationships with communities, partnering agencies and the public. 

The purpose of this practicum is to refine, implement and evaluate a multi-faceted communications and public involvement program for a major roadway improvement project located in the Pacific Northwest. The program will incorporate a variety of tools and techniques tailored to meet the unique needs of the community to ensure that residents, commuters and stakeholders who live, work, recreate and/or travel near the project are kept informed of construction activities and their anticipated impacts.

The communications and public involvement program will:

• enhance public awareness and understanding of the project;
• provide opportunities for meaningful public engagement;
• keep those affected by construction informed;
• ensure that potential disproportionately high and/or adverse impacts to underserved communities are identified and addressed;
• acknowledge impacts to the community and traveling public;
• get information out early and often;
• anticipate the needs of the community;
• provide options for drivers; and
• keep businesses engaged.

From 1998 through 2002, the state’s transportation agency worked with cities, counties, agencies, and community groups to develop a long-range master plan for multi-modal improvements to one of the state’s most congested highways. Over 300 improvements that will provide benefits for transit, drivers and the environment are planned for this 30-mile corridor.

The highway serves as a primary business corridor, connecting some of the region’s largest employment centers. It also serves as a major freight corridor, carrying more freight through the region than one of the state’s main ports. Approximately 800,000 people travel on the roadway each day.

The highway expansion project discussed in this practicum is part of the corridor master plan. The project adds a general-purpose lane in each direction on the highway and improves key arterials and interchanges. The project will reduce congestion and increase capacity along this two-mile section of roadway by 50 percent. The project will also:

• improve travel speeds along the corridor;
• relieve traffic at the state’s most congested interchange; and
• alleviate one of the worst bottlenecks along the corridor—drivers should see travel speeds increase by up to 20 miles per hour.

The project is scheduled to be complete in summer 2010.

Improving Communication on Invasive Species Work among the North Carolina Chapter of The Nature Conservancy and our partners

Edward O. Wilson, renowned Harvard biologist, has claimed that the introduction of alien species is second only to habitat destruction as the leading cause of extinctions worldwide.  Facing this challenge is difficult for organizations like The Nature Conservancy, which base their measures of success on acres protected, not number of invasive species eradicated.  My project is to help make The Nature Conservancy more effective in its management of invasive species.  How should we prioritize invasive species with limited time available?  How can we better work with partners in protecting our natural lands from invasion by non-native species? 

To tackle these questions, first I brought together the director of The Nature Conservancy’s Global Invasive Species Team, John Randall, with our field staff who manage invasive species on TNC lands across North Carolina.  This two day meeting helped prioritize actions we can take to be most effective in combating invasives, making sure that all voices were heard.  Next, I set up conference calls with the heads of state agencies that address invasive species issues which land managers like The Nature Conservancy deal with.  The outcome of this has been improved communication among staff and between staff and agency representatives, with some joint projects resulting from our new partnerships.  I aim for this to continue with further joint projects between state agencies and The Nature Conservancy.

Invasive Species Management in Riparian Buffers

Part of the Department of Environmental and Natural Resource’s (DENR) mission is to acquire property and property interests to conserve, protect and enhance the natural resources of the State of North Carolina.  The mission of the Stewardship Program is to ensure that the State-held conservation easements are managed to protect water quality, wildlife habitat, and provide open space.  A fund was established for the monitoring and management of these easements.  Based on a pilot year study, it became clear that the funds, while barely supporting the monitoring, will not provide for any management needs.  The conservation purposes for which the properties were acquired may no longer apply if invasive and/or non-native vegetation becomes established within the conservation easements. 

To tackle the invasive species issues within riparian buffers, a group was convened that includes land trust monitoring partners, biologists, foresters, staff from the Ecosystem Enhancement Program (EEP), NCSU scientist and weed specialist from Ag Extension, and representatives from the pesticide applicators industry.  Their purpose of the group was to determine and formulate management techniques for the invasive species identified.

NEGOTIATED RULEMAKING TO DEVELOP A REGULATION REGARDING OFF-ROAD VEHICLE USE ON CAPE HATTERAS NATIONAL SEASHORE

The National Park Service, in an effort to comply with Presidential Executive Order 11644 (1972), amended by Executive Order 11989 (1977), that requires certain federal agencies that permit off-road vehicle use on federal lands to “develop and publish... regulations prescribing operating conditions for off-road vehicles on public lands", established the Negotiated Rulemaking Advisory Committee for Off-Road Vehicle Management at Cape Hatteras National Seashore.  This 30-member committee represented diverse stakeholder constituencies. 

The committee met 11 times from January 2008 to February 2009. The committee negotiated a wide range of issues that included natural resources and natural resource management, off-road vehicle routes and areas, vehicle characteristics, permits and fees, safety issues, off-road vehicles access ramps, parking, speed limits, off-road vehicle use on village beaches, vehicle recreation, non-vehicle recreation, visitor experiences, applicable laws, science, and National Park Service policy.  Consensus, defined as unanimous consent, could not be reached.  The National Park Service must comply with Presidential Executive Order 11644 (1972), amended by Executive Order 11989 (1977), and must develop and implement a regulation for off-road vehicle use on Cape Hatteras National Seashore by April 2011.

Sea Level Rise and Population Growth Public Listening Sessions

Executive Summary

The Albemarle-Pamlico Conservation and Communities Collaborative (AP3C) in partnership with the Albemarle-Pamlico National Estuary Program hosted a series of seven public listening sessions during the summer of 2008. The goal of these sessions was to provide residents of the Albemarle-Pamlico watershed with an opportunity to voice their concerns about the combined impacts of sea level rise and population growth and elicit their ideas about solutions. They were also intended to gauge public perceptions about landscape and social change, population growth, and sea level rise for the purpose of improving public outreach and education projects.

More than 100 residents attended the sessions in total, representing a broad array of backgrounds and knowledge about the issues.  Their comments illustrate different views about the implications of and solutions to sea level rise and population growth and provide the basis for further education and outreach.

PREVENTION STRATEGIES AND RESPONSE POLICIES FOR CONSERVATION EASEMENT VIOLATIONS AND ENCROACHMENTS AT MITIGATION SITES

This practicum project focused on development of internal procedures for response to conservation easement violations and encroachments that affect mitigation projects implemented by the NCDENR Ecosystem Enhancement Program (EEP).  Strategies and policies aimed at preventing the need for such responses were also developed.  Nearly 600 EEP wetland and stream restoration, enhancement or preservation projects are in some stage of development or in long-term monitoring. 

The internal stakeholder team identified strategies, policies and procedures for encroachment and conservation easement violation response and a conservation easement amendment or modification procedure.  The program is implementing project area boundary design and marking protocols that will enable EEP staff, landowners and neighbors to identify the location and holder of EEP conservation areas, which will help prevent many future violations and encroachments.

Report pending.

Development of Solid Waste Section Online Database

The purpose of this project is to develop a unified database that can be accessed on-line. This online database would provide a means of tracking facility activities, a means to remotely view documents related to facility activities, and develop an efficient, single source for solid waste facility information. The project is being conducted by staff from the four Branches of the NC Division of Waste Management Solid Waste Section.

Various ad hoc databases were in use for the Solid Waste Section for entering data for over 900 active, inactive and closed solid waste management facilities.  Using separate databases meant that Data were neither centralized nor related to each other, efforts were duplicated and inefficient and baseline data was often redundant and difficult to maintain current.  Information was further splintered when records were received and kept in the regional offices, which did not have access to the Raleigh central office databases.

The project brought together the Solid Waste Section staff to form a database users group to reach consensus on the basic structure and terminology to be used in the unified database.  Based on the guidance of the group, the database was expanded from approximately 900 solid waste facilities to over 5,200 facilities including land application sites, composting sites and local governments.  Microsoft Access was the database application used throughout the project period, but Oracle APEX was being evaluated towards the end of the project period.  The Oracle APEX (Application Express) would be accessible by way of the web, which would greatly improve the ability for regional office staff to access the database.

Development of Solid Waste Rules for Transfer Stations and Recovery, Processing and Storage Facilities, pursuant to 15A NCAC 13 B

Natural Resources Leadership Institute Practicum was a one year series of meetings and communications of stakeholders – all intent on the composition of Rules for the transfer, recovery, processing and storage of Solid Waste.  As of the July Practicum report a version of the rules was made available for stakeholders to review and comment on.  Although rulemaking and moving the regulations through the interagency processes may continue for up to an additional year, the regulated community can be ensured that a final product is within sight.   

Stakeholders now understand that the agency wants their input and will work with them to develop reasonable regulations. They understand some of our concerns and problems such as legislative directive, lack of regulation, demand from environmental groups for regulation and demands from the operators for minimum regulation. A major concern by industry shareholders, who could be subject to penalty for operating outside the rules, is clarity concerning compliance issues. By including the compliance issues in the rules we addressed exactly how the state considered that a transfer station needed to be operated, preventing notices of violations from occurring at the facilities.  The regulated community now has a better understanding of the General Assembly mandated process that the agency must develop rules under. Many of the stakeholders did not know the restrictions, or their rights and responsibilities in the process. This understanding will prevent delays and miscommunication in future rulemaking.

Report pending.

Establishing an Education and Information Sharing Format for Groups within NCDOT that Contribute to the ESA Section 7 Consultation Process

The North Carolina Department of Transportation (NCDOT) regularly encounters federally threatened and endangered species that are protected under the Endangered Species Act (ESA).  NCDOT is then typically required to engage in consultation with the responsible federal agency as per Section 7 of the ESA.   Difficulties and inefficiencies arise during the consultation due to multiple groups within NCDOT generating and attempting to share information needed for the consultation process.  The purpose of this process improvement initiative was to improve the coordination between the various work groups.

This improvement initiative primarily dealt with informal consultations under Section 7 and had two areas of focus:  one dealing predominantly with Raleigh based work groups within NCDOT and the other with coordination between the Biological Surveys Group (BSG) and the 14 NCDOT Division offices.  Due to its close ties with an already ongoing process improvement project and that project being placed on hold, less progress than hoped for has been made on the informal consultation portion of this initiative.  Work has continued with coordination effort with the Divisions.  After interviews with a group of Division Environmental Officers (DEOs), a slight change has been instituted in the way BSG notifies DEOs concerning threatened and endangered species issues on the construction projects in their Divisions.

North Carolina Longleaf Initiative

The longleaf pine forest of the southeast coastal plain once covered more than 90 million acres from Virginia to Texas and provided habitat for countless numbers of plants and animals.  Recognizing the importance of the longleaf pine ecosystem to the survival of countless rare and endangered species, several government and non-government agencies have established programs to help slow, stop, and reverse the decline of the range of longleaf pine forests throughout the southeast.  Due to such tremendous enthusiasm and interest in longleaf restoration, a new organization formed in October 2007 called America’s Longleaf.  The 15-year goal for this Initiative is to increase the amount of longleaf acreage from 3.4 to 8.0 million acres across the southeast.

In 2009, a diverse group of individuals representing many agencies across North Carolina began meeting and communicating on how to step down the goals of the America’s Longleaf Initiative to the State of North Carolina to maintain and restore longleaf pine forests across the state.

ESTABLISHING A SHOREBIRD CONSERVATION WORKING GROUP IN THE TENNESSEE RIVER VALLEY: A PROJECT EVALUATION

Shorebird populations have declined significantly in the U.S.  Shorebirds depend on inland stopover sites to meet the energetic demands of migration.  Mudflats exposed by seasonal drawdowns of TVA reservoirs provide important habitat for thousands of migratory shorebirds.  In 2004, the Tennessee Valley Authority (TVA) altered the drawdown schedule on several reservoirs to maximize public recreation benefits.  Concern regarding potential impacts to shorebird populations led TVA to establish a five-year working group comprised of federal and state agencies, non-governmental organizations, and volunteers to learn more about shorebird resources in the Tennessee River Valley (TRV). 

In 2009, the working group was evaluated to determine the project’s effectiveness and to identify improvements for similar future initiatives.  Project accomplishments include over 2000 hours of shorebird monitoring (3639 surveys at 127 sites), resulting in the largest shorebird monitoring effort ever undertaken in the TRV.  TVA leveraged 94K in associated cost sharing projects and 47K from in-kind and volunteer support.  Additionally, several associated research projects were completed.  In an online questionnaire, all working group members indicated that they were satisfied with the results of this initiative and all felt that the group should continue beyond its original five-year mission.  Establishment of an interagency working group provides an example of how agencies can successfully collaborate to answer ecological questions for policy decisions and achieve collective goals, and how similar initiatives could strengthen interagency and public interaction. 

Horseshoe Farm Wildlife Habitat Zones Advisory Team

The Horseshoe Farm Park Master Planning Committee, in their proposed master plan for the park, recommended the development of a professional advisory team to assist the City of Raleigh with design and planning of wildlife habitat zones at this new NE Raleigh park. 

My practicum focused on negotiating terms of agreement regarding the creation and facilitation of this advisory team, the Wildlife Habitat Zones Advisory Team (WHZAT) that led to the City Council’s formal designation and approval of the team and process.  This report summarizes the negotiation experience as well as outcomes of the advisory team process.

Developing and Implementing a Natural Resource Inventory Database for Wake County Parks, Recreation and Open Space

The Wake County Parks, Recreation, and Open Space (WCPROS) system is comprised of seven park units and over one hundred parcels of open space properties.  Currently, WCPROS does not have a system to document the natural resources found on these properties.  Due to staff turnover and no workable data clearinghouse, valuable information about natural resources has not been collected, lost over the years, or is in a form that is not useful and inaccessible to staff, park visitors, and other agencies.  There is a strong need for a natural resource inventory database containing information about the plants, animals, and habitat types found within each park and open space property.

There are several valuable outcomes we hope to produce as a result of getting a Natural Resource Inventory Database (NRID) implemented.  We hope to better manage our existing resources by developing written guidelines and management plans for all Wake County Parks and Open Space properties.  This will in turn lead to better planning for future parks.  The public will be better served through the public interface of the database, where they can access species information, pictures, fun facts, and more.  Park staff will be able to generate brochures and improve and add to existing program offerings.  These are just some of the long-term benefits from having a Natural Resource Inventory Database.

 Although we are currently still in the process of getting the NRID officially approved, we have made measurable progress in educating our fellow WCPROS staff and other stakeholders of the importance of the database.  We have created valuable partnerships as a result of this process, and feel confident that some form of the NRID will be approved and implemented by Wake County.  Our project has also brought more attention to the inefficiencies and holes in our current natural resource information and practices, and we hope it will serve as a catalyst for improvement in these areas.

Carolina Heelsplitter Reintroduction

The Carolina heelsplitter is a native fresh water mussel species that was listed as federally endangered in 1993. Conservation efforts to protect remaining habitat have been unsuccessful. A recent survey of habitat conditions on the Uwharrie National Forest revealed potential suitable habitat. Unfortunately the evaluated streams also cross private lands.

This proposal involves the initiation of a public dialogue to discuss impacts to those landowners and efforts for reintroduction if the local community supports the project. My role is to facilitate those discussions and work with the community, the State agencies and the Fish and Wildlife Service to find common ground for reintroduction.

Waste Reduction at Hillsborough Hog Day

In 2008, in response to a suggestion by an elected official, Hillsborough Hog Day wanted to make their one-day festival a “zero-waste event”.  In subsequent negotiations with staff from the Orange County Solid Waste Management Department, a plan was created to reduce waste as much as possible and a verbal agreement was made.  By the time the event occurred in June of 2008, significant actions had not been taken by the event organizers, thus the event was not in fact “zero-waste” though it was touted as such. Hence, advertizing the event as a “zero-waste” event when it does not meet those standards, generated consternation, confusion, mistrust, and political backlash.

In 2009, it became clear that both parties still had the same ultimate goal in mind: to make the event more environmentally responsible and to reduce as much waste from the festival as was reasonably feasible.  I drafted a Memo of Understanding to be signed by the Hog Day organizers to prevent the same thing from happening and after numerous negotiations, the Memo was agreed to and signed. The 2009 Hog Day is going forward being touted as a “green” festival because of the recycling and waste diversion plan that is in place.

Collaborative Approach for Construction Site Compliance

Land disturbing activities on tracts of land greater than one acre require an approved Erosion and Sediment Control Plan (E&SC).  Local governments or the commission approves Erosion and Sediment Control Plans.  If no local government program exists, the Division of Land Resources’ Land Quality Section has delegation to approve E&SC plans. 

Upon DLR or local government approval of an E&SC plan, the Division of Water Quality’s General Stormwater Permit (NCG010000) becomes effective.  DLR and New Hanover County provides a service to DWQ by supplying a copy of DWQ’s general permit (NCG010000) with their approval letters for E&SC Plans submitted by the regulated community.   DLR and County inspectors address non compliance with E&SC Plans.  DWQ addresses water quality issues that often are directly related to the non compliance with E&SC Plans.   DWQ’s NCG010000 General Permit requires the permittee to follow their approved E&SC Plan, monitor stormwater runoff and inspect erosion control facilities.   DWQ’s inspection program targets sites that DLR and New Hanover County issues Notices of Violation to for failure to follow their E&SC Plan and/or failure to maintain their stormwater control facilities.  DWQ targets inspections based on the receipt of complaints too, but the majority of the workload for the compliance program comes from DLR and New Hanover County. 

DLR in the Wilmington Regional Office has conducted over 3,400 E&SC inspections for this inspection year alone.  DWQ relies upon the receipt of information from both DLR and New Hanover County such as, NOVs, E&SC Plan approval dates and information pertaining to the Financially Responsible Organization (FRO).  

The Collaborative Problem Solving and Small Group Facilitation strategy was used to bring people together to reach an efficient, sustainable, and effective resolution to relay information vital to DWQ’s construction site compliance program.