20100621 Ver 1_Strategic Plan_20090903

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Howell Woods Environmental Learning Center
- Strategic Flan
The Howell Woods Environmental Learning Center Strategic Plan
encompasses four core areas of emphasis and includes the goals, objectives and
strategies to manage each core. The Four core areas are:
Natural Resources Management
Outdoor Recreation and Operations
Outdoor & Environmental Education
Fund Raising, Public Relations and Marketing
Edition 1: Developed and written by the Howell Woods staff during 2005 and 2009
Reviewed and revised by the staff and Howell Woods Advisory Board Strategic
Plan Ad Hoc Committee during the spring of 2009
Approved by the Howell Woods Advisory Board on Sul 4-
Approved by the Johnston Community College Board of Trustees on Tpf 09

Howell Woods Environmental Learning Center Strategic Plan
Executive Summary
The Rudolph Howell & Son Environmental Learning Center (Howell Woods), Strategic
Plan was written over a twelve -month period beginning in 2008 by the Howell Woods staff
to replace the existing management and forestry plan that was written in 2001 -2002. The
new plan encompasses four core areas of emphasis and includes the goals, objectives and
strategies to manage each core. The four core areas are; 1) Natural Resources Management,
2) Outdoor Recreation and Operations, 3) Outdoor & Environmental Education and 4) Fund
Raising, Public Relations and Marketing. The older 2001 -02 Management Plan only
addressed natural resource management issues but did include as an addendum a ten -year
action plan that addressed basic operational issues.
The all- encompassing Strategic Plan includes several sections. The first part of the plan
includes an Introduction with a revised and updated Mission Statement and Objectives that
better reflect the current practices and concerns of the Learning Center. Also included in the
introduction is a definition of wildlife management and of the process of Adaptive Resource
Management or ARM as the suggested concept in managing the resources on the property.
There is also a bi- annual reporting and Strategic Plan modification plan in this section. The
second portion of the plan includes a Background Information section with sub - sections
describing the natural communities, flora and fauna, outdoor recreation and facilities that
exist on site during the writing of first edition of the Strategic Plan.
Section I of the plan is the largest section and includes the Natural Resources Management
goals, objectives and strategies. Twelve goals make up this portion of the plan. The goals,
objectives and strategies of Section I can be divided into three broad themes. The first
theme addresses conducting long -term routine surveys of the varieties of natural resources
found on Howell Woods and sharing the data with state and national monitoring databases.
The second theme of Section I provides avenues for generating revenue for the Learning
Center by 1) managing game species to provide a rewarding outdoor experience for the
hunter and 2) developing methods to conduct sustainable timber harvests while protecting
the integrity of the natural communities found at Howell Woods. The third theme of Section
I covers topics relating to habitat management, restoration, enhancement and preservation
through invasive species control efforts, reestablishment of key plant species and natural
processes, routine use of prescribed fire as a management tool and identification of unique
or special interest areas for specific management techniques.
Section II of the plan covers the Outdoor Recreation and Operations goals, objectives and
strategies. There are two comprehensive goals in Section Il. The first goal covers topics
such as camping and overnight lodging, providing family oriented low - impact outdoor
recreation structures, providing opportunities for a variety of team - building and low- impact
outdoor sporting activities and providing safe fishing and hunting opportunities and
maintaining and improving the road and trail network. The second goal addresses issues
relating to safe and functional facilities. Examples of the topics covered are; the design and
construction of environmentally sustainable facilities, construction of new facilities to
accommodate the increased use and demand on existing facilities, retrofitting and
remodeling existing facilities and using environmentally friendly indoor and outdoor
furniture for all facilities.

Section III of the plan covers the Outdoor & Environmental Education goals, objectives and
.strategies. There are four goals in Section III. The major topics and issues addressed in this
section deal with conducting, sponsoring, hosting or participating in a variety of programs
and activities directly related to conservation of native ecosystems, environmentally friendly
concepts and low - impact outdoor recreation. Other issues addressed include providing
accurate and informative wildlife educational displays and interpretive signs, maintaining
and improving educational demonstration areas and conducting nature -based ecotourism
related activities on the Howell Woods property.
Section IV of the plan covers the Fund Raising, Public Relations & Marketing goals,
objectives and strategies. There are two broad goals in Section IV. The first goal covers
topics such as increasing the number of career days and public festivals /events to publicize
the Howell Woods facilities and programs, the use of environmentally friendly products that
contain Howell Woods information or logo and advertising in a variety of appropriate media
formats. The second goal focuses on efforts to establish and maintain significant alternative
sources of funding and gift investment to assure Howell Woods can meet its mission and
objectives. Concepts included; maintaining and increasing hunting and other low- impact
outdoor recreation activities, continuing to implement sound wildlife and forestry activities
to provide supplemental income, working with the Howell Woods Advisory Board and the
Johnston Community College Foundation to develop and implement a capital campaign,
working with the Johnston County Visitors Bureau and the Johnston Community College
grant coordinator /committee to apply for a variety of grants and maintaining an efficient and
reliable volunteer program.
The last section of the plan is the appendices with three appendixes. Appendix i includes a
current organization and staff composition, and the desirable staff organization and
composition in the years 2012 and 2020. Following the staff organization diagrams are brief
job descriptions and major duties of each position found in the staff organization charts.
Appendix 2 contains a glossary of terms found throughout the plan and Appendix 3 contains
footnotes and bibliography of sources used in the writing of the plan.
The Howell Woods Environmental Learning Center Strategic Plan, Edition 1 is a greatly
improved and much more comprehensive document than the original and current Howell
Woods Management Plan. The new plan encompasses four core areas of emphasis and
includes the goals, objectives and strategies to manage each core. The four core areas are;
1) Natural Resources Management, 2) Outdoor Recreation and Operations, 3) Outdoor &
Environmental Education and 4) Fund Raising, Public Relations and Marketing. Edition 1
takes into account over ten years of on the ground experience by the Director /Wildlife
Biologist and over five years of on the ground experience by the supporting staff. The
consulting forester since 2004 for Howell Woods, with the input of the staff, wrote the
forestry management portion of the plan. The plan was extensively reviewed and
commented on by the Howell Woods Advisory Board Strategic Plan Ad Hoc Committee.
This ad hoe committee contained a variety of experience and interests with no less than four
natural resources professionals. The plan has a built in system for the staff to make minor
adjustments while also establishing a system for more comprehensive adjustments without
having to rewrite the plan. As the more detailed capital campaign, media & advertising and
grants supporting plans are completed, they can easily be "hung" in the Strategic Plan. With
the final approval of the Howell Woods Environmental Learning Center Strategic Plan,
Edition 1, Howell Woods will be poised to boldly move into the future.

Introduction
Howell Woods Mission Statement ................ ..............................3
Howell Woods Objectives ............................. ..............................3
Background Information
Natural Communities ..................................... ..............................4
Floraand Fauna .............................................. ..............................5
Outdoor Recreation ........................................ ..............................5
Facilities..................................:...................... ..............................5
Section I
Natural Resources Management
Goals, Objectives and Strategies .................... ..............................6
Section II
Outdoor Recreation and Operations
Goals, Objectives and Strategies ..................... .............................25
Section III
Outdoor & Environmental Educations
Goals, Objectives and Strategies ..................... .............................31
Section IV
Fund Raising, Public Relations and Marketing
Goals, Objectives and Strategies ..................... .............................37
Appendices
Appendix 1- Organization and Staff Composition .......................41
Appendix2- Glossary ...................................... .............................49
Appendix 3- Footnotes and Bibliography ........ .............................51

Introduction
With the donation of the property that makes up the Rudolph Howell & Son
Environmental Learning Center or Howell Woods, Johnston Community College has the
opportunity to step into the forefront of conservation action within the community and state
by managing land to enhance its natural integrity to benefit people, flora and fauna that
inhabit the land.
The Mission Statement and objectives for Howell Woods should act as the
framework for all- future work and development of the property. The recommended revised
mission statement and objectives are as follows:
The Mission of the Rudolph Dowell and Son Environmental Learning Center (Howell
Woods) is to provide low - impact outdoor educational and recreational opportunities,
promote sustainable use of natural resources on the property through adaptive
resource management, foster the understanding of important environmental issues and
concepts, and enhance citizens' awareness and appreciation of the conservation,
preservation, and restoration of North Carolina's natural resources.
Howell Woods Objectives
1. Develop, improve, and maintain the Dowell Woods property as an outdoor
classroom to provide high biological and educational diversity.
2. Earn supplemental income for the Howell Woods's property and also help support
designated endowments with the Johnston Community College Foundation by
implementing sound wildlife and forestry management practices through fee based
hunts and habitat /timber improvements, and fee based low - impact outdoor recreation
and ecotourism activities.
3. Supply opportunities, facilities and equipment to provide individuals of all ages
timely and relevant information on natural resource conservation and environmental
topics. J
4. Provide low- impact outdoor recreational and educational opportunities.
5. Provide a site suitable for scientific research and natural resource management
training by staff and outside partners via sustainable resource management practices.
6. Provide a destination with a tranquil environmental setting for families, groups and
organizations.
7. Use environmentally sustainable practices whenever possible.
The wildlife and forestry management strategies outlined in this strategic plan are
based on sound wildlife and biological research from publications in peer reviewed
professional journals and books. First we should define what wildlife management is
according to a publication of the North Carolina chapter of The Wildlife Society;
Wildlife Management is the art and science of maintaining or manipulating natural
resources (e.g. soil, water, plants and wildlife) to benefit wildlife and the public. These
benefits may be ecological, economic, social, recreational, or scientific. Wildlife managers
support nature -based tourism, promote economic opportunities, enhance biodiversity, and
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deal with issues like wildlife overabundance, conflicts between humans and wildlife, and
disease transmission between humans and wildlife. Wildlife management provides the
framework for recreational activities such as hunting, trapping, and wildlife viewing, which
all positively affect the local economy throughout our state,
In addition to sound, time tested management strategies the process of Adaptive Resource
Management (ARM) should be a major concept in managing the resources on the property.
Adaptive Resource Management is the process of closely monitoring an applied
management strategy and then making minor changes or adjustments in an attempt to reach
the desired management objectives. ARM is a flexible system that incorporates sound
science, experimentation and evaluation to quickly modify objectives without having to
scrap an entire management plan. The recommended management strategies are designed to
benefit multiple species versus the single species approach and serve as demonstration and
educational areas for students and visitors. Rare or state /federally listed species may require
special species - specific focused management plans and strategies.
Time scale is also an important consideration in the management of natural
resources. Natural resource management and restoration processes are slow and often the
end objectives and goals cannot be seen in one, five or even fifty years! There are no short
cuts or ways to speed up the laws of nature. It takes time for plant and animal species to
establish, grow, reproduce and/or respond to management strategies. Management goals
should not be abandoned or severely altered because the desired results are not observed in a
monthly or yearly period. Patience is necessary.
After the final approval of this plan, the staff will submit a comprehensive bi- annual
report on the status of all projects contained within this plan. This report will be presented
during the annual meeting of the Howell Woods Advisory Board (April or May). As part of
the Adaptive Resource Management process, the staff may make minor modifications to the
plan and will outline the additions or changes during the next bi- annual report. Every six
years starting after the final approval of this plan the staff along with an Ad Hoc committee
of the Howell Woods Advisory Board will do an extensive review of the strategic plan and
suggest any major updates or modifications. This recommendation will be outlined along
with the bi- annual report during the appropriate annual meeting of the Howell Woods
Advisory Board.
Background Information
Natural Communities
The Howell Woods property contains a great diversity of habitats and wildlife
species within 2,800+ acres situated between the Neuse River and Hannah/Mill Creeks. The
dominant community is over 1,600 acres of coastal plain bottomland hardwood forest, most
of which is in large blocks of mature trees. Other communities include mixed hardwood
forest, Cypress -Gum swamp, coastal plain small stream swamp, coastal plain semi
permanent impoundment, pine /scrub oak sandhill, wet pine flatwoods, streamhead pocosin,
levee forest and managed fallow fields. In 2002, approximately 5,400 linear feet of dredged
and straightened canal were restored to its natural slough hydrology. Along with the slough
restoration, 32 acres of riverine wetland were restored while 74 acres were enhanced.
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Flora and Fauna
Because of the diverse natural communities at Howell Woods, the species found here
are also quite diverse. Bird diversity is particularly high with 174 species documented (ZOOS)
including the Federally Endangered wood stork and rare or Watch List species that include,
cerulean warbler, Mississippi kite, and, Swainson's warbler. There have been 57 species of
butterflies documented, including the rare Carolina roadside- skipper and yucca giant -
skipper, 35 species of damselflies and dragonflies (2008), 45+ species of reptiles and
amphibians, 23 species of mammals including the Federally listed Special Concern
Southeastern bat, and 24+ species of fish. Three rare plants and six more Watch List species
occur at Howell Woods, including the Federally Endangered Candidate, Carolina Bogmint.
Outdoor Recreation
There are over 25 miles of unpaved roads and trails and several ponds of various
sizes located on the property. Numerous trails are located near the Learning Center for
convenient day hiking and excellent bud watching. Horseback riding, mountain biking, no-
trace camping and fishing are available with reservations and a small fee. A 70 -acre lake is
currently being constructed and due to be completed sometime between 2012 -2015.
Facilities
The Learning Center has all of the necessary equipment for most educational and general
meeting/retreat events. The main classroom is capable of comfortably sitting 36 people
conference style and over 50 people theater style. Attached to the main classroom is a
kitchen complete with all necessary appliances. The large "L" shaped porch of the Learning
Center is an excellent place for a small family picnic or a good place to enjoy the scenery.
On the front lawn of the Learning Center is a 28x28 foot shelter, capable of sitting 32
people, and two shaded picnic tables. There are one large and two smaller grills in the picnic
area and three tables on the Learning Center porch along with several rocking chairs.
Located near the picnic tables is a regulation horseshoe pit. Adjacent to Lone Pine Pond is a
I Ox 10 foot picnic shelter and on the nearby Muir Trial is a l Ox 12 foot picnic
shelter /observation platform.
On the front lawn of the Learning Center with the large picnic shelter is an amphitheater
with a 180 square foot platform with lights and power receptacles and seating for 36 people.
The slope of the land will accommodate additional installed benches. There is plenty of
room for visitors to bring their own lawn chair.
The Learning Center contains an exhibit hall that currently houses numerous species of
native, live reptiles and amphibians on display. There are also five species of permanently
injured birds of prey on exhibit outdoors. The Learning Center also contains a Natural
Resource reference library with over 200 books in the collection covering 15 topics. Around
the Learning Center are several demonstration areas on native wildflower gardening and
landscaping, a raised bed organic garden, composting units, bird feeders and bird nest boxes.
Toward the center of the property is the icing range complex. The range complex consists
of one 400 -yard range and one 40 -yard range. There are two covered shelters with bleachers
and picnic tables. Restroom facilities consist of two porta johns and a hand wash sink.

Seeti ®n I
Natural Resources Management
Goals, Objectives and Strategies
Goal 1: Manage scrub /shrub and fallow field habitats for wildlife and insects /pollinators
that require or benefit from early successional habitats.
Goal 2: Conduct long -term base -line surveys and monitoring of wildlife, fish, invertebrate
and plant populations that occur on the property and share these data with state and national
monitoring databases.
Goal 3: Maintain a healthy and sustainable white- tailed deer population on the property
that allows for a healthy, balanced white - tailed deer herd and a quality hunting experience.
Goal 4: Manage the feral pig population at the lowest density possible.
Goal 5: Maintain a healthy and sustainable Wild Turkey population on the property that
provides for a quality hunting experience..
Goal 6: Conserve the resident wild waterfowl and the migratory waterfowl populations
occurring on the property to provide a quality viewing and hunting experience.
Goal 7: Manage to maximize the carrying capacity of wild bobwhite quail coveys on the
property.
Goal 8: Manage to maximize the carrying capacity of key indicator plant and animal
species of the Longleaf Pine community.
Goal 9: Establish and or restore historic Longleaf Pine community conditions on at least
300 acres where soil conditions favor longleaf and prescribed burning can help maintain
favorable growing conditions.
Goal 10: Manage to limit the effects of invasive species on the property.
Goal 11: Maintain high quality bottomland hardwood and mixed hardwood/pine forests
for wildlife habitat and sustainable timber production.
Goal 12: Establish or restore Atlantic White Cedar to areas where the appropriate soil
types or growing conditions allow for sustainable growth and propagation.
C

GOAL 1: Manage scrub /shrub and fallow field habitats for wildlife and
insects /pollinators that require or benefit from early successional habitats..
Objective 1: Manage non - forested areas (minimum plot size should be >5 acres,
total acreage should be >_50 acres) for native, warm - season grasses, native flowering
herbaceous plants and a diversity of young tree saplings, shrubs and vines to provide
nesting, foraging, brooding and non - breeding habitat for a variety of game and non -game
vertebrate and non - vertebrate species (insects).
Strategy 1: Lease open field areas ( >_5 acre and :5 25 acres) for the production
of native seed of wildflowers or grasses or for organic foods to demonstrate alternative
agriculture practices. Farming and harvest practices will provide a benefit to wildlife by
providing food, cover /shelter or both for a minimum of eight months throughout the
calendar year.
Strategy 2: Conduct prescribed burning or mechanical mowing/light disking ,•.. F,,
between the dates of March 1 -April 15 and July 15- August 15 every one -four years.
Prescribed burning every other year will be the preferred method. To minimize damage to
pollinator populations, disturbance practices should be implemented only every 2 to 3 years
in rotation and, ideally, on only 30% or less of the overall site.
Strategy 3: Use selective herbicide management to control unwanted or non-
native, invasive plants according to labeled directions during the recommended time of year.
Herbicides will be used to control unwanted plant species when prescribed burning or
mowing will not provide adequate control.
Objective 2: Manage small demonstration food plots ( >1/2 acre and _< 5 acres) to
provide nesting, foraging, and non - breeding habitat for game and non -game birds and
mammals.
Strategy 1: Identify small or isolated open areas along roads or areas too
small to manage with prescribed fire.
Strategy 2: Use selective herbicide management to control unwanted or non-
native, invasive plants according to labeled directions during the recommended time of year
and prepare the soil for seeding in the most environmentally friendly methods available.
Strategy 3: Plant seeds of non - invasive annual small grains /clover during
appropriate seasons and treat in the method that will provide the most benefits for wildlife.
Strategy 4: Plant and maintain under organic conditions a variety of disease
resistant fruit trees adapted for the Southeastern US highly palatable to wildlife.
Objective 3: Maintain the widest roadside edges on major roads in an early
successional condition that favors native grasses, herbs and flowering plants.
Strategy 1: Conduct mechanical mowing once a year during the period of
July 15- September 1 fi-om the road edge to the forest edge (areas where the forest edge is
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>25 feet from the road mowing will be done every 2 -3 years). Mow or burn (burning
preferred) in open field areas every 2 -3 years from road edge to fifty feet. Roads to be
treated are Howell Drive and River Loop East and West. High wildlife value tree saplings
(oaks, hickory, bald cypress and ash) and patches of flowering native plant species may be
retained in order to provide an open savannah appearance on River Loop East and West
where the forest edge is > 25 feet from the road.
Strategy 2:2: Use selective herbicide management to control unwanted or non-
native, invasive plants according to labeled directions during the recommended time of year.
Herbicides will be used to control unwanted plant species when mowing will not provide
adequate control.
Objective 4: Increase and manage areas that provide a diversity of native flowers
available throughout the season, as well as egg laying or foraging sites for a variety of
pollinating insects.
Strategy 1: In close proximity to the Learning Center, install and
maintain/improve numerous small'and medium sized ( >_ 150 ft) pollinator friendly gardens
planted with native warm - season grasses, native flowering herbaceous plants, vines, shrubs
and small trees.
Strategy 2: When conducting prescribed burning operations leave similar
adjacent areas (equal to the size of the burned area) and fire "skipped areas" unburned to
provide refugia for invertebrate species to recolonize burned areas.
Strategy 3: Propagate plants from seed collected on site and use in the
maintenance and enhancement of pollinator friendly managed areas.
G® Conduct long -term base -line surveys and monitoring of wildlife, fish,
invertebrate and plant populations that occur on the property and share these data with state
and national monitoring databases.
Objective 1: Conduct a variety of monitoring techniques for birds on a routine basis
for > 30 years.
Strategy 1: Operate at least two migration bird - banding stations in a variety
of habitats found on the property during the appropriate migration seasons.
Strategy 2: Operate a minimum of one breeding season banding station as a
participant in the Institute of Bird Population's Monitoring Avian Population &
Survivorship (MAPS) program during the prescribed times.
Strategy 3: Collect feather and/or fecal samples during banding operations to
aid additional avian research conducted by government agencies or research institutions.
Strategy 4: Monitor and maintain on a routine basis artificial nesting
structures for a variety of avian species that would benefit from their emplacement.
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Strategy 5: Band any pre - fledgling birds encountered in nest box monitoring
activities as authorized on USGS Bird Banding permit.
Strategy 6: Monitor use by and populations of birds in the birdfeeder
demonstration area during the fall and winter months through observation and mist netting
operations.
Strategy 7: Conduct avian point counts, survey routes and/or other banding
operations throughout the property on a monthly, seasonal, quarterly or as needed basis to
support and supplement other data being collected by government or research institutions or
that assists other agencies or organizations in specific projects.
Strategy 8: Participate in a variety of state, regional and national
ornithological working groups or ongoing efforts or with other educational institutions in
cooperative conservation and research programs and projects. Participation should increase
knowledge of or benefit the species or habitats found at Howell Woods, or provide training
for Howell Woods personnel to conduct or participate in future management or research
projects on the property.
Strategy 9: Submit all data to the appropriate agency or organization and/or
any relevant database where the information will be used for scientific purposes.
Strategy 10: Record the location of all mist - netting sites, monitoring and
survey points /routes and artificial nesting structures with the most relevant and current GPS
receiver and manage the data with the latest GIS software.
Objective 2: Conduct a variety of monitoring techniques for reptiles and
amphibians on a routine basis for > 30 years.
Strategy 1: Install in a variety of habitats monitoring hardware and maintain
these cover boards, pipes, drift fences, pitfall traps, and cage style traps and check each
device within recommended period. Efforts will help to establish an absence /presence of
species as well as establishing baseline data for populations.
Strategy 2: Conduct amphibian call survey route(s) on a seasonal basis.
Strategy 3: Participate in a variety of state, regional and national herpetology
working groups, or efforts or partner with other educational institutions in cooperative
conservation and research programs and projects. Participation should increase the
knowledge of or benefit the species and/or habitats found at Howell Woods or provide
training for Howell Woods personnel to conduct or participate in future management or
research projects on the property.
Strategy 4: Submit all data to the appropriate agency or organization and/or
any relevant database where the information will be used for scientific purposes.
Strategy 5: Record the location of all monitoring devices and survey routes
with the most relevant and current GPS receiver and manage the data with the latest GIS
software.
0

Objective 3: Conduct a variety monitoring techniques for mammals on a routine
basis for> 30 years.
Strategy 1: Focus survey efforts on key predators and prey species or species
listed at the state or federal level as special concern, threatened, endangered.
Strategy 2: Conduct nocturnal surveys using spotlights or night vision
equipment.
Strategy3: Employ remote survey cameras, track/scent stations or other
appropriate technologies to help establish population indices.
Strategy 4: Use a variety of sizes and styles of humane live traps when
capture of a mammal is needed for positive identification or for mark - recapture studies.
Strategy 5: Participate in a variety of state, regional and national mammal
interest working groups or efforts, or with other educational institutions in cooperative
conservation and research programs and projects. Participation should increase the
knowledge or benefit the species and/or habitats found at Howell Woods, or provide training
for Howell Woods personnel to conduct or participate in future management or research
projects on the property.
Strategy 6: Record the location of all monitoring devices and survey routes
with the most relevant and current GPS receiver and manage the data with the latest GIS
software.
Objective 4: Conduct a variety of measuring and monitoring techniques for
pollinating insects, butterflies, dragonflies and damselflies and other invertebrates of special
interest
Strategy 1: Attend professional training and participate in continuing
education opportunities in the identification and conservation of a variety of invertebrates of
special interest that are or may be found at Howell Woods.
Strategy 2: Participate in the North American Butterfly Association Butterfly
Count program the Monarch Larva Monitoring Project and Monarch Watch Program on a
seasonal basis and report the findings in a timely manner.
Strategy 3: Participate in the San Francisco State University, The Great
Sunflower Project to help monitor local pollinating native bees.
Strategy 4: Develop monitoring programs or participate in future citizen
science projects to monitor pollinating insects, butterflies, and dragonflies and damselflies.
Strategy 5: Participate in captive breeding and release programs for imperiled
butterfly species via cooperative partnerships.
Strategy 6: Participate in a variety of state, regional and national invertebrate
interest working groups, or efforts or with other educational institutions in cooperative
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conservation and research programs and projects. Participation should increase the
knowledge of or benefit the species and/or habitats found at Howell Woods or provide
training for Howell Woods personnel to conduct or participate in future management or
research projects on the property.
GOAL 3: Maintain a healthy and sustainable white - tailed deer population on the
property that allows for a healthy, balanced white- tailed deer herd and a quality hunting
experience.
Objective 1: Maintain deer population at <45 deer per square mile.
2800 acres = approximately 4.375 Mil= 197 deer.
Objective 2: Maintain buck: doe ratio at < 1:2. Minimum would be 1:1.
Objective 3: Maintain a deer herd with > 30 percent of bucks in the 3 % year -old or
older category.
Note: The following strategies apply to the first three objectives of GOAL S.
Strategy 1: Participate in the North Carolina Wildlife Resources
Commission's (NCWRC) Deer Management Assistance Program (DMAP) and fill all
antlerless tags assigned.
Strategy 2: Focus buck harvest on mature bucks (> 3 1/2 years old or older) by
setting antler restrictions as:
A. The spread of the rack is wider than the ears (? 14 inches),
B. The base of the horn is bigger than the eye (— 4 inches),
C. The main beam is longer than the deer's face (? 13 inches).
Discourage harvest of young adult bucks via educational efforts on techniques to age male
deer on the hoof in the field and with monetary penalties for harvesting bucks that fail to
meet the standard.
Strategy 3: Focus education for hunters on identifying young bucks (button
bucks) from young and adult does. Encourage liberal harvest of adult does, and discourage
the harvest of button bucks through education and monetary penalties. The Howell Woods
staff is allowed to harvest animals in order to help meet the management objectives.
Strategy 4: Restrict the harvesting of the established population of apex
predators on the property, which may assist in maintaining a natural deer herd density. No
harvest of bobcat and black bear and only a management based harvest of the established
coyote population.
Objective 4: Survey and monitor white - tailed deer populations on a routine basis for
>_ 30 years.
Strategy 1: Conduct and maintain hunter sighting and harvest surveys.
Strategy 2: Employ remote survey cameras or other appropriate technologies
to aid in the establishment of a deer population index.
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equipment. Strategy 3: Conduct nocturnal surveys using spotlights or night vision
Strategy Record the location of all monitoring devices and survey routes
with the most relevant and current GPS receiver and manage the data with the latest GIS
software.
GOAL 4: Manage the feral pig population at the lowest density possible
Objective 1: Allow limitless harvest in regards to sex, size and quantity with an
extended season (outside traditional hunting seasons ).
Strategy 1: Encourage hunters to harvest as many feral pigs as they can in a
safe and ethical manner regardless of the age or sex of the animal.
Strategy Conduct controlled hunts at a minimum of b months out of the
year. Howell Woods staff members are allowed to take feral pigs year round.
Objective 2: Survey and monitor feral pig populations
Strategy 1: Conduct and maintain hunter sighting and harvest surveys
Strategy 2: Employ remote survey cameras or other appropriate technologies
to document feral pig movement activities and facilitate individual or group identification.
Strategy 3: Work cooperatively with local, state and federal agencies and
institutions in effective monitoring and management of the feral pig population that occurs
on the property and in the Neuse River Low grounds area of Johnston and Wayne Counties.
Strategy 4: Record the location of all monitoring devices and hunting stands
with the most relevant and current GPS receiver and manage the data with the latest GIS
software.
GOAL 5: Maintain a healthy Wild Turkey population on the property that
provides for a quality hunting experience.
Objective 1: Maintain and/or provide high quality nesting and brood rearing habitat.
Strategl ::: Manage and maintain early successional habitats; Follow
objectives and strategies found in GOAL 1.
Strategy 2: Manage and maintain a variety of timber types and stages of
growth; Follow objectives and strategies found in GOAL 9 and GOAT, 11.
Objective 2: Provide public opportunities to harvest a sustainable number of legal
harvestable birds during a short designated time.
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Strategy 1: Allow hunting opportunities through a lottery style or reservation
required type hunts for a small number of properly licensed and vetted hunters.
Objective 3: Monitor wild turkey populations.
Strategy 1: Participate in the North Carolina Wildlife Resources Commission
Wild Turkey Summer Brood Survey.
Strategy 2: Employ remote survey cameras in selected areas to document
wild turkey activities, and flock size.
Strategy 3: Conduct and maintain hunter sighting and harvest surveys.
Strategy 4: Record the location of all monitoring devices and harvest sites
with the most relevant and current GPS receiver and manage the data with the latest GIS
software.
GOAL 6: Conserve the resident wild waterfowl and the migratory waterfowl populations
occurring on the property to provide a quality viewing and hunting experience.
Objective 1: Install and monitor on a seasonal basis artificial nest structures
designed for waterfowl species that nest on the property.
Strategy 1: Emplace and monitor on a weekly basis _> 30 wood duck/hooded
merganser nest boxes. See also GOAL 2, Objective 1, Strategy 4.
Strategy 2: Emplace and monitor on a weekly basis nesting platforms for
Canada geese.
Strategy 3: Record the location of all nest structures with the most relevant
and current GPS receiver and manage the data with the latest GIS software.
Objective 2: Maintain and 'increase suitable nesting, brooding rearing, feeding,
resting and roosting habitat for waterfowl during all seasons.
Strategy 1: Allow beavers to perform their natural activities, removing
animals or their dams only when they directly threaten human safety, flood driving roads so
that they are unsafe to travel, potentially harm rare, threatened or endangered plants or
threaten to significantly harm large areas of standing forest (2,15 acres) at a given location.
Strategy 2: Seek opportunities for additional wetland creation, restoration
and/or enhancement/preservation through mitigation projects, grants or partnerships.
Strategy 3: Construct and manage controllable, shallow water impoundment
areas adjacent to the sand mine lake project.
13

Strategy 4: Acquire plant material from reputable sources and plant and/or
manage native plant foods (herbaceous and woody) and small grain food plots in appropriate
areas.
Strategy 5: Protect and retain all natural snags and high wildlife value cull
trees during silvicultural activities and create natural snags when appropriate.
Objective 3: Construct and install a number of semi - permanent hunting and
observation blinds in areas used frequently by waterfowl.
Strategy 1: Identify locations used frequently by waterfowl that would offer
hunting and observation opportunities.
Strategy : Construct and install a number of 2 -3 person semi - permanent
blinds and camouflage on an annual basis.
Strategy : Record the location of all blinds with the most relevant and
current GPS receiver and manage the data with the latest GIS software and install signs and
markers along the trails leading to each blind.
GOAL 7: Manage to maximize the carrying capacity of wild bobwhite quail coveys on
the property.
Objective 1: Maintain an average of 8 -10 winter coveys of quail on the property.
Strategy l: Follow objectives and strategies found in GOAL 1.
Strategy 2: Longleaf pine restoration; follow objectives and strategies found
in GOAL 9.
Objective 2: Survey and monitor wild bobwhite quail populations
Strategy: Conduct annual fall covey call counts.
Straw: Conduct other surveys that will assist in monitoring quail
population and occurrence in longleaf pine restoration areas.
Strategy 3: Record the location of all survey points and routes and flushed
coveys with the most relevant and current GPS receiver and manage the data with the latest
GIS software.
GOAL 8: Establish or increase and maintain key indicator species of the Longleaf
Pine community
Objective 1: Manage to maximize the carrying capacity of fox squirrel populations
on the property
Strategy 1: See Strategies 1 -8 in Objective 4, GOAL 8.
14

Objective 2: Manage to maximize the carrying capacity of brown- headed nuthatch
populations on the property.
Strategy 1: Maintain high density of large snags (2: 6 inches dbh) and
safeguard from prescribed fires9.
Strategy 2: Experiment with artificial nest structures to supplement the
number of natural snags /cavities.
Strategy Record the location of all large snags (? 6 inches dbh) and nest
structures with the most relevant and current GPS receiver and manage the data with the
latest GIS software.
Strategy 4: See Strategies 1 -8 in Objective 4, GOAL 8.
Objective 3: Encourage habitat conditions that will help to establish a breeding
population of Bachman's Sparrow.
Strategy 1: See Strategies 1 -8 in Objective 4, GOAL 8.
Objective 4: Provide a minimum of 120 acres of longleaf pine habitat with good
quality foraging habitat* as defined in Strategies 1 -8 below in order to establish a group of
Red - cockaded Woodpeckers on the property. ( *Good Quality Foraging Habitat as
described in the US Fish and Wildlife Services recovery plan for Red- cockaded
woodpeckers, 20038)
Note: The following strategies 1 -8 also apply to objectives 1 -3 of GOAL 8.
Strategy 1: 18 or more pine trees per acre, of pines that are at least 60 years
in age and at least 14 inches dbh. Minimum basal area for these pines is 20 ft2 /acre.
Strategy 2: Basal area of pines 10 -14 inches dbh is between 0 and 40 ft2 /acre.
Strategy 3: Basal area of pines < 10 inches dbh is below 10 fl /acre and
below 50 stems/ha (20 stems /acre)
Strategy 4: Basal area of all pines �: 10 inches dbh is at least 40 fl /acre.
That is, the minimum basal area for pines in Strategies 1 and 2 above is 40 A2/acre.
Strategy : Groundcovers of native bunchgrass and/or native, fire- tolerant
fire dependent herbs totaling 40 percent of more of ground and midstory plants and dense
enough to carry growing season fire at least once every 5 years.
Strategy 6: Conduct early -mid season growing season prescribed fires every
1 -3 years.
Strategy 7: No hardwood midstory or a sparse hardwood midstory that is
more than 7 ft in height.
15

Strategy 8: Canopy hardwoods absent or less than 10 percent of canopy trees
in longleaf communities.
Strategy 9: Foraging area is not separated by more than 200 feet of non -
foraging area.
Strategy 10: Record the location of all large pines (z 14 inches dbh) with the
most relevant and current GPS receiver and manage the data with the latest GIS software.
Strategy 11: Enroll in the US Fish and Wildlife Services Safe Harbor
Program.
Objective 5: Establish viable wiregrass, Aristida stricta, stands in all longleaf pine
stands. All plants must be of North Carolina genotype origin.
Strategy 1: Conduct growing season prescribed fires every 1 -3 years.
Strategy 2: Acquire plant material from reputable sources and/or propagate
plants from seed collected on site and use in the maintenance and enhancement of
restoration areas.
Strategy 3: Plant a minimum of 100 live plugs per acre where soil and
overhead story conditions favor establishment.'
Strategy 4: Monitor the planted area to determine success or failure. An area
is considered successful with a 75% survival rate after two growing seasons. Attempt to
determine reason(s) for failure and adjust future plantings based on findings.
Objective 6: Monitor populations of fox squirrels, brown - headed nuthatches,
Bachman's sparrow and red - cockaded woodpeckers.
target species.
estimations.
Strategy 1: Conduct point counts or transects on a seasonal basis focusing on
Strategy : Use remote survey cameras to aid in fox squirrel population
Strategy 3: Use mist nets or artificial nest structures to band individual birds.
Strategy 4: Use emerging remote sensing technology to document
absence /presence of targeted species
Strategy: Record the location of all monitoring devices, nest structures and
survey routes /points with the most relevant and current GPS receiver and manage the data
with the latest GIS software.
16

GOAL 9: Establish and or restore historic Longleaf Pine community conditions on
at least 300 acres with appropriate soil conditions and where prescribed burning will
maintain favorable growing conditions.
Objective 1: Identify areas that exhibit conditions where a longleaf pine community
historically could have occurred or currently occurs.
Strategy 1: Locate areas where the soil types are; Rains, Wagram, Lakeland,
or Goldsboro
Strategy Use historical written, verbal or archeological evidence and/or
current plant community composition in conjunction with soil types that would support an
area as a candidate for restoration.
Objective 2: Establish and maintain uneven -aged longleaf pine stands.
Note: Strategies 1 -6 are for converting an area not currently in longleaf pine.
Strategy 1: Convert loblolly plantations to longleaf pine.
Strategy 2: Convert mixed pine/hardwood or hardwood stands with
past evidence of longleaf pine presence back to longleaf pine.
Strategy 3: Convert open fallow areas or past agricultural areas to
longleaf pine.
Strategy 4: In existing loblolly plantations use prescribed fire as the
primary method to establish desirable herbaceous understory /groundcover before harvest.
Limit desirable groundcover disturbance during and after silvicultural activities.
Strategy : Ensure all invasive plants are removed or under control
from an area before replanting the area in longleaf pine.
Strategy 6: In all other areas to be converted to longleaf pine mark
and retain any existing longleaf pine and desirable groundcover and follow the most recent
protocols recommended by the Longleaf Alliance for reestablishment of longleaf pine.
Note: The following Strategies are, for established longleaf pine stands:
Strategy 7: Retain 5 or more pine trees per acre of the oldest pines
present, to establish very old pines throughout the landscape at this minimum density.
Strategy 8: Use the Stoddard -Neal approach of uneven- agedlo
silvicultural methods that meet the current Federal guidelines for good quality foraging
habitat guidelines.
Program.
Strategy 9: Enroll in the US Fish and Wildlife Services Safe Harbor
17

Objective 3: Establish viable reproductive populations of wiregrass, Aristida stricta,
little bluestem, Schizachyrium scoparium, milkweeds, Asclepias spp., golden asters,
Pityopsis spp., toothache grass, Ctenium aromaticum, pitcher plants, Sarracenia spp. and
sweet goldenrod, Solidago odora. All plants must be of North Carolina or South
Carolina genotype origin.
Strategy: Use prescribed fire as the primary means of site preparation.
Selective herbicide management will be used only to treat invasive plants or to control
unwanted hardwood species too mature to be controlled with regular prescribed fire.
Strategy 2: Encourage the spread of targeted restoration species that already
occur on the property with management practices or manual seed disbursal.
Strategy 3: Acquire plant material from reputable sources or propagate from
on -site sources and plant a minimum of 25 live plugs per stand of each species where soil
and overhead story conditions favor stand establishment.
Strategy 4: Propagate plants from seed collected on site and use in the
maintenance and enhancement of restoration areas.
Strategy 5: Conduct growing season prescribed fires every 1 -3 years.
Strategy Monitor the planted area to determine success or failure. An area
is considered successful with a 50% survival rate after three growing seasons and/or natural
regeneration is documented. Attempt to determine reason(s) for failure and adjust future
plantings based on findings.
GOAL 10: Manage to limit the effects of invasive species on the property.
Major species of interest (2009) include; Bermuda grass (Cynodon dactylon),
bahiagrass (Paspalum notatun:) bi -color lespedeza (Lespedeza bicolor), Chinese or
sericea lespedeza ( Lespedeza cuneata), Japanese grass (Microstegium vinrineum),
Florida pusley (Richardia scabra), lovegrass (Eragrostis spp.), Japanese honeysuckle
(Lonicera japonica), Chinese privet (Ligustrum sinense), Paulownia ( Paulownia
tomentosa), parrotsfeather (Myriophyllum aquaticum), nutria (Myocastor coyps), wild
boar (Sus scrofa), house sparrow (Passer domesticus), European Starling (Sturnus
vulgaris) and red imported fire ants (Solenopsis invicta)
Objective 1: Monitor all accessible areas of the property for the presence of non-
native flora species that negatively affect natural communities.
Strategy 1: Conduct site surveys on a semi - annual basis focusing on
restoration areas, areas with known endangered, threatened or rare species and high
visibility areas. Surveys will be conducted during spring and again during late summer,
which are the best times to easily identify non - native species due to their flowering habits.
Presence of non - native flora species will be analyzed and controlled by means of action
found in the strategies of Objective 2.
18

Objective 2: Control all non - native flora species that occur on the property using
f Integrated Pest Management (IPM) practices. Priority will be given to restoration areas,
areas with known endangered, threatened or rare species, roadsides, high traffic areas, and
demonstration areas by means of herbicides, fire, or mechanical methods.
Strategy 1: Fire and mechanical methods should be the first considerations
for control because these are typically the most economical techniques. When fire is an
option, it will be conducted at an appropriate time to achieve maximum control. The same
will hold true for mechanical techniques.
Strategy _ egy 2: When the uses of fire or mechanical methods are not feasible,
herbicides will be the control option. Herbicides used must have the least negative effects on
desirable vegetation and meet at least one of the following criteria;, no- limited soil activity
or have limited movement in the soil profile and/or is labeled nontoxic to humans and
animals. Herbicides will be applied in accordance with the label at the recommended time of
year. Application techniques will be dependent upon information gathered from Objective 1,
Strategy 1.
Strategy 3: Conduct experimental control techniques on various invasive
species to help provide information on maximum control in the most economic and
ecological friendly manner.
Objective 3: Control all non -native fauna species that occur on the property by
Integrated Pest Management (IPM) practices.
Strategy 1: For feral pigs please refer to the objective and strategies in
GOAL 4.
Strategy 2_:: All larger invasive fauna species will be controlled or dispatched
in an ethical and humane manner. Once the species has been identified and located, control
measures should be conducted as soon as possible to prevent further invasion.
Strategy 3: Fire Ant activity will be monitored throughout the property
concentrating on the Habitat Diversity Trail System and other recreation areas beginning in
early spring and ending in early winter. Fire Ants will be controlled using organic products
or techniques and agents that have no or minimum affects to non - target species.
Strategy 4: Other damaging invasive insect species will be identified,
researched, and controlled via outside expert recommendations or other proven methods or
techniques that are organic or that have no or minimum affects to non - target species.
Objective 4: Provide demonstration and research areas to institutions and other
organizations for analyzing invasive species control measures that will be beneficial and
cohere with the mission and goals of Howell Woods.
Strategy 1: Demonstration and research areas will be identified and assigned
by the Howell Woods staff. Additionally, Howell Woods reserves the right to terminate any
demonstration or research program that conflicts with the Howell Woods mission and goals.
19

Strategy 2: All research will be strictly documented and information gathered
,. from any demonstration or research project on the property will be made available to Howell
' Woods upon request.
GOAL 11: Maintain high quality bottomland hardwood and mixed hardwood /pine
forests.
Objective 1: Acquire and periodically update a full inventory of natural resources
for bottomland hardwood forests. A comprehensive survey of the stand and site is the key to
successful hardwood management.
Strategy 1: Identify and document current timber types and stand age classes
that are significantly different enough to warrant separation. Current site types present in
the properties' bottomland hardwood forests include, but are not necessarily limited to:
Coastal Plain Levee Forest, Cypress -Gum Swamp, Coastal Plain Bottomland Hardwoods,
and Wet Pine Flatwoods.
Strategy Gather and maintain, by stand type, forest inventory information
including, but not necessarily limited to: 1). Condition and size class distribution of
overstory by species, 2). Quantity and condition of understory trees by species, both non-
merchantable stems and advanced regeneration stems, and the forest floor, including
herbaceous plant cover, 3). Quality, size and condition of both live and dead snags, and
down or fallen trees and other course woody debris 4). The species and quantity of
competing vegetation that may be interfering with forest health and development.
Utilize "Regenerating and Managing Natural Stands of Bottomland Hardwoods"
publication by Kellison et al, as well as "Management and Inventory of Southern
Hardwoods" publication by USDA Forest Service (see citations below) as guides for
management methods and sampling techniques. Utilize other pertinent publications as
appropriate.
Strategy 3: Acquire within one year after any harvest activities a high -
resolution digital aerial photography of the entire property.
Objective 2: Identify and target current or future desired tree, shrub, and canopy
cover conditions that are indigenous to the bottomland hardwood ecosystem and will benefit
the desired tree and wildlife species found in that ecosystem. Compare the current
ecosystem conditions (obtained in Objective 1) with these desired conditions in order to
focus management activities that will improve imbalances in what is present and what is
desired in the future.
Strategy 1: Identify current and/or desired habitats featuring the species of
concern listed in the "Flora and Fauna" section of this plan (above, under "Background
Information ").
Strategy 2: Identify current and/or desired forest conditions that are
conducive to indicator species that will likely predict successful conditions for the wide
variety of other species encountered in the bottomland hardwood ecosystem. Examples of
20

such indicator species include, but aren't limited to, avian species such as Swainson's
warbler, American redstart, hooded warbler, Kentucky warbler, .American woodcock, and
wood thrush, as well as timber species such as Cherrybark Oak, Swamp Chestnut Oak,
Water Tupelo and Bald Cypress. Management for these species will generally favor the
majority of other desired species on the property.
Strategy 3: Where site conditions warrant, emphasize the need for a healthy
population of oak species, as oaks provide the best combination of wildlife and timber
values.
Strategy 4: Identify areas where alterations of natural hydrology could
negatively impact the desired conditions discussed above and elsewhere in this plan. Slight,
nearly undetectable elevational changes in bottomlands alter species -site suitabilities.
Objective 3: Create and maintain a diversity of age classes within each timber type
to provide a varied habitat for multiple wildlife species and ensure a regulated, sustainable
inventory of high value hardwood timber species over time.
Strategy 1: Using the inventory data collected in accordance with Objective
1, plan for a balanced age structure using the "patch cut" method of group selection
harvesting system to create multiple age classes as small stands scattered across the
landscape. These openings will vary from small (0.5 -3 acre patches) to larger (3 -7 acre
patches) depending upon the site type, hydrology, and desired species component.
Strategy 2: Protect and retain all natural snags and high wildlife value cull
trees during silvicultural activities and create natural snags when appropriate.
Strategy 3: Determine the allowable cut over the bottomland forest area by
factoring rotation age, average group size, and time interval between harvests. This is the
"area method" of forest regulation. Care should be taken to ensure that the sum of patch cut
areas in each harvest entry would be sufficient to conduct a marketable timber sale.
Strategy 4: Using the inventory data from Objective 1, prioritize and
schedule areas that warrant conversion to different age classes by evaluating current
stocking, health, and predicted fixture stand species composition. Utilize as a rule of thumb
that at least 50% of individual stands within the forest type should be of mast - bearing age
(25 years old and older) with valuable mast such as acorns, hickory nuts, blackgum and
tupelo fruit, etc. at any given point in time.
Objective 4: Ensure that desired results will occur with this harvest system by taking
necessary steps to remedy stands that may not be capable of producing desired conditions
without intervention.
Strategy 1: Areas of mature or over - mature hardwoods with sufficient
advanced regeneration of desired species (oak, ash, tupelo, etc.) will be prioritized for
harvest first, in order to most efficiently accelerate the age class conversion. These areas
may not need any remedial intervention.
21

Strategy 2: Areas without current acceptable advanced regeneration or with
degraded conditions caused by negligence in past historical management activities (like
high- grading) will be treated by silvicultural methods such as the reduction or removal of
shade producing midstory and understory trees by mechanical or herbicide methods, control
of competing vegetation such as vines, invasive species, etc. Past cutting practices on the
property, combined with subsequent damage from several large storms, has created less than
ideal stocking and advanced regeneration conditions over large parts of the bottomland
ecosystem.
Strategy 3: Time such cultural treatments to best fit the predicted future
harvest dates for these areas and to limit impacts on nesting avian species.
Strategy 4: Remedy environmental factors such as beaver impoundments
(follow guidelines in GOAL 6, Objective 2, Strategy 1) , feral hog damage, poor road
drainage, invasion by exotic species, etc. that may threaten current or future ecosystem
requirements. Hardwood ecosystems must avoid disruption of natural water flow patterns
and cycles.
Strategy 5: If, after the above strategies do not present a likely chance of
producing desired forest conditions in a given location, consider enrichment plantings of
desired species. Planting of hardwoods should be a Iast resort due to the high costs involved
and high risk of failure compared to natural regeneration.
Objective 5: Document Best Management Practices related to forest management
activities that will ensure compliance with State and Federal laws relating to wetlands.
These practices should also dovetail with the educational and recreational goals for the
property.
Strategy 1: Ensure that contracts for forest management activities, including
timber harvests, include provisions for following NC Division of Forest Resources Forestry
BMP guidelines to protect water quality. The standard no cut or no disturbance zone for any
blue -line stream or other identified wetland on Howell Woods will be a minimum of 100
feet as measured from the bank of the stream or edge of the wetland and wider when
possible. Minimum distance from the bank of the Neuse River or Hannah/Mill Creek will
be 300 feet.
Strategy 2: Ensure that all applicable laws for the application of pesticides in
forests are followed, including but not limited to the use of licensed pesticide applicators.
Strategy 3: Ensure compliance with Federal Clean Water Act as regulated by
the US Army Corps of Engineers.
Objective 6: Reach out to the scientific community with two -way communication
to assist and or collaborate in research that may improve hardwood management, whenever
the other goals for the property will not be compromised by such research. Howell Woods
has a unique opportunity to both provide and receive information which will further the
practice of quality bottomland hardwood management, which is by nature a complex system
in need of further study.
22

The benefits of allowing such additional access should be measured against the potential
negative impact of added human activity to certain sensitive flora and fauna.
Strategy 2: Evaluate the potential for education of the public about forest
management systems, particularly harvest cycles and forest regulation/sustained yield, to
help explain the purposes behind management activities that will be new to many visitors.
Interpretive signs placed near highly visible areas that undergo management activities may
prove to be very helpful.
Strategy 3: Evaluate ways that the additional access provided by forest
management activities could improve chances of controlling damaging pests such as feral
hogs, beavers, and invasive plant and aquatic species, where appropriate.
GOAL 12: Establish or restore Atlantic white cedar to areas where the
appropriate soil types or natural growing conditions allow for sustainable growth and
natural propagation.
Objective 1: Identify areas that exhibit conditions where an Atlantic white cedar
community historically could have occurred or currently occurs.
Strategy 1: Locate areas where the soil type is Bibb or where wet, acidic
soils with an organic layer overlying or interbedded with clay or sand and is seasonally to
intermittently flooded or saturated.
Strategy 2: Use historical written, verbal or archeological evidence and/or
current plant community composition in conjunction with soil types that would support an
area as a candidate for restoration.
Objective 2: Establish and maintain an uneven -aged Atlantic white cedar population
throughout suitable locations on the property.
Strategy 1: Plant enough Atlantic white cedar saplings in openings that will
ensure adequate survival and natural propagation.
Strati Monitor the planted area to determine success or failure. An area
is considered successful with a 50% survival rate after ten growing seasons. Attempt to
determine reason(s) for failure and adjust future plantings based on findings.
24

Section II
Outdoor recreation and ®aerations
Goals, Objectives and Strategies
GOAL 1: Develop and maintain a number of areas and venues to encourage the
utilization by the public and provide a rewarding outdoor experience while participating in a
variety of low- impact outdoor recreation related activities.
GOAL 2: Provide and maintain a variety of safe and functional facilities for use by the
public and special user groups that are compatible with the mission and objectives of Howell
Woods.
GOAL 1: Develop and maintain a number of areas and venues to encourage the
utilization by the public and provide a rewarding outdoor experience while
participating in a variety of love - impact outdoor recreation related activities.
Objective 1: Provide a number of sites for a variety of camping and overnight
lodging options and styles.
Strategy 1: Develop and maintain at least one multi - station group and single-
family campground with easy access to running water, and a shower/restroom facility. Each
station should be visually occluded from the other stations and contain a metal fire ring.
Strategy 2: Develop and maintain at least two single family, semi - primitive
multi- station campgrounds with at least access to some form of a restroom facility. Each
station should be visually occluded from the other stations and contain a metal fire ring..
Strategy 3: Develop and maintain several individual and single- family
backcountry style camping sites.
Strategy 4: Maintain and improve group and single family semi - primitive
camping and picnic facilities adjacent to the Neuse River, Fort Island Pond, Swan Pond and
the sand mine Iake project. Each site should have at a minimum some form of restroom
facility and metal fire rings.
Strategy 5: Retire the Piney Bottoms campground to allow the area to be
included in longleaf pine restoration efforts.
Strategy 6: Construct and maintain three to five one - family cabins to be
located in close proximity to the new lake. Each cabin at a minimum should have some type
of heat source and a restroom facility.
Strategy 7: Construct and maintain two to three group cabins to be located in
close proximity to the new lake.'Each cabin should be capable of sleeping 10 -12 individuals
have some type of heat source and a restroom/shower facility.
25

Strategy Construct and maintain two 1 -2 family cabins along Hannah
Creek. Cabins should have a complete kitchen, two separate full baths, and a combination
living and dining area.
Objective 2: Provide and maintain a road and trail system to allow hiking, biking
electric motor vehicles and horseback riding through diverse natural habitats.
Strategy 1: Install and maintain sections of boardwalk on portions of trails
that maintain more than a depth of /Z inch of water more than two consecutive days after a
rain or flood event.
Strategy 2: Install cypress mulch or other water permeable material on
hiking trails in wet/damp areas where regular foot traffic will damage the trail surface.
Strategy 3: Install and maintain vehicle or foot bridges over fording areas on
River Loop Road, Plantation Road, Monkey Ridge Road, Cut - through Road and Howell
Drive,
Strategy 4: Conduct road and trail repairs on a regular basis and repair as
needed with water permeable, mulch, rock, gravel or geotextile materials. Boardwalks and
bridges should be inspected on a monthly basis and repaired with the necessary materials.
Strategy 5: Conduct mechanical mowing of trials with vegetative
groundcover as needed during the period of April 16- October 1.
Strategy S: Use mechanical mowing and selective herbicides around benches
and picnic shelters.
Strategy 7: Install and maintain easy to read and understand trail/road signs,
trail usage information signage, trailside map displays and other directional signage.
Strategy 8: Provide access or opportunities for the pubic to rent bicycles or
motorized electrical - vehicles /devices. Identify and improve several trails of various lengths
and scenery for guided and un- guided tours for the use of motorized electrical vehicles and
devices or bicycles. All the appropriate safety and storage gear and equipment will also be
provided.
Strategy 9: Identify and improve a 1+ mile section of road/trail that will
allow easy and convenient wheelchair accessibility from the learning center.
Objective 3: Provide and maintain a variety of child and family oriented low- impact
outdoor recreational apparatuses and structures.
Strategy Install and maintain several types of play equipment that
encourages children to exercise their minds and body in an outdoor setting. Equipment
should be made with environmentally friendly or sustainable materials whenever possible.
IR

Strategy Construct and maintain several observation/canopy towers. At
least one should be located overlooking the new lake and Swan Pond.
Strategy 3: Construct, equip and maintain several 1 -2 table picnic /rest
shelters throughout the property on main roads longer than 0.5 miles in length. Each shelter
should have an animal proof trash receptacle, first -aid kit, a marker or sign clearly visible
stating the shelter name and a permanent outdoor trail /property map in close proximity.
Strategy 4: Construct, equip and maintain several 4 -10 table picnic shelters
throughout the property. Shelters should have animal proof trash and recycle receptacles,
cooking grills, group fire rings and nearby restroom facilities.
Objective 4: Provide opportunities for a variety of team - building and low- impact
outdoor sporting activities.
Strategy l: Develop and maintain facilities and trails conducive for cross -
country running, mountain bike access and fishing events.
Strategy 2: Develop and maintain a ropes or challenge course.
Strategy 3: Develop and maintain a 1+ mile loop outdoor fitness trail with an
appropriate running/walking surface and a variety of exercise stations.
( Objective 5: Provide safe and accessible fishing opportunities for all ages and
physical abilities.
Strategy 1: Construct and maintain fishing platforms and piers on every body
of water that is conducive for fishing. Where bank space is available and aesthetics
considerations allow there should be a minimum of 300 sq. ft of platform or pier per one
acre of water surface. Platform and pier surface material should be of environmentally
friendly, low maintenance material.
Strategy 2: Use stocking of fish on land locked impoundments by the North
Carolina Wildlife Resources Commission or other reputable dealer to ensure continued
quality fishing experience. At least one impoundment will be managed for trophy bass, one
impoundment for trophy panfish and one impoundment for catfish.
Strategy 3: No stocking of fish will be done at Fort Island Pond, Swan Pond
or Hannah and Mill Creeks.
Strategy 4: Continue property wide no bait minnow policy to preclude
introduction of non - native fish or disease to existing populations.
Strategy 5: Allow only boats powered by paddle or electric trolling motor
access on any body of water on the property.
Strategy 6: Conduct routine water and aquatic species sampling of all
impoundments greater than '/a acre in size. Add beneficial underwater structure, fertilize or
27

as well as LEED credits. Many energy- saving features allow for the resizing or elimination
of other equipment, or reduce total capital costs by paying for themselves immediately or
within a few months of operation. Prior to beginning, set the goals for "life cycle" value -
engineering rather than "first cost" value- engineering.
Strategy 5: Hire LEED - accredited professionals. Thousands of architects,
consultants, engineers, product marketers, environmentalists and other building industry
professionals around the country have a demonstrated knowledge of green building and the
LEED rating system and process -- and can assist in meeting the LEED goal. These
professionals can suggest ways to earn LEED credits without extra cost, identify means of
offsetting certain expenses with savings in other areas and spot opportunities for synergies in
the project.
Objective 2: Construct new facilities to accommodate the increased use and
demand on existing facilities to provide sufficient classroom, meeting, lodging, educational,
office and storage space along with modern services and conveniences for the staff and
public.
Strategy 1: Construct and maintain a 20,000+ sq. ft facility to provide office,
work, storage space and restrooms for 12 -20 employees, a library /conference room, wet lab,
two -three class /multi- purpose rooms (capable of sitting 20 -25 adults), break room, large
meeting/banquet room (capable of sitting 100+ adults), lobby area, caterer's kitchen, ample
storage space for tables, chairs and other furniture, large public restroom facilities, live
animal and interactive exhibit areas, gift shop and wildlife /nature art gallery. See attached
draft design.
Strategy 2: Construct and maintain three to five one - family cabins to be
located in close proximity to the new lake. Each cabin at a minimum should have some type
of heat source and a restroom facility. See attached draft design.
Strategy 3: Construct and maintain two to three group cabins to be located in
close proximity to the new lake. Each cabin should be capable of sleeping 10 -12 individuals
have some type of heat source and a restroom/shower facility. See attached draft design.
Strati Construct and maintain two single /multi family cabins along
Hannah Creek. Cabins should have a complete kitchen, two separate full baths, and a
combination living and dining area. See attached draft design.
Strategy 5: Construct and maintain a 250 -seat amphitheater. Recommended
location is the "Mine Road North" non - forested management area of land fronting Devils
Racetrack Road. Acquire the private parcel located between the "Mine Road North" and
"Devils Racetrack East" management areas to support the amphitheater site.
Objective 3: Retrofit and/or remodel and maintain existing facilities to meet
changing operational or design needs and meet higher energy efficiency standards or LEED
certification requirements.

Strategy 1: Ensure at least 80% of interior lighting fixtures are fitted with
(" fluorescent, LED (light emitting diode) or other energy efficient lighting devices and are
Energy Star Rated.
Strategy 2: Minimize outdoor area security lighting and where needed
ensure the most energy efficient lighting devices possible are utilized.
Strategy 3: Use motion detection lighting fixtures in all outdoor entryways
as opposed to constant on lighting fixtures.
Strategy 4: Use motion detection lighting fixtures in all low and mid -level
traffic indoor rooms and areas.
Strategy 5: Use low flow, waterless or composting toilets/urinals.
Strategy 6: Provide at least 50% of all a facilities power needs through
solar, wind or other alternative energy sources.
Strategy 7: Purchase and use only Energy -Star rated appliances and audio-
visual equipment where the option exists.
Strategy 8: Install no -low toxic recycled, sustainable, low - maintenance
durable flooring material. Preferred materials are ceramic tile, bamboo, and FSC- certified
wood flooring.
Strategy 9: Use no -low VOC interior and exterior paints, stains and finishes.
Strategy 10: Use cleaning supplies and hygiene products that are non -toxic
biodegradable or organic. Paper products should be made of recycled or sustainable
materials that are produced without harmful chemicals (bleaching process).
Objective 3: Provide safe, clean, durable, easy to maintain and when available
environmentally friendly indoor and outdoor furniture that reflects the style and mission of
the Learning Center.
Strategy 1: Purchase outdoor benches, tables, and trasb/recycle receptacles,
information boards /kiosks made of recycled or sustainable materials or of extremely
durable, long lasting materials. Factors to consider for the selection of materials will be
based on the location and expected use of the item, cost and the risk of theft/vandalism.
Strategy 2: Purchase indoor chairs, tables, information boards, trash/recycle
receptacles made of recycled or sustainable materials or of extremely durable, long lasting
materials. Natural wood and fiber construction materials are favored over items of an
extensive plastic make. .
30

Section III
Outdoor & Environmental Education
Goals, Objectives and Strategies
GOAL 1: Conduct, sponsor, host or participate in a variety of programs and activities
directly related to conservation of native ecosystems and their components, environmentally
friendly concepts and themes and low - impact outdoor recreation.
GOAL 2: Supply accurate and informative wildlife educational displays and interpretive
signs throughout the property.
GOAL 3: Maintain and improve educational demonstration areas that highlight a variety
of environmentally friendly practices around the home and backyard.
GOAL, 4: Conduct nature -based ecotourism related activities on the property.
GOAL 1: Conduct, sponsor, host or participate in a variety of programs and
activities directly related to conservation of native ecosystems and their components,
environmentally friendly concepts and themes and low- impact outdoor recreation.
Objective 1: Conduct on -site programs that cover a variety of outdoor and
environmental education related topics suitable for the entire family.
Strategy l: Conduct a variety of programs and/or activities highlighting
environmentally friendly or "Green" living practices.
Strategy 2: Conduct a variety of programs and/or activities that highlight
native wildlife and plant conservation and natural history.
Straw: Conduct a variety of programs and/or activities that highlight
low- impact outdoor recreation activities.
Strategy 4: Conduct a variety of programs and/or activities that highlight the
natural communities and the conservation, restoration and preservation of those
communities found at Howell Woods.
Objective 2: Conduct or host on -site educational programs or activities during a
variety of international or national conservation themed "week" or event.
Straw: Conduct an educational event during National Pollinator Week
for the general public.
public.
Strom: Conduct an educational event during Earth Week for the public.
Strategy 3: Conduct an event for International Migratory Bird Day for the
31

N
Objective 3: Participate in or conduct off -site programs and activities as funding
and staff time allow when requested that fit the mission and objectives and of Howell
Woods.
Strategy 1: Attend career day events to highlight and provide information of
career opportunities in Natural Resources.
Strategy 2: Attend wildlife, travel and tourism expos, annual festivals and
events related to conservation and environmental activities to help better promote the
facilities and the programs and activities available at Howell Woods.
Strategy Provide educational programs or technical guidance and
instruction to organizations, groups or facilities that would benefit from the knowledge or
resources of Howell Woods and its staff. Fees may be associated with certain activities.
Objective 4: Provide logistical and instructional support to a variety of curriculum
and continuing education classes that would benefit from an outdoor setting or require a
natural resource component.
Strategy 1: Make available upon request the available and required staff,
equipment and facilities needed for a successful educational experience as funding and staff
time permit. Requests that correspond to the mission and objectives of Howell Woods will
receive the first priority.
Objective S: Host, and/or conduct and instruct a variety of Natural Resource
Professional Development classes and workshops with conservation partners.
Strategy Continue collaborating with the Institute for Bird Populations by
offering both the beginner and advance level bird- banding classes.
Strategy Offer single and multi -day classes and workshops on natural
resource management topics and identification, ecology and natural history of native
species.
Strategy 3: Partner with other natural resource agencies and non -profit
organizations to host requested and relevant workshops or'classes.
Objective 6: Provide site and logistical and/or instructional support for field trips,
an annual summer camp and various student projects.
Strategy 1: Develop and refine a catalog of educational events that the staff
can conduct or coordinate on and off -site. The catalog should be available on -line and
should contain at a minimum; Event name, age /grade appropriate, state grade- related
competency goal, minimum/maximum number of students required, time of year offered,
length of event, any fees associated with the event and a registration/request form.
32

Strategy 2: Maintain at all times adequate supplies and equipment needed for
all the events currently listed in the catalog of educational events.
Strategy 3: Provide and maintain a combination of classroom space,
permanent shelters, teaching platforms, temporary tents /shelters and the necessary quantity
of chaks, benches, tables and audio - visual equipment to instruct a maximum of 10 groups of
15 -20 students at any one time on the property.
Strategy 4: Maintain, update, refine and increase the quantity and variety of
books, and audio - visual media in the Natural Resources Library
Objective 7: Plan and conduct an annual open house event.
Strategy 1: involve the Howell Woods Advisory Board in the detail
planning, organizing and staffing of the event.
Strategy 2: Provide the event free of charge for the public and seek
sponsorships and donations to reduce the operating costs of the event.
Strategy 3: Highlight the variety of outdoor recreational and ecotourism
activities and facilities that are available at Howell Woods.
Strategy 4: Provide informative educational opportunities in the conservation
practices that occur at Howell Woods and on the habitats and the plants, wildlife, fish and
invertebrates that are found at Howell Woods and Johnston County.
Strategy 5: Provide an opportunity for North Carolina based natural
resources and conservation related agencies and non - government, non -profit organizations
to highlight their work and benefits to the public.
Strateggy Provide an opportunity for participants to be exposed to vendors
selling goods or services that promote nature themed arts and crafts and environmentally
friendly or organic items.
Objective 8: Provide a select number of environmental educational programs in
Spanish.
Strategy 1: Provide Spanish language training for staff members directly
involved with environmental education programs.
Strategy 2: Hue on a contractual basis or as an established position at least
one individual fluent in Spanish who possesses adequate knowledge in local flora and fauna
identification and natural history and on various topics related to environmental education.
Objective 9: Develop an exchange /partnership program with a conservation
organization or site in a Latin American country to provide and receive training and share
experiences and resources as they relate to conservation and education of shared wildlife
species.
33

Strategy 1: Feed and provide routine care for animals as required by their
metabolism or specific diet/health requirements.
Strategy 2: Provide routine and emergency veterinarian care.
Strategy 3: Provide natural history information on each animal through
brochures and/or attractive, easy to read signage.
Strategy 4: With the assistance of the Howell Woods Advisory Board and
the Johnston Community College Foundation, develop a sponsorship program to help
finance the continued care and maintenance of the live animals and their display enclosures.
GOAL 3: Maintain and improve educational demonstration areas that highlight a
variety of environmentally friendly practices around the home and yard.
Objective 1: Manage and improve areas that provide a diversity of wildflowers and
shrubs that demonstrate the use of native plants that can be used in a residential and
commercial setting.
Strategy 1: In close proximity to the Learning Center, install numerous small
and medium sized (? 100 sq. ft) pollinator friendly gardens planted with native warm season
grasses, native flowering herbaceous plants, vines, shrubs and small trees.
Strategy 2: Emplace and maintain up -to -date educational signage at each
garden to describe the plants, the benefits of using native plants, the importance or
pollinators and highlight pollinators found in the area.
Strategy 3: Maintain and improve the variety (species and genetics) of native
wildflowers and native shrubs at the Learning Center garden.
Strategy 4: Propagate plants from seed collected on site and use in the
maintenance and enhancement of demonstration areas.
Objective 2: Plant and maintain under organic conditions, small scale,
demonstration fruit orchards, vegetable gardens and herb gardens.
Strategy 1: Identify several areas in close proximity to the Learning Center
to plant and maintain a variety of fruit trees, berry bushes and grape vines that are adapted to
growing in the region and will require minimum levels of maintenance.
Strategy 2: Maintain and improve the raised bed and container vegetable and
herb garden at the Learning Center.
Strategy 3: .Propagate plants from seed collected on site and use in the
maintenance and enhancement of the garden areas.
Strategy 4: Emplace and maintain up to date educational signage at each
garden or orchard area to describe the principles and benefits of organic gardening.
35

Objective 3: Maintain and improve areas at the Learning Center that demonstrate
wildlife friendly and conservation themed actions that can be accomplished in a residential
or commercial setting.
Strategy 1: Maintain a variety of bird feeders to demonstrate safe, effective
and enjoyable bird feeding options for the homeowner or school.
Strategy 2: Maintain and improve areas around the Learning Center that
demonstrates a variety of methods and devices for composting and rainwater collection.
Strategy 3: Emplace and maintain up -to -date educational signage or
brochures at each demonstration area to describe the techniques used and the benefits of the
specific wildlife friendly techniques.
Objective 4: Implement energy, water and resource conservation programs
throughout our existing facilities and highlight the conservation practice.
See Outdoor Recreation & Operations, Goal 2, Objective 3 for specific practices
Strati Emplace and maintain up to date educational signage, brochures
or interactive displays in high visibility areas to describe the techniques used and the
benefits of the specific techniques.
GOAL 4: Conduct nature -based ecotourism related activities on the property.
Objective 1: Provide a wide range of activities that fit the definition of
Nature /Sustainable Tourism and Ecotourism as created and stated by cooperation of The
Nature Conservancy and The World Conservation Union.
Strategy 1: Join various non -profit organizations that foster and promote
ecotourism activates.
Strategy 2: Participate in training and seminars that provide additional skills
to implement and/or market ecotourism activities.
Strategy 3: Establish an account code and fund where all ecotourism related
income is deposited and benefits on -site conservation activities.
Strategy 4: Conduct a variety of programs and/or activities that highlight
native wildlife and plant conservation and natural history.
36

Secti ®n IV
Fund Raisin, Public Relations & Marketing
Goals, Objectives and Strategies
GOAL 1: Promote the positive image of Howell Woods as an off -site facility of Johnston
Community College.
GOAL 2: Establish and maintain significant alternative sources of funding and gift
investment to assure that Howell Woods has the fiscal, capital, informational, and human
resources to respond effectively and responsibly to a growing demand in the facilities and
services offered at Howell Woods.
GOAL 1: Promote the positive image of Howell Woods as an off -site facility of
Johnston Community College.
Objective 1: Increase the number of career days and public festivals /events to
publicize the Howell Woods facilities and programs.
Strategy 1: Attend career day events to highlight and provide information of
career opportunities in Natural Resources.
Strategy 2: Attend wildlife, travel and tourism expos, annual festivals and
events related to conservation and environmental activities to promote the facilities and the
programs and activities available at Howell Woods.
Strategy 3: Provide educational programs or professional guidance and
instruction to organizations, groups or facilities that would benefit from the knowledge or
resources of Howell Woods and its staff. Fees may be associated with certain activities.
Objective 2: Use environmentally friendly /recycled products that will contain
Howell Woods information or the Howell Woods logo.
Strategy l: All Howell Woods informational publications are to use
vegetable -based ink when available and post - consumer recycled printing materials.
Strategy 2: Acquire a variety of promotional and re -sale products that are
made with all natural, organic, recycled/recyclable or other sustainable materials. At least
75% of all promotional and re -sale products should meet this standard.
Objective 3: Advertise the mission, objectives, programs and activities of Howell
Woods in a variety of appropriate media formats.
Strategy l: Work with the Johnston Community College Marketing Team,
the Johnston County Visitors Bureau and the Howell Woods Advisory Board to develop a
variety of advertising and marketing options and opportunities.
37

Strategy 2: Produce a quarterly newsletter (primarily produced
electronically) highlighting upcoming programs, activities and general information about
Howell Woods.
Strategy 3: Routinely update the content and information on the Howell
Woods website and various informational brochures and handouts.
Strategy 4: Advertise on a regular basis in the appropriate newspapers,
magazines, billboards or websites.
GOAL 2: Establish and maintain significant alternative sources of funding and gift
investment to assure that Howell Woods has the fiscal, capital, informational, and human
resources to respond effectively and responsibly to a growing demand in the facilities and
services offered at Howell Woods.
Some of the following Objectives do not have corresponding Strategies, as the Objectives
are sufficient to meet the stated goal.
Objective 1: Maintain and increase hunting and other low- impact outdoor recreation
activities to provide supplemental income for Howell Woods.
Strategy 1: Establish and maintain an account code and fund where all
ecotourism related income is deposited and benefits on -site conservation activities.
Strategy Establish a program(s) for a recreational license or permit for
specific activities designed for reoccurring or special purpose users.
Strategy 3: Continue to offer a variety of fee based hunting opportunities for
the public.
Strategy 4: Continue to offer current activities and expand the varieties of fee
based low - impact outdoor recreation activities allowed by the public.
Objective 2: Continue to implement sound wildlife and forestry activities through
habitat/timber stand improvements to provide supplemental income for Howell Woods.
Objective 3: Working with the Howell Woods Advisory Board, and the Johnston
Community College Foundation develop and implement a capital campaign plan that will
support the ongoing and future programs and activities at Howell Woods.
Strategy 1: Develop a sponsorship program to help finance the continued
care and maintenance of the live animals and their display enclosures.
Strategy 2: Working with a main campus program or student club, seek
grants and sponsorships to provide funding for travel and other logistical support for a
conservation exchange program.
38

Strategy 3: Seek sponsorships and donations to reduce the operating costs of
the open house event described in the Outdoor & Environmental Education GOAL 1,
Objective 7.
Strategy 4: Establish specific fund raising activities with account codes and
seek sponsorships to assist with the funding for the construction and maintenance of
additional recreational and lodging facilities and a new Learning Center building.
Strategy 5: Establish and grow endowment funds to provide long -term and
stable support for staff positions and specific operational needs of the learning center.
Objective 4: Continue to work with the Johnston County Visitors Bureau and
Johnston Community College grant coordinator /committee to apply for a variety of grants
that will benefit Howell Woods.
Strategy 1: Seek grants or additional government funding for the
construction and maintenance of additional recreational and lodging facilities and a new
Learning Center building.
Strategy 2: Seek grants or additional government funding for the remodeling
and retrofitting of existing facilities to become more environmentally friendly.
Objective 5: Research and explore options for land/property acquistion, and
restoration and/or preservation of habitats and natural communities on the property through
grants, partnerships, mitigation banks or other conservation easements that will pay for out
right ownership and/or long -term or perpetual easements.
Objective 6: Maintain an efficient and reliable volunteer program to assist with
special projects and operational, natural resource and/or educational related tasks.
Strategy 1: Provide volunteers an opportunity for work hours to be credited
for a designated volunteer hunt during the fall /winter and winter /spring periods or for
limited free access to recreational activites.
Strategy 2: Reward outstanding volunteers with special recognition, or with
special privilages and/or benefits.
Strategy 3: Encourage continued participation with Boy /Girl Scouting
programs or other service organizations with projects (Eagle Scout and Gold Awards) that
benefit Howell Woods.
39

L-XA ICIES
Appendix 1- Organization and Staff Composition- 2009, and Desirable
Organization and Composition in 2012 and 2020 with brief job descriptions
Appendix 2- Glossary
Appendix 3- Footnotes and Bibliography
40

Appendix 1- Organization and Staff Composition- 2009, and
Desirable Organization and Composition in 2012 and 2020 with brief
job descriptions
Organization and Staff Composition in 2009
41

Desirable Organization and Staff Composition by 2012
Di� 'ector /Wilpdjhife,,Biologisf'
James Sasser,
%Administrative Assistants
vperatrons r eci�nician
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. °,1;a' ",�''.<.'' 'k��;r <, tP%T'(20- 24:hrs)`.:'°
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42

Desirable Organization and Staff Composition by 2020

Major Duties for Each Staff Position
Director/Wildlife Biologist
- EducationReguirements: Masters or PhD in Wildlife Sciences, also TWS Certified
Wildlife Biologist and Master Bird Bander
- Supervision of Assistant Director, Conservation Manager, Operations Manager and
Environmental Education Manager and Administrative Assistant
- Public Relations and Networking
- Advisory Board Relations
- Overall Budget Management
- Strategic planning
- Conduct Natural Resources Classes/Programs Instruction (Adult and professional
level)
- Provide guidance and participate in a variety of wildlife research and management
activities
- Certified in Wilderness First -Aid
Assistant Director
- Education Requirements: Bachelors or Masters in Wildlife, Environmental, Forestry
or Natural Resources Sciences, Education or Administration.
Acting Director during the absence of the Director
- Supervise Grant Writer
Provide additional guidance and limited supervision to the Conservation,
Operations and Environmental Education Managers.
- Advertising and Public Relations Activities
- Advisory Board Relations
- Assist Director with Strategic Planning and Budget Management
- Special Projects Manager
- Prepare yearly reports
- Conduct Environmental Education and/or Natural Resources Classes/Programs
Instruction (K -12 and adult)
- Provide additional assistance to Conservation, Operations or Environmental
Education Managers as needed on specific projects or activities
- Work closely with the Conservation, Operations and Environmental Education
Manager to ensure the website is accurate and updated on a regular basis
- Certified in Wilderness First -Aid
Administrative Assistant
- Education Requirements: Associate or Bachelors in Business Administrative
Services or other Business related degree
- General administrative and clerical support
- Maintaining records, budget spreadsheets and preparing and coding requisitions
- Scheduling programs and activities
- Assist in preparing yearly reports
..

Receptionist
- Educational Requirements: High school diploma or GED or Associates in Business
Administration
- Interact with the public and special groups answering questions and
providing directions to requested activities and facilities
- Work closely with the Administrative Assistant in scheduling programs and
activities
Grant Writer
- Education Requirements: Bachelors degree in English or other Language Arts or
extensive experience in successful grant writing
- Work with the Director, Assistant Director and Conservation, Operations and
Environmental Education Managers in identifying projects for potential grant
funding
- Work directly with the Assistant Director in identifying grant opportunities
- Work directly with the Assistant Director in writing and follow -up of grants and
managing awarded grants
Conservation Manager
- Education Requirements: Bachelors or Masters in Wildlife, Forestry or Natural
Resources Sciences; Certified as an Associate Wildlife Biologist or Forester
- Supervise the Forester, Wildlife Technicians, Aquatic Specialist and Wildlife intern
- Working with the Director and Assistant Director develop and implement the goals,
objectives and strategies of the Natural Resources Management Plan of the Howell
Woods Strategic Plan
- Provide supervision and participate in a variety of wildlife /forestry research and
management activities
- Working with the Assistant Director manage budget requests for area of operations
- Supervise and work closely with the Operations Manager on all hunting activities
- Work closely with the Environmental Education Manager with assistance on
educational programs and activities
- Certified in Wilderness First -Aid
Forester
- Education Requirements: Bachelors in Forestry Science; Certified as a licensed
Forester in NC and as a Burn Boss
- Conduct forest inventories and health assessments
- Using GPS hardware and GIS software, collect, analyze and generate maps on a
variety of conservation, operational and educational projects and activities
- Manage /supervise all timber sales, harvesting and replanting operations
- Provide guidance and assistance in all longleaf pine and Atlantic white cedar
restoration activities
- Work closely with the Conservation Manager in developing and implementing
forestry related goals, objective and strategies of the Natural Resources
Management Plan
- Supervise as the Burn Boss all controlled burning activities
- Assist with environmental educational programs as needed or requested
- Certified in Wilderness First -Aid.
45

Wildlife 'Technician
- Education Requirements: Associate or Bachelors in Wildlife, Forestry or Natural
Resources Science
- Conduct a variety wildlife and forestry related research and management activities
- Work closely with the Conservation Manager in developing and implementing
wildlife and forestry related goals, objective and strategies of the Natural
Resources Management Plan
- Work closely with Operation Technicians in a variety of activities
- Assist with environmental educational programs as needed or requested
- Certified in Wilderness First -Aid.
Aquatics Specialist
- Education Requirements: Associate or Bachelors in Fisheries or Aquatics Science
- Manage all ponds on the property to provide excellent recreational fishing and
other water recreational opportunities
- Work closely with the Conservation and Operations Manger and manage all fishing
related activities
- Supervise the management of all water impoundment areas
- Monitor and treat any areas containing exotic aquatic plant or fish species
- Work closely with the Conservation Manager in developing and implementing
aquatic resources related goals, objective and strategies of the Natural
Resources Management Plan
- Work closely with the Environmental Education Manager to provide a variety of
on -site and off -site aquatic educational classes and programs for all ages and
interest levels
Wildlife Intern
- Education Requirements: Currently a student in good standing of any accredited
program in Wildlife Sciences
- Conduct a variety wildlife and forestry related research and management activities
Operations Manager
- Education Requirements: Associates or Bachelors in Parks and Recreation, or
Grounds /Landscape Maintenance or extensive experience in personnel supervision
in outdoor related activities; Certified Pesticide Applicators License
- Supervise the Operations Technicians, Housekeeper, Mechanic, Receptionist and
Operations Intern
- Working with the Director and Assistant Director develop and implement the goals,
objectives and strategies of the Outdoor Recreation and Operations Management
Plan of the Howell Woods Strategic Plan
- Provide supervision and participate in a variety of recreation and operations
improvement and maintenance activities
- Working with the Assistant Director manage budget requests for area of operations
- Work closely with the Conservation Manager on all hunting activities
- Work closely with the Environmental Education Manager with assistance on
educational programs and activities
- Supervise and manage all facilities and equipment usage, maintenance and repair
activities
•,

• Work closely with the Conservation Manager on all controlled burning,
herbicide applications and exotic species control activities
- Work closely with the Assistant Director in managing any special projects
- Ensure Material Safety Data Sheets are maintained to the standard of the law
- Certified at a minimum in Basic First -Aid and CPR and preferably Wilderness
First -Aid.
Operations Technician
- Education Requirements: Associates or Bachelors in Parks and Recreation, or
Grounds /Landscape Maintenance or extensive experience in Parks and Recreation
or Grounds/Landscape Maintenance; Certified Pesticide Applicators License
- General grounds and landscape maintenance
- Work closely with the Operations Manager in developing and implementing
Outdoor Recreation and Operations related goals, objective and strategies of the
Outdoor Recreation and Operations Management Plan
- Interact with the general public in regards to a variety of Outdoor Recreation and
Operations related activities
- Work closely with the Forester, Wildlife Technicians and the Aquatic Specialists in
a variety of activities
- Certified at a minimum in Basic First -Aid and CPR and preferably Wilderness
First -Aid.
Housekeeper
- Educational Requirements: High school diploma or GED, and experience in
sanitation services
- Maintain all facilities in a clean and sanitary condition
' - Properly sort and dispose of all recyclable materials
Mechanic
- Educational Requirements: High school diploma or GED or Associates in
Mechanical Repair /Services and/or possess accredited certification in mechanical
repair
- Preventative maintenance and repair of all mechanical equipment and vehicles
- Proper storage, use and disposal of all oils and lubricants
Operations Intern
- Education Requirements: Currently a student in good standing of any accredited
program in Parks and Recreation or Grounds/Landscape Maintenance
- General grounds and landscape maintenance
Environmental Education Manager
Education Requirements: Bachelors or Masters in Wildlife, Forestry, Natural
Resources or Environmental Sciences or General Education with a teaching
certificate and extensive experience in teaching environmental education and
outdoor skills programs
- Supervise the Environmental Educators and seasonal Camp Counselors
( - Working with the Director and Assistant Director develop and implement the
goals, objectives and strategies of the Environmental Education Management
Plan of the Howell Woods Strategic Plan
47

- Provide supervision as well as teach a variety of environmental education classes
and programs
- Working with the Assistant Director manage budget requests for area of operations
- Supervise the care and feeding of all live educational animals and the routine
maintenance of their enclosures
- Work closely with the Operations Manager and supervise the design and
maintenance of all demonstration areas
Environmental Educator
- Education Requirements: Associates or Bachelors in Wildlife, Forestry, Natural
Resources or Environmental Sciences or General Education with extensive
experience and knowledge in ecology or environmental education
- Perform a variety of environmental education programs both on -site and off -site for
all age groups
- Work closely with the Environmental Education Manager in developing and
implementing Outdoor and Environmental Education related goals, objective and
strategies of the Outdoor and Environmental Education Management Plan
- Provide daily care and feeding of all live educational animals and perform routine
maintenance of their enclosures
- Update and maintain the Natural Resources library
- Certified in Wilderness First -Aid and CPR
Camp Counselor
- Education Requirements: High School diploma, Associates or Bachelors degree
with experience in working with youth in an outdoors setting or a student in any
accredited program in Parks and Recreation or Wildlife, Forestry or Natural
Resources Science program
- Perform a variety of environmental education programs and outdoor recreation
related activities
- Certified in Basic First -Aid and CPR
ER

Appendix 2= Glossary
Carrying Capacity : The maximum population of a particular organism that a given
environment can support without detrimental effects .
Control: As appropriate, eradicating, suppressing, reducing, or managing invasive species
populations, preventing spread of invasive species from areas where they are present, and
taking steps such as restoration of native species and habitats to reduce the effects of
invasive species and to prevent further invasions].
dbh: Diameter breast height or 4 %z feet above ground level.
Eeotourism: Environmentally responsible travel to natural areas, in order to enjoy and
appreciate nature (and accompanying cultural features, both past and present) that promote
conservation; have a low visitor impact and provide for beneficially active socio- economic
involvement of local peoples. Ecotourism can be distinguished from nature tourism by its
emphasis on conservation, education, traveler responsibility and active community
participation. Specifically, ecotourism possesses the following characteristics:
Conscientious, low - impact visitor behavior
® Sensitivity towards, and appreciation of, local cultures and biodiversity
® Support for local conservation efforts
® Sustainable benefits to local communities
Local participation in decision - making
Educational components for both the traveler and local communities
4
Environmentally Friendly (Materials, Structures, Furniture /Appliances or Buildings)
One or more of these standards may apply- Made with a measurable amount of recycled
material(s) and/or recyclable materials, made from long lasting materials that do not require
frequent replacing, Energy Star TM rated, made of all natural renewable resources, produced
locally, produced from certified sustainable forests, Fair Trade certified, uses solar, wind or
geothermal power, water conservation devices, energy efficient materials.
Growing Season Prescribed Fires /Controlled Burn: Prescribed fires or controlled
burning occurring during the months of active plant growth, normally starting in late March
through late September. Preferred months would be April -June.
Group: The social unit in red - cockaded woodpeckers, consisting of a breeding pair with one
or more helpers, a breeding pair without helpers, or a solitary male.
Indicator Species: A species that is of narrow ecological amplitude with respect to one or
more environmental factors and which is, when present, therefore indicative of a particular
environmental condition or set of conditionsZ.
Invasive Species: A species that does not naturally occur in a specific area and whose
introduction does or is likely to cause economic or environmental harm or harm to human
health.
49

Integrated rest Management (IPM): Is an effective and environmentally sensitive
approach to pest management that relies on a combination of common -sense practices. IPM
programs use current, comprehensive information on the life cycles of pests and their
interaction with the environment. This information, in combination with available pest
control methods, is used to manage pest damage by the most economical means, and with
the least possible hazard to people, property, and the environment6.
Low- impact outdoor recreation: 1) concentrating use and impact in popular places, (2)
dispersing use and impact in pristine places, (3) avoiding places that are lightly impacted,
(4) minimizing noise and visual intrusion, (5) packing out all items, (6) properly disposing
of items that can't be carried out of the wilderness, and (7) leaving visited areas in original or
better conditions.
Mature Tourism: Tourism based on visitation of natural areas. Nature tourism is closely
related to ecotourism but does not necessarily involve conservation or sustainability4.
Sustainable mature Tourism: Is very close to ecotourism but does not meet all the criteria
of true ecotourism4.
Uneven -aged stand: A stand of trees that contains 3 or more distinct age (size) classes and
generally no reference is made to tree ages. It originates from numerous disturbances and
seed crops scattered over an indeterminate length of time3.
Wildlife: All vertebrate terrestrial species (mammals, birds, reptiles and amphibians).

Appendix 3- Footnotes and Bibliography
Footnotes
1. Presidential Executive Order 13112
2. The Concise Oxford Dictionary of Ecology, 208
3. Fundamentals of Uneven -Aged Management in Southern Pines, 4
4. Ecotourism Development, A Manuel for Conservation Planners and Managers, 15, 18
5. Seven Principles of low- impact wilderness recreation,
6. U.S. Environmental Protection Agency, Pesticides: Topical and Chemical Fact Sheets
7. The American Heritage® Science Dictionary, Copyright ® 2002. Published by Houghton Mifflin
8. Recovery Plan for the red - cockaded woodpecker, 2003, US Fish and Wildlife Service
9 Environmental Factors Affecting Productivity of Brown - headed Nuthatches, 1972
10 Recovery Plan for the red - cockaded woodpecker, 2003, US Fish and Wildlife Service, 102
11 An old- growth definition for red river bottom forests in the Eastern United States, 7
Bibliography
Cole, David N.; Krumpe, Edwin E. 1992. Seven principles of low - impact wilderness
recreation. Western Wildlands 18(l):39-43.
Farrar, R.M. 1996. Fundamentals of Uneven -aged Management in Southern Pine. Moser, W. K.,
Brennan, L. A., editors. Tall Timbers Research Station Miscellaneous Publication No. 9.
Tallahassee, FL. 68 pp.
Lloyd, J.D and G.L. Slater. 2007. Environmental Factors Affecting Productivity of Brown- headed
Nuthatches. Journal of Wildlife Mangement 71: 1968 -1975.
Proceedings of the Tall Timbers Fire Ecology Conference, No. 18, The Longleaf Pine
Ecosystem: ecology, restoration and management, edited by Sharon M. Hermann, Tall
Timbers Research Station, Tallahassee, FL, 1993.
Shafale, M. P., and Weakley A. S. 1990. Classification of the Natural Communities of North
Carolina Third Approximation. North Carolina Natural Heritage Program, Division of
Parks and Recreation, Department of Environment, Health, and Natural Resources, Raleigh,
NC. 325 pp.
Shear, Ted; Young, Mike; Kellison, Robert. 1997. An old - growth definition for red river
bottom forests in the Eastern United States. Gen. Tech. Rep. SRS -10. Asheville, NC:
U.S. Department of Agriculture, Forest Service, Southern Research Station. 9 p.
U.S. Environmental Protection Agency. 2009. Pesticides: Topical and Chemical Fact Sheets,
Integrated Pest Management (IPM) Principles.
/E?['0000, E /filcislIcet�jr),12.IliIII
51

U.S Fish and Wildlife Service. 2003. Recovery Plan for the red - cockaded woodpecker (Picoides
borealis): second revision. U.S. Fish and Wildlife Service, Atlanta, GA. 296pp.
52

Society for Ecological Restoration International
Guidelines for Developing and Managing Ecological
Restoration Projects, 2nd Edition
Guidelines for Developing and Managing Ecological Restoration Projects, 2i° Edition. Andre Clewcll', John Rieger2,
and John Munro', December 2005. wwtv.ser.org and 'Tucson: Society for Ecological Restoration International.
Contents:
page 1: Preface to the Second Edition
page 1: Introduction
page 3: Conceptual Planning
page 7: Preliminary Tasks
page 11: Implementation Planning
page 14: Implementation Tasks
page 14: Post - Implementation Tasks
page 15: Evaluation and Publicity
Preface to the Second Edition
The first edition of Guidelines for Developing and Managing Ecological Restoration
Projects (Guidelines) was published on the website (wwxo .ser.or -) of the Society for
Ecological Restoration International (SER International) on June 24, 2000. This new
edition brings the Guidelines into conformity with the SER International Primer on
Ecological Restoration (SER International Primer) (SER International 2002 and 2004)
and expands the text for clarity and insight. Substitutions have been made for some terms,
e.g., implementation for installation. The numbering of the guidelines was retained
although some titles were modified. Peer review for the second edition was provided by
the membership of the SER International Science and Policy Working Group and the
SER International Board of Directors. This edition was approved as an official SER
International document by the Board of Directors on December 15, 2005.
Introduction
This document describes the procedures for conducting ecological restoration in accord
with the norms of the discipline that were established in the SER International Primer
(SER 2002 and 2004, www.scr.org). Each procedure is stated in terms of a guideline that
leads restoration practitioners and project managers stepwise through the process of
ecological restoration. Adherence to these 51 guidelines will reduce errors of omission
and commission that compromise project quality and effectiveness. The guidelines are
applicable to the restoration` of any ecosystem — terrestrial or aquatic —that is attempted
anywhere in the world and under any auspices, including public works projects,
environmental stewardship programs, mitigation projects, private land initiatives, etc.
Users of the Guidelines are advised to become familiar with the SER International
Primer in advance and refer to it for,definitions of terms and discussions of concepts.
Design issues and the details for planning and implementing restoration projects lie
beyond the scope of these guidelines. We leave such complexities to the authors of
manuals and the presenters of workshops who address these topics
"Restoration" when used alone in this document connotes "ecological restoration."

{ Ecological restoration is the process of assisting the recovery of an ecosystem that has
been degraded, damaged, or destroyed. It is an intentional activity that initiates or
accelerates ecosystem recovery with respect to its health (functional processes), integrity
(species composition and community structure), and sustainability (resistance to
disturbance and resilience). Restoration ensures abiotie support from the physical
environment, suitable flows and exchanges of organisms and materials with the
surrounding landscape, and the reestablishment of cultural interactions upon which the
integrity of some ecosystems depends. Restoration attempts to return an ecosystem to its
historic trajectory, i.e., to a state that resembles a known prior state or to another state that
could be expected to develop naturally within the bounds of the historic trajectory. The
restored ecosystem may not necessarily recover its former state, since contemporary
constraints and conditions can cause it to develop along an altered traiectory.
In accord with the SER International Primer, these Guidelines assume that ecological
restoration is accomplished once the assistance of a restoration practitioner is no longer
needed to ensure long -term ecosystem sustainability. However, ecosystem management
may be required to prevent recurrent degradation of restored ecosystems on account of
alterations in the environment or anthropogenic changes. Such activities are considered
management rather than restoration. In other words, ecological restoration makes
ecosystems whole again and ecological management keeps them whole. Correspondingly,
some restored ecosystems will require management in the form of traditional cultural
practices. This distinction between restoration and management (including cultural
practices) facilitates resource planning and budgeting, and it protects ecological
restoration efforts from being held liable for subsequent inconsistencies or misjudgment
in ecosystem management.
The project guidelines are numbered for convenience. They do not necessarily have to be
initiated in numerical order, and some may be accomplished concurrently. The guidelines
are grouped into six phases of project work: conceptual planning (including feasibility
assessments), preliminary tasks (upon which subsequent planning relies), implementation
planning, project implementation, post - implementation tasks (monitoring and aftercare),
and evaluation and publicity.
We recommend that a diary be kept for each guideline to document project activities as
they happen and to record all relevant information for each guideline as it is generated.
Tabular data, graphics, and ancillary documents can be appended. Narratives in the form
of written responses to Guidelines #1 through #36 collectively comprise a comprehensive
ecological restoration plan that can be filed with public agencies, funding institutions,
permitting authorities, corporate offices, and other interested parties. The narratives serve
as the basis for preparing progress reports and applications for continuing financial
support. They become invaluable to new practitioners and management personnel who
are assigned in mid - project. When the project has been completed, the narratives
comprise a thorough and well organized case history which only needs editing to
generate a final report and to prepare articles for publication.

Conceptual Planning
Conceptual planning identifies the restoration project site, specifies restoration goals, and
provides relevant background information. Conceptual planning is conducted when
restoration appears to be a feasible option but before a decision has been made to exercise
that option. Conceptual planning provides preliminary information such as observations
from site reconnaissance and perhaps a few representative measurements. Detailed,
systematic inventories of ecosystem properties and the biota are not included in this
phase of activity. Written responses to Guidelines 41 through #16 collectively comprise
the conceptual plan and broadly characterize the proposed restoration project.
1. Identify the project site location and its boundaries. Delineate project
boundaries and portray them as maps, preferably generated on a small -scale aerial
photograph and also on soil and topographic maps that show the watershed and other
aspects of the surrounding landscape. Use of GPS (Global Positioning System), land
survey, or other measurement devices as appropriate is encouraged.
2. Identify ownership. Give the name and address of the landowner(s). If an
organization or institution owns or manages all or part of the site, give the names and
titles of key personnel. Note the auspices under which the project will be conducted —
public works, environmental stewardship, mitigation, etc. If there is more than one
owner, make sure that all are in agreement with the goals and methods proposed for the
restoration program.
3. Identify the need for ecological restoration. TeII what happened at the site that
precipitated the need for restoration. Describe the improvements that are anticipated
following restoration. Benefits may be ecological, economic, cultural, aesthetic,
educational, and scientific. Ecological benefits may amplify biodiversity; improve food
chain support, etc. Economic benefits are natural services (also called social services) and
products that ecosystems contribute towards human wellbeing and economic
sustainability. Ecosystems in this regard are recognized and valued as natural capital.
Cultural improvements may include social performance and rituals, passive recreation,
and spiritual renewal. Aesthetic benefits pertain to the intrinsic natural beauty of native
ecosystems. Educational benefits accrue from advances in environmental literacy that
students gain from participating in, or learning about, ecological restoration. Scientific
benefits accrue when a restoration project site is used for demonstration of ecological
principles and concepts or as an experimental area.
4. Identify the kind of ecosystem to be restored. Name and briefly describe the
kind of ecosystem that was degraded, damaged, or destroyed, for example, tropical dry
forest, vernal pool, semiarid steppe, shola (India), chalk meadow (Europe), cypress
swamp (USA), etc. Other descriptors should be added to facilitate communication with
those who may not be familiar with the natural landscapes in the bioregion. These
descriptors should include the names of a few characteristic or conspicuous species and
should indicate community structure (desert, grassland, savannah, woodland, forest, etc.),
life form (herbaceous perennial, succulent, shrub, evergreen tree, etc.), predominant
taxonomic categories (coniferous, graminaceous, etc.), moisture conditions (hydric, xeric,

"F etc.), salinity conditions (freshwater, brackish, saline, etc.), and geomorphologic context
(montane, alluvial, estuarine, etc.). Reference to readily accessible published descriptions
can augment or replace some of these descriptors.
5. Identify restoration goals. Goals are the ideal states and conditions that an
ecological restoration effort attempts to achieve. Written expressions of goals provide the
basis for all restoration activities, and later they become the basis for project evaluation.
We cannot overemphasize the importance of expressing each and every project goal with
a succinct and carefully crafted statement. All ecological restoration projects share a
common suite of ecological goals that consist of recovering ecosystem integrity, health,
and the potential for long -term sustainability. They are listed as the attributes of restored
ecosystems in Section 3 of the USER International Primer. They deserve to be restated for
each restoration project. Otherwise, they can be underappreciated or overlooked by
authorities and other interested parties who are not well versed in ecological restoration.
A project may have additional ecological goals, such as to provide habitat for particular
species or to reassemble particular biotic communities.
Statements of ecological goals should candidly express the degree to which recovery can
be anticipated to a former state or trajectory. Some ecosystems can be faithfully restored
to a known or probable historic condition, particularly when degradation or damage is not
severe and where human demographic pressures are light, plant species richness are low
on account of rigorous environmental conditions, and where the ecologically young
vegetation in a newly restored ecosystem tends to resemble the mature vegetation of the
pre- disturbance state. Even so, the restored ecosystem will undoubtedly differ in some
respects from its model, owing to the complex and seemingly random (stochastic) aspects
of ecosystem dynamics. Other restorations may not even approximate a historical model
or reference, because contemporary constraints or conditions prevent restoration to a
former, historic condition.
Restoration can be conducted in any of five contexts. The appropriate context should be
identified in the project goals in order to underscore the intent of restoration and to avoid
or minimize subsequent misunderstandings, conflict and criticisms. They are:
a) Recovery of a degraded (subtle or gradual changes that reduce ecological
integrity and health) or damaged (acute and obvious changes) ecosystem to its
former state.
b) Replacement of an ecosystem that was entirely destroyed (degradation or
damage removes all macroscopic life), and commonly ruins the physical
environment) with one of the same kind. The new ecosystem must be entirely
reconstructed on a site that was denuded of its vegetation (terrestrial systems) or
its benthos (aquatic systems). Replacements are common on surface -mined lands
and brownfields (severely damaged urban and industrial lands).
c) Transformation (conversion of an ecosystem to a different kind of ecosystem or
land use type) of another kind of ecosystem from the bioregion to replace one
which was removed from a landscape that became irreversibly altered. This
option is important for restoring natural areas in an urban context where, for
example, original hydrologic conditions cannot be restored.
4

d) Substitution of a replacement ecosystem where an altered environment can
no longer support any naturally occurring type of ecosystem in the bioregion.
The replacement ecosystem may consist of novel combinations of indigenous
species that are assembled to suit new site conditions as, for example, at a retired
solid waste disposal site.
e) Substitution of a potential replacement ecosystem, because no reference
system exists to serve as a model for restoration. This option is relevant in
densely populated regions of Eurasia, where many centuries of land use have
obliterated all remnants of original ecosystems.
All ecological restoration projects have cultural goals (see Guideline #3), even though
such goals may be implied in the enabling legislation that authorizes public agencies to
conduct or permit project work. All cultural goals should be stated clearly, because they
provide the basis for public understanding of the benefits of a project. Public appreciation
is conducive to garnering fiscal support, to accommodation of project activities by public
agencies, to attracting stakeholder participation in project planning and implementation,
and to commanding respect for the restored ecosystem by local residents.
6. Identify physical site conditions in need of repair. Many ecosystems in need of
restoration are dysfunctional on account of damage to the physical environment, such as
soil compaction, soil erosion, surface water diversion, and impediments to tidal
inundation. The physical environment must be capable of sustaining viable, reproductive
species populations that comprise the biota of the restored ecosystem.
7. Identify stressors in need of regulation or re- initiation. Stressors are recurring
factors in the environment that maintain the integrity of an ecosystem by discouraging the
establishment of what would otherwise be competitive species. Examples are fires,
anoxia caused by flooding or prolonged hydroperiod, periodic drought, salinity shocks
associated with tides and coastal aerosols, freezing temperatures, and unstable substrates
caused by water, wind or gravity as on beaches, dunes, and flood plains. In some
ecosystems, stressors may include sustainable cultural activities, such as the periodic
harvest of biotic resources and the ignition of fires. These should be identified as
stressors of cultural origin.
8. Identify and list the kinds of biotic interventions that are needed. Many
restoration projects require manipulation of the biota, particularly vegetation, to reduce or
eradicate unwanted species and to introduce or augment populations of desirable species.
Invasive non- native species generally require extirpation. Other species, native or non-
native, may be removed if they retard or arrest biotic succession. Species that may need
introduction include mycorrhizal fungi, N -fixing bacteria, other soil microbiota and, in
aquatic environments, benthic infauna (animals that live in sediments). Mobile animals
generally colonize restored habitats spontaneously; however, animal introductions are
sometimes needed. Animals can be enticed to colonize project sites by providing perches
for birds, distributing coarse detritus for small animal cover, preparing a variety of
different substrates in streams as habitat for macroinvertebrates, etc.
9. Identify landscape restrictions. Population demographics of many species at a
project site may be adversely affected by external conditions and activities offsite in the

surrounding landscape. Land and water usage are commonly at fault. Restoration should
not be attempted if the landscape is likely to be heavily compromised.
Restoration of some aquatic ecosystems depends entirely on making ecological
improvements elsewhere in the catchment, and all restoration work is accomplished
offsite. An example of an impact from offsite would be discharge of turbid or polluted
water such as agricultural runoff that reaches a proposed project site. Another example
would be recurrent flooding and consequent sedimentation in a lowland site that was
caused by unrestrained runoff following harvest of montane forest. In this instance,
restoration efforts might be better directed at afforestation (forest recovery) in highlands.
The hydrologic regime in any project site can be altered offsite by dams, drainage
projects, diversions of runoff caused by highways and other public works, and by
impervious surfaces on developed land. Water tables can be depressed gradually by
transpiration following reforestation and can be raised acutely after timber harvest or
after ditches are filled. Fire frequency is reduced by intentional suppression and by
landscape fragmentation that interrupts the cover of flammable vegetation, Fire hazards
develop in the form of dense brush in response to fire suppression. Exotic species
colonization onsite is commonly traced to infestations offsite. The presence or abundance
of birds and other mobile animals in the restored ecosystem depends on the health of
other ecosystems in the landscape that comprise parts of their territories.
Hazards elsewhere in the landscape such as these should be identified and evaluated in
terms of their potential to compromise restoration efforts, and the possibility that they can
be ameliorated should be assessed realistically.
10. Identify project-funding sources. Potential external funding sources should be
listed if internal funding is inadequate.
11, Identify labor sources and equipment needs. Personnel may have to be hired,
volunteers invited, and other labor contracted. Determine the need and availability of
special equipment
12. Identify biotic resource needs and sources. Biotic resources may include seeds,
other plant propagules, nursery-grown planting stocks, and animals for establishment at
the project site. Some stocks are commercially available, Others, such as seeds of native
plants, may have to be collected from other natural areas.
13. Identify the need for securing permits required by government agencies.
Permits may be required for tasks such as the excavation or filling of streams and
wetlands, other earthwork activities, herbicide use, and prescribed burning. Other permits
may be applicable for the protection of endangered species, historic sites, etc.
14. Identify permit specifications, deed restrictions, and other legal constraints.
Zoning regulations and restrictive covenants may preclude certain restoration activities.
Legal restrictions on ingress and egress could prevent the implementation of some
restoration tasks, If the restoration is to be placed under conservation easement, the
timing of the easement must be satisfied and manipulations to the environment may have
to be completed prior to the effective date of the easement. If restoration is to be
0

conducted under contract or as mitigation or mitigation banking, contract conditions and
permit specifications must be compatible with the restoration plan and incorporated into
it. If they are not, negotiations may have to be conducted with the agency in charge.
15. Identify project duration. Project duration can greatly affect project costs.
Short -term restoration projects can be more costly than longer -term projects. The longer
the project, the more the practitioner can rely on natural recovery and volunteer labor to
accomplish specific restoration objectives that are identified below in Guideline #27. In
accelerated restoration programs such as mitigation projects, costly interventions must
substitute for these natural processes.
16. Identify strategies for long -term protection and management. Ecological
restoration is meaningless without reasonable assurance that the project site will be
protected and properly managed into the indefinite future. To the extent possible, threats
to the integrity of a restored ecosystem on privately owned land should be minimized by
mechanisms such as conservation easements or other kinds of zoning. External threats
can be reduced by buffers and binding commitments from neighboring landowners.
Alternatively, the restored ecosystem could be legally transferred to a public resource
agency or non - governmental organization. However, the protection and management of
restored ecosystems on public lands are not guaranteed, and a formal commitment for
that purpose by the responsible agency is desirable.
Prelindisary Tasks
Preliminary tasks are those upon which project planning depends. These tasks form the
foundation for well- conceived restoration designs. Preliminary tasks are fulfilled after the
completion of.conceptual planning and the decision to proceed with the restoration
project.
17. Appoint a restoration practitioner who is in charge of all technical aspects of
restoration. Restoration projects are complex, require the coordination of diverse
activities, and demand numerous decisions owing in part to the complex nature of
ecosystem development. For these reasons, leadership should be vested in a restoration
practitioner who maintains overview of the entire project and who has the authority to act
quickly and decisively to obviate threats to project integrity. Many smaller projects can
be accomplished by a single practitioner who functions in various roles —from project
director and manager to field technician and laborer. Larger projects may require the
appointment of a chief'restoration practitioner who oversees a restoration team that
includes other restoration practitioners. The chief practitioner may delegate specific tasks
but retains the ultimate responsibility for the attainment of objectives.
Ideally, the expertise of the chief practitioner should be solicited by project planners. If
restoration is a subcontract component of a larger project, the chief practitioner should
enjoy equal status with other subcontractors to prevent actions that could complicate
scheduling, compromise restoration quality, and inflate costs. In any event, the chief
practitioner and the project manager should maintain open lines of communication.
7

Practitioner responsibilities are sometimes divided according to the organizational charts
of larger corporations and government bureaus. Pluralistic leadership augments the
potential for errors in project design and implementation. In mitigation projects, agency
personnel become silent co- partners with the chief practitioner when they mandate
particular restoration activities as permit specifications. This practice reduces the chief
practitioner's capacity for flexibility and innovation, including the prompt
implementation of mid - course corrections. The preparation of a written guidance
document, based upon responses to these guidelines, will help promote the judicious
execution of the restoration project in cases of pluralistic leadership.
18. Appoint the restoration team. For larger projects, the chief practitioner may
need the collaboration of other practitioners to supervise labor crews and subcontractors
and also of technical personnel with critical skills and expertise. Collectively, they
comprise the restoration team. It is essential that the responsibilities of each individual
are clearly assigned and that each person be given concomitant authority.
19. Prepare a budget to accommodate the completion of preliminary tasks. The
budget addresses labor and materials and includes funds needed for reporting. It
recommends or specifies a schedule of events.
20. Document existing project site conditions and describe the biota. This
guideline builds on preliminary information in the responses to guidelines #3 and #4 and
is significantly more comprehensive and detailed. Documentation for this guideline
should include a systematic inventory that quantifies the degree of degradation or
damage. Species composition should be determined and species abundance estimated.
The structure of all component communities should be described in sufficient detail to
allow a realistic prediction of the effectiveness of subsequent restoration efforts. Soils,
hydrology, and other aspects of the physical environment should be described. Such
information is critical later in project evaluation, which depends in part upon being able
to contrast the project site before and after restoration.
Properly labeled and archived photographs are essential for documenting any restoration
project. Numerous photos should be taken with care during good photographic conditions
prior to conducting any restoration work. Photographic locations and compass directions
should be recorded, so that before and after photos can be compared. Close -up and wide
angle photos should be included, with some taken from an elevated position as from the
cargo bed of a truck. Videotapes, aerial photographs, and oblique aerial photos from a
low -flying aircraft are helpful.
21. Document the project site history that led to the need for restoration. Site
history that was identified for Guideline #3 is expanded, if necessary, to provide a
comprehensive overview. The years during which impacts occurred should be recorded.
Historical aerial photos that show the pre - disturbance state and that show disturbance
events are helpful.
22. Conduct pre- project monitoring as needed. Often it is useful or requisite to
obtain baseline measurements on such parameters as water quality, groundwater
elevation, and gross metabolism of soil organisms for a year or more prior to initial

project installation. If so, these measurements wil l continue throughout the life of the
project as part of the monitoring program. Unanticipated extremes in data can indicate
problems that might require mid - course correction to prevent the collapse of the project.
Upon project completion, the data are assessed to help evaluate the effectiveness of
restoration.
23. Establish the reference ecosystem or "reference." The reference model
represents the future condition or target on which the restoration is designed and which
will serve later as a basis for project evaluation. The reference can consist of the pre -
disturbance condition if it is known, one or more undisturbed sites with the same type of
ecosystem, descriptions of such sites, or another document, as described in Section 5 of
the SER International Primer. The reference must be sufficiently broad to accommodate
the amplitude of potential endpoints that could reasonably be expected from restoration.
The selection of the reference increases in difficulty in instances where contemporary
constraints and conditions alter the historic trajectory or in other instances where the
bioregion lacks comparative ecosystems of the kind being restored. In extreme cases, the
only concrete reference data may consist of a list of native species that could potentially
contribute to the assembly of an ecosystem with the intended community structure. The
degree to which the reference can serve as a model for a restoration project and for its
evaluation depends on its specificity and its appropriateness, and both can vary widely
among projects. In some projects, the reference can serve almost as a template. In others,
it can only hint at the direction of development.
24. Gather pertinent autecological information for key species. The chief
n practitioner should access whatever knowledge is available regarding the recruitment,
maintenance, and reproduction of key species. If necessary, trials and tests of species
establishment and growth can be conducted by the restoration team prior to project
implementation.
25. Conduct investigations as needed to assess the effectiveness of restoration
methods and strategies. Innovative restoration methods may require testing prior to their
implementation at the project site. Experimental plots or small -scale "pilot projects" may
demonstrate feasibility or reveal weaknesses in restoration design and execution prior to
attempting larger -scale restoration. Pilot projects are particularly useful in attempting the
restoration of a particular kind of ecosystem for the first time in a bioregion.
26. Decide whether ecosystem goals are realistic or whether they need
modification. The selection of realistic goals is crucial. The potential for the achievement
of some goals that were identified during conceptual planning (Guideline #5) may now
appear unrealistic in light of more thorough information generated subsequently. Other
goals could be added. At this time, the project team should reassess the selection of goals
in Guideline #5 and make modifications if warranted.
27. Prepare a list of objectives designed to achieve restoration goals. In order to
achieve restoration goals, explicit actions are undertaken to attain specific end results.
Each end result is called an objective. For example, if the goal is to recover the former
forest ecosystem on land that was converted for the production of row - crops, one
9

objective might be to establish tree cover with a designated species composition and
species abundance at a finite location in that field. In restoration projects that are
conducted under contract, objectives are ordinarily "time certain," meaning that they are
to be done within a specified length of time in order to accommodate project planning,
budgeting, and regulatory concern.
Objectives are subject to precise empirical determination, as will be described in
Guideline #36. Objectives are selected with the anticipation that their completion will
allow the fulfillment of project goals. Goals are less amenable to precise empirical
determination, because they require measurements of innumerable parameters that are
constantly subject to change on account of ecosystem dynamics. For that reason,
objectives are used as indicators of the achievement of goals.
Ecological objectives are realized by manipulating the biota and /or the physical
environment. Some are executed at the beginning of restoration, such as removing a road,
filling a previously excavated canal, or adding organic matter or lime to the soil. Other
objectives require repetitious actions, such as the periodic ignition of prescribed fires or
the removal of recurring invasive species that threaten the establishment of desirable
vegetation. Some objectives may require actions that take place offsite to improve
conditions onsite. The number of ecological objectives for an ecological restoration
project may vary from one to many, depending upon project goals and the degree to
which the ecosystem was degraded or damaged.
Cultural objectives pertain to the realization of cultural project goals. These objectives
may involve publicity campaigns, public celebrations of restoration in progress,
participation of stakeholders and school children in restoration implementation and
monitoring, and other actions that ensure cultural intimacy with ecosystem recovery.
28. Secure permits required by regulatory and zoning authorities. These permits
were identified in guidelines #13 and #14.
29. Establish liaison with interested public agencies. Ecological restoration is
necessarily an endeavor of public concern, even if it is conducted on privately owned
land without public expenditure. A restored ecosystem provides beneficial natural
services well beyond property boundaries. Since restoration generally contributes to
public wellbeing, public agencies that are responsible for natural resource protection and
management should be aware of any restoration projects within their jurisdictions,
regardless of ownership and funding. Upon their recognition, restoration projects can be
afforded protection, favorable publicity, attentive management, or other favorable
accommodation by public agencies. Site tours, websites, newsletters, and press releases
are ways of establishing liaison with public agencies: interagency memoranda can inform
other agencies of restoration projects initiated by a sponsoring agency on public land.
30. Establish liaison with the public and publicize the project. Local residents
automatically become stakeholders in the restoration. They need to know how the
restored ecosystem can benefit them personally. For example, the restoration may attract
ecotourism that will benefit local businesses, or it may serve as an environmental
education venue for local schools. If residents favor the restoration, they wi 11 protect it
10

and vest it with their political support. If they are unaware of the restoration and its public
benefits, they may vandalize or otherwise disrespect it.
31. Arrange for public participation in project planning and implementation to
fulfill cultural goals. Many ecological restoration projects are conducted in technocratic
manner; particularly those that are intended to satisfy contract conditions and permit
stipulations required by public agencies. The public is commonly excluded except at
legally required and sometimes perfunctory public hearings. Restoration is planned,
implemented, and monitored by trained professionals without the assistance of volunteers
from the public who may be perceived as liability risks for insurance purposes and who
could complicate scheduling and supervision. Public participation could increase project
costs and threaten timely project completion. However, the exclusion of the public can
cause other problems such as those mentioned in Guideline 430. Public agencies should
consider incentives for the restoration team to incorporate local residents and other
stakeholders in all phases of project work. By doing so, the public will develop a feeling
of ownership, and participants may assume a stewardship role for the completed project.
32. Install roads and other infrastructure needed to facilitate project
implementation. Ordinarily, restoration projects remove roads and other infrastructure.
However, improvements or new construction may be necessary to provide access to
project sites or otherwise facilitate project implementation and maintenance. For instance,
infrastructure improvement could reduce down time, improve safety, create opportunities
for public relations tours, reduce trafficking through sensitive habitats, and discourage
erosion from surface runoff on exposed land. Haul roads, staging areas, and fire lanes
should be constructed as needed. To the extent possible, infrastructure should be removed
in a subsequent task during project implementation.
33. Engage and train personnel who will supervise and conduct project
implementation tasks. Project personnel who tack restoration experience or knowledge
of particular methods will benefit from attending workshops and conferences that provide
background information. Otherwise, the chief practitioner should provide or arrange for
training. Ideally, everyone who engages in the restoration, including laborers, should be
briefed on project goals and objectives.
Implementation Planning
Implementation plans describe the tasks that will be performed to realize project
objectives. These tasks collectively comprise the project design. The care and
thoroughness with which implementation planning is conducted will be reflected by how
aptly implementation tasks are executed.
34. Describe the interventions that will be implemented to attain each objective.
The chief practitioner designates and describes all actions, treatments, and manipulations
needed to accomplish each objective listed in Guideline #27. For example, if the
objective is to establish tree cover with a designated species composition and species
abundance on former cropland, one intervention could be to plant sapling trees of the
designated species at specified densities.

Restoration projects should be designed to reduce the need for mid - course corrections
that inflate costs and cause delays. In that regard, special care should be given to the
design of site preparation activities that precede the introduction of biotic resources. Once
biotic resources are introduced, it may become exceedingly difficult and expensive to
repair dysfunctional aspects of the physical environment on account of inadequate site
preparation.
Some restoration interventions require aftercare or continuing periodic maintenance after
initial implementation. These tasks are predictable and can be written into the
implementation plans under their respective objectives. Examples of maintenance tasks
include the repair of erosion on freshly graded land and the removal of competitive weeds
and vines from around young plantings.
35. Acknowledge the role of passive restoration. Commonly, some but not all
aspects of an ecosystem require intentional intervention to accomplish restoration. For
example, if a correction to the physical environment is all that would be needed to initiate
the recovery of the biota, then the practitioner would limit restoration activities to making
that correction. To ensure that all aspects of ecosystem recovery have been considered,
the restoration plan should acknowledge those attributes that are expected to develop
passively without intervention. In the example, the practitioner would state that no
manipulations were needed for the recovery of the biota.
Realize that ecological restoration is an intentional process that involves at least modest
intervention on the part of a practitioner. If recovery occurs without any intervention, it
should be called natural reestablishment or designated by another term besides
ecological restoration.
35. Prepare performance standards and monitoring protocols to measure the
attainment of each objective. A performance standard (also called a design criterion or
success criterion) is a specific state of ecosystem recovery that indicates or demonstrates
that an objective has been attained. For example, if the objective is to reestablish tree
cover with a particular species composition and abundance on former cropland (as stated
in the example for Guideline #27) and an intervention to realize that objective is to plant
tree saplings of particular species at specified densities (as stated in the example for
Guideline #34), then a plausible performance standard would be the establishment of a
young forest that contained certain species of trees with minimal thresholds for tree
species density, tree height, and collective canopy closure within a specified timeframe.
Another potential example of performance standards would be the attainment of a
threshold percentage of herbaceous vegetative cover in a seeded area within a given
timeframe.
Satisfaction of some performance standards can be attained by a single observation —for
example, to determine whether a canal has been filled. Other performance standards
require a series of monitoring events to document trends towards the attainment of a
specified numeric threshold for a physical parameter or for a particular level of plant
abundance or growth.
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Performance standards require careful selection so as to engender confidence in their
power to measure.the attainment of an objective. Otherwise, the objectivity of the
performance standard may be biased by the initial results of implementation.
Monitoring protocols should be geared specifically to performance standards. Other
monitoring generates extraneous information and inflates project costs. Monitoring
protocols should be selected that allow data to be gathered with relative ease, thereby
reducing monitoring costs. When a monitoring protocol is selected, a procedure for the
analysis of monitoring data should be specified. For example, a statistical procedure
could be designated —and a confidence interval stipulated —for determining significant
differences.
Performance standards are of particular utility in restoration projects that are conducted
by contractors or that are required to satisfy permit conditions. The attainment of
performance standards represents hard evidence that objectives have been met, that
contractors can be paid, and that permit holders can be released from regulatory liability.
Conversely, non - attainment demonstrates non - compliance that can lead to enforcement
actions and legal sanctions.
In a less technocratic context, the need for inclusion of performance standards in a
restoration project diminishes. In smaller, less complex projects, or in projects where
time of completion is not an issue, performance standards need not be specified. Instead,
an ecological evaluation can be substituted in accord with Guideline #49.
37. Schedule the tasks needed to fulfill each objective. Scheduling can be complex.
Some interventions can be accomplished concurrently and others must be done
sequentially. Planted nursery stock may have to be contract -grown for months or longer
in advance of planting and must be delivered in prime condition. If planting is delayed,
planting stocks may become root -bound and worthless. If direct seeding is prescribed,
seed collecting sites will have to be identified. The seed must be collected when ripe and
possibly stored and pre - treated. Site preparation for terrestrial systems should not be
scheduled when conditions are unsuitable. For example, soil manipulations cannot be
accomplished if flooding is likely, and prescribed burning must be planned and
conducted in accordance with applicable fire codes. The temporary unavailability of labor
and equipment can further complicate scheduling. Workdays may have to be shortened
for safety during especially hot weather and in lightning storms. Wet weather may cause
equipment to become mired. Schedules should reflect these eventualities.
Tasks for most objectives are implemented within a year or two. Some tasks may have to
be delayed. For example, the re- introduction of plants and animals that require
specialized habitat requirements may have to be postponed several years until habitat
conditions aecome suitable.
38. Obtain equipment, supplies, and biotic resources. Only appropriate items
should be procured. For example, machinery should be selected that does not compact the
soil inordinately or damage it when making turns. Degradable materials such as organic
mulch are generally preferable to persistent ones such as plastic ground covers. Nursery-
grown plants should be accepted only in peak condition, and their potting soil should
13

consist of all natural materials. Care should be taken to ensure that regional ecotypes of
biotic resources are obtained to increase the chances for genetic fitness and to prevent
introduction of poorly adapted ecotypes. However, a wider selection of ecotypes and
species may be advantageous in order to pre -adapt the biota at project sites undergoing
environmental change. Nurseries sometimes supply superior trees that have been selected
for timber quality. These may have to be inter - planted with "inferior" stock to facilitate
ecosystem processes other than fiber production. For instance, deformed trees may be
valuable for their wildlife cavities. Named cultivars and hybrids are unacceptable other
than as temporary cover or nurse crops, because they do not represent natural species or
taxa.
39. Prepare a budget for implementation tasks, maintenance events, and
contingencies. Budgeting for planned implementation tasks is obvious. However,
budgeting for unknown contingencies is equally important. No restoration project has
ever been accomplished exactly as it was planned. Restoration is a multivariate
undertaking, and it is impossible to account for all eventualities. Examples of
contingencies are severe weather events, depredations of deer and other herbivores on a
freshly planted site, colonization by invasive species, vandalism, and unanticipated land
use activities elsewhere in the landscape that impact the project site. The need to make at
least some repairs is-a near certainty. Generally, the cost of repair increases in relation to
the time it takes to respond after its need is discovered. For these reasons, contingency
funds should be budgeted for availability on short notice.
Implementation Tasks
Project implementation fulfills implementation plans. If planning was thorough and
supervision is adequate, implementation can proceed smoothly and within budget.
40. Mark boundaries and work areas. The project site should be staked or marked
conspicuously in the field, so that labor crews know exactly where to work.
41. Install permanent monitoring fixtures. The ends of transect lines, photographic
stations, bench marks, and other locations that will be used periodically for monitoring
are staked or otherwise marked on -site and, if possible, identified with GPS coordinates.
Staff gauges, piezometer wells, or other specified monitoring equipment is installed,
marked, and their locations identified with GPS coordinates.
42. Implement restoration tasks. Restoration tasks were identified in Guideline #34,
and these are now implemented to fulfill the ecological restoration objectives. The chief
practitioner supervises project implementation or delegates supervision to project team
members. Responsibility for proper implementation generally should not be entrusted to
subcontractors, volunteers, and labors crews who are doing the work. The cost of
retrofitting exceeds the cost of appropriate supervision.
Post- implementation Tasks
The attainment of objectives may depend as much on aftercare as it does to the care given
to the execution of implementation tasks. The importance of post- implementation work
cannot be overemphasized.
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43. Protect the project site against vandals and herbivory. Security of the project
site should be reviewed following project implementation. Vandalism may include
youths who use project sites for recreational activities (e.g., camp fires, dirt bike riding).
Grazing animals include domestic livestock, feral swine, deer, elephants, geese, nutria
and many others. Beaver can destroy a newly planted site by plugging streams and
culverts. Nuisance animals may require trapping and relocation or the construction of
fenced exclosures.
44. Perform post - implementation maintenance. Conduct any maintenance
activities that were described in Guideline #34.
45. Reconnoiter the project site regularly to identify needs for mid - course
corrections, The chief practitioner needs to inspect the project site frequently,
particularly during the first year or two following an intervention, to schedule
maintenance and to react promptly to contingencies.
46. Perform monitoring as required to document the attainment of performance
standards. Monitoring and the reporting of monitoring data are expensive. For that
reason, monitoring should not be required until the data will be meaningful for decision -
making. Regular reconnaissance (Guideline #45) may negate the need for frequent
monitoring. Not all monitoring can be postponed. Some factors, such as water elevations
and water quality parameters, are usually measured on a regular schedule to provide
interpretable data. Sometimes monitoring is required to document survival of planting
stock. A more effective substitute would be to require the replacement of stock that did
not survive in lieu of monitoring.
(
47. Implement adaptive management procedures as needed. Adaptive
management as a restoration strategy is highly recommended, if not essential, because
what happens in one phase of project work can alter what was planned for the next phase.
A restoration plan must contain built -in flexibility to facilitate alternative actions for '
addressing underperformance relative to objectives. The rationale for initiating adaptive
management should be well documented by monitoring data or other observations. The
project manager should realize that restoration objectives may never be realized for
reasons that lie beyond the control of the chief practitioner. If so, then new goals
(Guideline #5) and objectives (Guideline #27) may have to be substituted to ensure the
recovery of a functional, intact, and otherwise whole ecosystem.
Evaluation and Publicity
Assessments are conducted to ensure the satisfaction of project objectives and goals. The
project is publicized for public and technical consumption.
48. Assess monitoring data to determine whether performance standards are
met and project objectives are attained. The results of data analysis should be
documented in writing. If performance standards are.not met within a reasonable period
of time, refer to Guideline #47. Guideline #48 is ignored for smaller projects for which
no performance standards were specified in Guideline #36.
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Howell Woods Mission Statement
The Mission of the Rudolph Howell 'no va-vir-onmental Center- 04 ell
-PQ and
A— -T --rofiffien4_1 -sue, -..-
-esourees3�� W-S - of the
eonseFvation, preseffati and s Hatulval r-esourees-.
The Mission of the Rudolph Howell and Son Environmental Learning Center (Howell
Woods) is to provide i-ovide low impact outdoor educational and, recreational
P
opportunities, promote sustainable use of natural -resources on, the property through
adaptive resource , inenti foster understanding of impo'etAnt environmental
issues, and concepts, and enhance citizens' awareness and appreciation of the
conservation, preservation, and restoration of North Carolina's natural resources.
Howell Woods Objectives
4. Provide lo, ' '' ' ' t ut
� ' d recreational and educational opportunities fDr- all
w -im"pac o.
in teFes- te -I- audienees-.
5. Provide a site suitable for scientific research and natural resource management
training by staff-Ahd outside partners via, demonstratittg sustainable resource
management practices.
6. Provide - site '- eenvere-e-I whi-eh
6. Provide a destination with "a. tranquil environmental setting for families, groups and
Organizations.
7. Use nvirionl mentally sjjst�jrjjbje 1 `racticcs�wkcuevcr pos'sible.