THE CALDWELL COUNTY COMPREHENSIVE LAND ...ccgov.s3.amazonaws.com/documents/55dc79c3ab371.pdfThe...

A DELIBERATE FUTURE: THE CALDWELL COUNTY COMPREHENSIVE

LAND DEVELOPMENT PLAN

FINAL DRAFT

ADOPTED MAY 7, 2007

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AA DDEELLIIBBEERRAATTEE FFUUTTUURREE:: TTHHEE CCAALLDDWWEELLLL CCOOUUNNTTYY CCOOMMPPRREEHHEENNSSIIVVEE LLAANNDD

DDEEVVEELLOOPPMMEENNTT PPLLAANN

PPrreeppaarreedd ffoorr:: Caldwell County Citizenry

Caldwell County Commissioners

Caldwell County Planning Board

PPrreeppaarreedd bbyy:: Eric Woolridge, Caldwell County Senior Planner

Randy Feierabend, Caldwell County Planning Director

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TABLE OF CONTENTS

Part 1: Introduction 4

1.1 Purpose 5

1.2 Planning Process 6

1.3 Organization 6

Part 2: County Profile and Trends 9

2.1 Population 10

2.2 Education 13

2.3 Economy 14

2.4 Housing 16

2.5 Natural Resources 17

2.6 Cultural and Historic Resources 18

2.8 Community Facilities 24

Part 3: Planning Elements 28

3.1 Land Use 29

(A) Residential Development 34

(B) Commercial Development 45

(C) Industrial Development 47

3.2 Economic Development 48

(A) Traditional Manufacturing 48

(B) Retail & Commercial 49

(C) Housing 50

(D) Tourism 50

3.3 Environment 53

(A) Water Quality 53

(B) Solid Waste 56

(C) Air Quality 57

3.4 Transportation 60

3.5 Recreation 64

(A) Recreation Assets 64

(B) Recreation Goals 68

(C) Recreation Initiatives 69

* * * *

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PART 1

INTRODUCTION

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PART 1: INTRODUCTION

PURPOSE The purpose of the Caldwell County Comprehensive Land Development Plan is to ensure

that Caldwell County continues to be a great place to live, work, and play. Through this

planning effort it has become apparent that Caldwell County leadership and citizens

desire growth that respects the unique character of our communities, uncommon

mountains and rivers, and our cultural heritage, while respecting the rights of private

property owners. It is inevitable that Caldwell County will continue to grow and change,

but the nature of this change is the responsibility of county residents and leadership.

This plan provides a basis for decision-making; will assist with problem-solving and

policy development; establish priorities for government projects; and serve as a guide for

future growth and development. Ultimately, this plan will further the mission of Caldwell

County:

It is the mission of Caldwell County government, led by its Commissioners and

supported by all of its employees, to provide all residents of Caldwell County:

SERVICES that are basic and necessary, equal economic and educational

opportunities, and a decent quality of life

GOVERNANCE that is efficient, equitable, and productive

STEWARDSHIP of all county natural, financial, and human resources,

that is stable and beneficial to all, and

LEADERSHIP that is visionary and proactive in ever-changing state,

national, and global arenas.

Caldwell County’s Mission will secure the County’s rightful place in the 21st

Century "Information Age" by building a sustainable community in partnership

with our municipalities. We will fulfill this plan by:

Providing and supporting an education system which will produce a suitably

trained and educated work force with the development of the Career Center

High School, Early College High School, and the Appalachian State

University Center on the Caldwell Community College & Technical Institute

campus. This educational system creates a more seamless delivery to students

of all ages. Caldwell County strongly endorses a more rigorous and relevant

curriculum that forms the foundation on which we

Develop a stable and viable economy of industry, retail, and commerce by

utilizing our Economic Development Grant Program. The County

acknowledges the challenges of a knowledge-based economy which requires a

strong leadership role in all potential economic development projects that will

Support job retention and job creation through diversification in new and

expanding businesses such that Caldwell County citizens can realize the

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“American Dream”. The American Dream not only includes home ownership

but also a clean and green environment. Development of a bio-

mass/alternative fuel initiative will improve the quality of air while the

construction of a water reservoir in the Yadkin River Valley will provide a

greater abundance of clean water.

PLANNING PROCESS The Caldwell County Comprehensive Plan is the culmination of five small-area,

community based planning initiatives. These five planning areas include: Yadkin Valley,

Kings Creek, Dudley Shoals/Grace Chapel, Baton, and Collettsville (Map 1: Planning

Areas, page 7). From 2000-2005 community plans were developed for each of these

areas. At the core of the small-area community plans is public participation. This process

has resulted in a greater understanding of citizen concerns and desires regarding future

growth and development in Caldwell County. The five community plans are a greater

extension of this plan and provide additional detail and

background on citizen developed goals and initiatives

for these specific communities. The Comprehensive

Plan is an expression of the common ground among all

of the community plans and echoes a desire by the

Caldwell County citizenry to have a deliberate future.

This planning process has served as an introduction to

planning for many county residents. Planning is about

vision and realizing that great communities do not

happen by accident. A Deliberate Future is about being

proactive and making positive change through

community consensus. It is difficult to face change and

an uncertain future. Hence, dialogue about issues such

as growth and development, taxes, and education is

often intense. However, many citizens have spent

numerous evenings away from their families to work on

developing a vision for Caldwell County. Caldwell

County deeply appreciates your time and commitment.

ORGANIZATION OF THE PLAN The Comprehensive Plan is comprised of the following sections:

Chapter 1.0: Introduction describes the purpose and process for developing the

Comprehensive Plan.

Chapter 2.0: County Profile provides an overview of Caldwell County

demographics and community assets. This chapter statistically evaluates Caldwell

County’s population, education, and economic condition, and strives to answer

some fundamental questions: How are we changing? What will be the population

A work group at the Yadkin

Valley Town Meeting

8

makeup of Caldwell County in 2020? What are our community assets that we need to

protect or leverage for economic development?

Chapter 3.0: Planning Elements is the heart of the plan and outlines current

initiatives and/or recommended goals and policies for each of the following

subject areas on a county-wide basis:

1) Land Use (pg. 29)

2) Economic Development (pg. 48)

3) Environment (pg. 53)

4) Transportation (pg. 60)

5) Recreation (pg. 64)

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PART 2

COUNTY PROFILE AND TRENDS

Purpose The purpose of this section is to concisely:

1. Describe the demographic and physical profile of Caldwell County

2. Describe present patterns and trends relevant to land development in Caldwell

County

3. Establish a foundation for sound decision-making and further realizing the

Caldwell County Mission

Organization This section has seven parts:

1. Population

2. Education

3. Economy

4. Housing

5. Natural Resources

6. Historical and Cultural Resources

7. Community facilities

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Population

From 1990 – 2000 Caldwell County’s population grew by nearly 10%. 77,454

persons were counted for the 2000 census. Steady growth during this period was the

result of a strong manufacture-based economy and the growing Hickory area, for which

southern Caldwell County has traditionally served as a bedroom community1.

The U.S. Census projects that the Caldwell County population will grow by 7% from

2000 – 2010 and by 6% from 2010 – 2020.

With the unraveling of the regional furniture

manufacturing industry there is concern for

population loss. However, the Caldwell

Community College is finding many former

furniture industry workers are filling their

classrooms. Also, growing industries, such as

the construction industry, are certain draw a

percentage of those who have experienced job

loss.

New demand for retirement and second-home

communities is certain to increase the

population in Caldwell County. At the

present time over 10,000 acres of large-tract land is being courted for residential

development (See Map 2: New Residential Development, page 11). The average

development is over 1,400 acres. Home construction in these large developments will

take place throughout the next 15 years. Interest in Caldwell County’s large landholdings

is expected to continue. There are 20 properties over 500 acres and 50 properties between

200-500 acres located throughout the county.

Caldwell County has many favorable characteristics suitable for retirement/second

home development, including nearly 50,000 acres of National Forest, a clean

environment, good weather, and reasonable land prices.

With drastic transitions in local industry and residential development, it is difficult to

project Caldwell County’s future population, but Caldwell County does anticipate

between 7% and 10% population growth in the next 15 years.

1 Discussed further in Housing section, pg. 16

A “view lot” in the Heartwood Forest development

located in the Collettsville Planning Sector

12

Age Composition Caldwell County’s

population will continue

to be made up of a

greater percentage of

those 55 and older

(Figure 1). This

projection supports

local residential

development trends and

national demographic

trends (baby boomers

are retiring). It is

expected that this

growing population

will be affluent and

well educated.

Racial Composition The Census Bureau uses the three categories, white, black, and other to classify race

(Figure 2). According to 2000 Census information, the majority of the Caldwell County

population is white (91.35%). Only 18 other counties in the state have a higher

percentage of whites. Blacks make up approximately 5.51% and those classified as other

make up approximately 2.51% (Figure 5).

Figure 2. Racial Composition and Projections 1990 – 2010 (Data Pamphlet, 2004) Numbers in parenthesis are the ranking of Caldwell County among all 100 Counties in NC.

The striking element within the racial composition of Caldwell County is the changes

associated with those classified other. In 1990 there were approximately 520 persons

given this classification, while in 2000 the Census estimates 2,440 persons – a 469%

increase. Because of changes in national and state Hispanic populations, one can assume

that the other category most closely relates to this population. It is believed that

Hispanics have been undercounted in the census information.

1990 2000 2010

White 93.78% (19) 91.35% (19) 88.93% (19)

Black 5.48% (79) 5.51% (77) 5.87% (75)

Other 0.45% (84) 2.51% (59) 4.24% (60)

0

10,000

20,000

30,000

40,000

50,000

1970 1980 1990 2000 2010 2020

Year

Po

pu

lati

on

Age 0 - 19

Age 20 - 54

Age 55 +

Figure 1. Population Change in Select Population Groupings

(Data Pamphlet, 2004)

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Education

There is a tremendous focus on education by Caldwell County leadership. With the

decline of the furniture manufacturing industry and an increasingly competitive

workforce, Caldwell County is striving to create educational opportunities for those

desiring to start their first career or make a significant career change. The direction of

education in Caldwell County is highlighted in portions of the Caldwell County mission

statement:

…providing and supporting an education

system which will produce a suitably

trained and educated work force with the

development of the Career Center High

School, Early College High School, and

the Appalachian State University Center

on the Caldwell Community College &

Technical Institute campus.

The Early College High School and Career

Center High School, which are both located on

the campus Caldwell Community College &

Technical Institute, allow for Caldwell County

high school students to begin earning college credits.

Also, there is a growing university presence within the county and region. The ASU

Center for teaching is in Caldwell County, the Allied Health Center is in Burke

County, and the NC Center for Engineering Technologies is in Catawba County.

These programs will provide unprecedented advanced educational opportunities for

Caldwell County.

Education trends for Caldwell County illustrate steady increases in high school

graduation (Figure 3). However, the intent of county leadership is to move the Caldwell

County student well

beyond the high

school diploma.

Relevant and

practical skill

development is

the threshold

with degree

attainment the

ultimate goal.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

1970 1980 1990 2000

Year

Per

centa

ge Not Completing High

School

Completing High

School Only

Completing 4 years

of College or More

Figure 3. Education Attainment (Data Pamphlet, 2004)

Faye A. Broyhill ASU Center at Caldwell

Community College & Technical Institute

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Economy

During the late 90’s and early this decade Caldwell County enjoyed steady growth and

low unemployment with a thriving furniture manufacturing industry base. In many ways

the furniture industry solely carried the economic condition of the county.

Manufacturing makes

up nearly ½ of the

Caldwell County

economy (Figure 4),

and has naturally

driven other economic

sectors.

Rather than

maintaining a

diversity of

manufacturing

industry, Caldwell

County has

traditionally been

dependent upon the

furniture industry,

which since 2003, has

seen the loss of over

5,000 jobs.

This trend in furniture

manufacturing is

expected to continue so Caldwell County must look to diverse the local economy and

leverage community assets to recruit new industry.

Caldwell County’s economy is presently in transition. Some trend factors include:

Land development and housing construction is strong and on a drastic rise

Caldwell County and Lenoir is recruiting new industry that desires

infrastructure, location, and quality of life for employees

The Caldwell Community College & Technical Institute is reputable,

growing, and will provide skill development for a transitioning economy

The revitalization of Downtown Lenoir is proving resilient

The improved Highway 321 corridor continues to bring greater access to

Caldwell County

Manufacturing

46%Retail Trade

9%

Services

15%

Construction

6%

Agricultural Services

and other

0.4%Mining

0.1%Government

Earnings

11%

Transportation and

Public Utilities

5%

Wholesale Trade

3%

FIR

2%

Farm Earnings

3%

Figure 4. Caldwell County Economic Sectors (Data Pamphlet, 2004)

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The Foothills Regional Airport will continue to grow and provide a greater

economic impact for the county and region

Caldwell County must provide a greater level of retail services

See Economic Development Planning Element, page 48

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Housing

A drastic housing boom took place in southern portions of Caldwell County from 1999 –

2002. New housing during this period is associated with low unemployment, a strong job

market, and a growing City of Hickory. New manufactured home developments and other

high density developments drastically changed community character, increased traffic,

and increased school enrollment. A less robust local economy has resulted in a slow

down of this form of housing development, but as the local economy, including the City

of Hickory, transitions, land development in southern Caldwell County will increase

again.

Although many new developments have spawned along the Lake Hickory and Lake

Rhodhiss, it is northern Caldwell County, which is part of the highly demanded

“east slope” of the Appalachian Mountains, that is experiencing unprecedented

growth and land development. This growth is not dependent upon the success of the

local economy, but upon increasing demand from the baby boomer generation for

retirement and second-homes.

Current housing value figures indicate that Caldwell County has a higher percentage of

housing valued below $100,000 and a lower percentage of housing valued above

$100,000 than the rest of North Carolina (Figure 5). There is ample affordable housing

in Caldwell County.

Based on 2004 – 2006 subdivision and home construction activity, the Caldwell

County Planning Department predicts the percentage of housing valued above

$250,000 in Caldwell County will increase dramatically over the next 10 – 15 years.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

LT $24

,999

$25,

000-

$49,

999

$50,

000-

$99,

999

$100

,000

-$14

9,99

9

$150

,000

-$19

9,99

9

$200

,000

-$29

9,99

9

$300

,000

-$39

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9

$400

,000

-$49

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9

$500

,000

-$99

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9

ET/GT $

1,00

0,00

0

Value (in dollars)

Per

cen

tag

e Caldwell County

Percentage

NC Percentage

Figure 5. Comparative Home Value (US Census, 2000)

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Natural Resources

Caldwell County has an abundance of natural resources that must be considered with the

planning of future growth and land development. It is important that we protect our

natural resources and environment to

ensure quality of life and recreational

opportunity. These resources can’t ever

be outsourced or duplicated overseas!

This section has two major parts: public

lands and water resources.

Public Lands Caldwell County has two significant public

land areas: Pisgah National Forest and

Buffalo Game Land (Map 3: Public Land,

pg. 18).

Pisgah National Forest

The Pisgah National Forest is composed of 506,920 total acres, 49,416 of which are

located within Caldwell County. Highlights of this area include:

Wilson Creek, a National Wild & Scenic River

Boone Fork Campground

Mountains to Sea Trail System

Harper Creek Falls

Close proximity to the Collettsville Community

Significant improvement to the Wilson Creek Gorge continues to establish this area as a

greater regional destination. Improved parking, bathroom facilities, and a new Visitor

Center provides visitors with greater access and knowledge of recreational opportunities.

Caldwell County will continue to work with the Forest Service to improve and expand

recreational opportunity in the Pisgah area. With increased recreational use of the Wilson

Creek area and increased housing development around Pisgah National Forest, the county

expects a greater demand for goods, services, and small business in the Collettsville

community.

Buffalo Gameland

In the Yadkin Valley, the North Carolina Wildlife Management has purchased over 5,000

acres dedicated as the Buffalo Gameland. This land is managed primarily as a preserve.

The county has entered discussions with NC Wildlife regarding recreation development

opportunities for the gameland. However, NC Wildlife’s intention is to keep this land

primitive and there are no facilities or trail systems planned at this time.

Wilson Creek Visitor Center

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Water Resources Water quantity and water quality is vital for a healthy and prosperous Caldwell

County.

Catawba River

The Catawba River watershed is the largest basin in the county and consists of many

streams and tributaries, including Wilson Creek, Johns River, Lower Creek, and

Gunpowder Creek. As a supplier of county water, the health of this drainage basin is

essential. A healthy Catawba watershed means less stormwater pollution and erosion, less

sediment in our streams and lakes, and ample vegetation along streams. The result is less

cost associated with water treatment, a cleaner environment, greater recreation

opportunities, and quality of life for future generations. Of particular concern is Lake

Rhodhiss, which is considered “impaired” by the Division of Water Quality. This status

is the result of poor stormwater management controls and land development practices

within the Lower Creek watershed. Caldwell County must be proactive and improve

land development and stormwater management practices throughout the entire

county.

Yadkin River

The Yadkin River watershed covers about ¼ of Caldwell County’s northeast quadrant.

Water quality is good, but not superior in the Yadkin River. Modest commercial activity,

farming, and extensive plant nursery operations in this basin do impact water quality.

Increased awareness of water quality measures, such as stream bank vegetation and the

fencing out of livestock will improve the resource.

The Yadkin basin is partially served by county water, but in an effort to increase the

availability of public water and prepare for future growth, Caldwell County is

pursuing the construction of a reservoir on the Donahue Creek, a tributary of the

Yadkin River. This reservoir will have the ability to provide 6 million gallons of

water per day. Expected completion for this project is 2012. In addition, the Yadkin

Valley Reservoir has tremendous potential to provide revenue to Caldwell County

via the water bottling industry.

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Cultural and Historical Resources

On January 11, 1841 the North Carolina Legislature created Caldwell County from

portions of Wilkes and Burke Counties. Before and after its creation Caldwell County

has been the site of numerous cultural and historical events. As a portion of this plan

Caldwell County has inventoried and taken into account sites of cultural significance.

Cultural Resources From the Appalachian Mountains in the north to the Catawba River in the south, an

abundance of cultural resources are contained within the borders of Caldwell County.

This section provides a brief description of the county’s most significant cultural

resources.

Furniture

The county has been the home for many of the finest brands of furniture. The Furniture

Industry has called Caldwell County home for over a century, and people from all over

the state, country, and world come to Caldwell County to shop for furniture.

While the furniture manufacturing industry continues to struggle, there is still a strong

furniture retail business in Caldwell County, especially along Highway 321. This corridor

will continue as a great tool for sustaining the furniture retail industry.

Appalachian Mountains

In the north, Caldwell County protrudes into the

Appalachian Mountain chain which traverses the

eastern seaboard of the United States. From 5,964

feet at Grandfather Mountain to 900 feet at the

Catawba River, Caldwell County boasts of the

most significant elevation drop of any county in

North Carolina.

The Appalachians offer scenic vistas and magnificent

displays of natural beauty. The Blue Ridge Parkway

and the Appalachians draws thousands of tourists to the county each year. Both county

residents and tourists enjoy hiking, camping, fishing, and an assortment of similar

activities offered by the Appalachians.

Catawba River

The southern boundary of Caldwell County is traversed by the Catawba River as it flows

south and eastward towards the Atlantic Ocean. During the early 20th century a series of

dams were installed along the river to create hydroelectric power. The installation of the

dams created a chain of lakes which provide water resources to major population centers

in central North Carolina.

Today county residents and tourists use the Catawba for a variety of water-based

activities. Freshwater fishing, boating, and waterskiing are only a few of the opportunities

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provided by the Catawba. Also, the Catawba River provides potable water to county

residents. The protection of this water resource and the tributaries that feed it is critical.

Historical Resources Even prior to its creation, the geographic area now consisting of Caldwell County has

been the site of many events and sites of historical significance. Numerous Revolutionary

and Civil War era events and sites are located within the borders of Caldwell County.

Fort Defiance, which is on the National Register of Historical Sites, is the home of

General William Lenoir who served the colonial military during the Revolutionary War.

In the northwestern part of Caldwell County the once incorporated community of

Mortimer housed a bustling timber industry. Massive floods during the early 20th

Century

drove much of the population and commerce southward toward Lenoir.

Caldwell County has identified each of the historically significant sites within its borders.

A number of these sites are listed on the National Register of Historic Sites, but the vast

majority of the sites are considered locally significant by the Caldwell County Historical

Society. Figure 6 outlines the sites that have been identified by the Caldwell County

Historical Society. An asterisk identifies sites listed on the National Register of Historic

Sites. The most concentrated area of historic places is within the Yadkin Valley Planning

Sector (Map 4: Historic Assets of the Yadkin Valley, pg. 22).

Figure 6. Caldwell County’s Historic Sites

Site Location

*Caldwell Co. Courthouse Main Street Lenoir

*Edmund W. Jones House 3110 Indian Grave Road

*Fort Defiance 4551 Fort Defiance Drive

*Green Park Inn U.S. 321 in Blowing Rock

*Lenoir High School 100 Willow St., Lenoir

*William Hagler House 5812 Tom Dula Road

A.G. Corpening House Union grove Road, Lenoir

Balckstone Post Office Hwy 268

C.M. Rader House Valley View Circle, Lenoir

Cedar Valley Methodist Church Cedar Valley Church Road, Lenoir

*Chapel of Rest and Cemetery Hwy 268

Collettsville Post Office Collettsville Road

Corpening-Suddreth House Calico Road

Edgemont Baptist Church Edgemont Church Place

Finley Smith Farm Union Grove Road

Grandin Baptist Church Howell Farm Road

Grandin Boarding House Howell Farm Road

Grandin Lumber Mill Howell Farm Road

Harper Chapel Methodist Church Hwy 268

Hartland Academy Playmore Beach Road, Morganton

James Collett House Adako Road, Collettsville

22

John Eli Corpening House Calico Road, Lenoir

John L. Jones House Grandin Road

Karl P. Thorneburg House Main Street, Hudson

Kings Creek School N.C. 18

Krouch House Main Street, Hudson

Leonard B. Estes Farm Collettsville Road

Lingle School Pine Mountain Road

Littlejohn United Methodist Church Littlejohn Church Road, Lenoir

Lower Creek Academy Helton Hartley Place

Magruder Hill Tuttle House Tuttle Lane, Lenoir

*Mariah’s Chapel Grandin Road

McCaleb Coffey House Lenoir

*Patterson School HWY 268

Rhodes House Adako Road, Collettsville

Rhodhiss Dam & Power Plant Duke Power Road, Rhodhiss

Rhodhiss Mill House Church Street, Rhodhiss

Riley T. Greer House Hwy 268

St. John’s Lutheran Church Central Street, Hudson

Thomas Hoover House N.C. 18

William Dickson House Glass Road, Lenoir

24

Community Facilities

This section has five parts: 1) public water, 2) public sewer, 3) waste disposal, 4) fire

services, and 5) law enforcement facilities. It is important to understand development

patterns and ensure adequate community facilities are developed for growth.

Public Water Facilities Caldwell County’s water distribution network consists of three separate water systems;

the North System in the U.S. 321N-Patterson area, the West System in the Gamewell-

Collettsville area, and the Southeast System in the Kings Creek-Oak Hill-Dudley Shoals-

Grace Chapel area. This system consists of more than 350 miles of water mains and

provides service to approximately 80% of the county (Map #5: Public Water

System, pg. 25).

Caldwell County is currently in the preliminary stages of constructing a water supply

reservoir in the Upper Yadkin River Basin. Upon completion in 2012, the reservoir will

provide 6 million gallons of potable water per day.

The City of Lenoir owns and operates its own water system and treats water drawn from

Lake Rhodhiss at its treatment facility

located on Waterworks Road. This facility

has the capacity to produce as much as 12

million gallons per day. The water system

currently produces an average daily flow

of approximately 7 million gallons per

day, or 60% of its total capacity. The City

of Lenoir currently distributes potable

water through approximately 200 miles of

lines.

The City of Lenoir also maintains the

water system for the Town of Gamewell.

The water lines located within the Town of

Sawmills are maintained by the Town of Sawmills, but receive potable water from the

system owned by the City of Lenoir. The City of Lenoir recently obtained the water

system which services the Town of Husdon.

The Town of Granite Falls also owns and operates a potable water treatment facility,

which is located on Lakeside Avenue and draws and treats water from Lake Rhodhiss.

The facility has the capability to produce 2.8 million gallons of potable water per day.

The facility currently produces an average of 1.4 million gallons of wastewater per day,

or 50% of its total capacity. The Town of Granite Falls distributes potable water through

approximately 56 miles of lines.

Lenoir water treatment facility on Lake Rhodhiss

25

(Map #5: Public Water)

Currently being updated by GIS and the Water Dept.

26

Public Sewer Systems (Wastewater) The City of Lenoir operates a wastewater system consisting of approximately 173 miles

of sewer lines. The City of Lenoir operates two wastewater treatment plants, the first of

which is the Lower Creek Wastewater Plant located on Broadland Road. The Lower

Creek facility has the capability of treating approximately 6,000,000 gallons of

wastewater per day. At this time the facility is estimated to be operating at 60% of its

capacity. The second wastewater facility is the Gunpowder Creek Wastewater Plant

located on Pine Mountain

Road. The Gunpowder Creek

facility has the capability of

treating approximately

2,000,000 gallons of

wastewater per day, at this time

the facility is operating at 70%

of its capacity.

The Town of Granite Falls also

operates a wastewater system

located on Meandering Way.

The facility has the capability

of treating approximately

900,000 gallons of wastewater

per day. The Town of Granite

Falls wastewater system consists of approximately 40 miles of sewer lines.

Although Caldwell County does not provide public sewer, there is a growing need

for alternative/community sewer systems in the county. Rather than a single septic

system serving a single home, combined systems should be examined to promote

increased density where development is environmentally suitable, while preserving areas

unsuitable for development. Furthermore, these systems, like traditional septic systems,

do not result in a river or stream discharge.

Waste Disposal Caldwell County currently provides waste disposal services through a contractual

agreement with Republic Inc., which operates for the county a sanitary landfill

along Cheraw Road as the long-term disposal facility for county refuse. The facility

on Cheraw Road is approximately 600 acres in size, but only 200 of the 600 acres are

currently permitted for waste disposal. The county has applied to amend this permit to

allow the usage of an additional 50 acres. The 200 acres currently permitted, plus the 50

acres which been requested for use, will have an approximate life expectancy of 50 years

based on current usage. Caldwell County is placing 236 acres of this property in

permanent conservation easement, which will be completed through the Foothills

Conservancy by fall of 2006.

Refuse disposed of in the county’s sanitary landfill is collected by one of two methods.

First, a number of refuse pick up services, including Republic Inc., provide curbside

pickup services. Second, the Solid Waste and Environment Division of the Caldwell

Granite Falls sewer treatment facility on Gunpowder Creek

27

County Planning Department operate 9 separate convenience centers. Each convenience

center provides space for the disposal of refuse and recycling opportunities.

Fire Services Fire protection within Caldwell County is provided by both paid and volunteer fire

stations. The City of Lenoir, Towns’ of Granite Falls, Sawmills, and Hudson have paid,

and in some instances volunteer, fire protection services. The county maintains 9

volunteer fire departments strategically placed throughout the county. These paid

and volunteer fire protection services provide a network of protective services for the

residents and businesses within the county.

Law Enforcement

Facilities There are currently four separate

law enforcement agencies within

Caldwell County. Lenoir, Granite

Fall and Hudson employ full-

time Police Departments.

Caldwell County Sheriff’s

Department also maintains law enforcement and

correctional facilities at its campus on Morganton Boulevard.

Caldwell County Sheriff’s Office

28

PART 3

PLANNING ELEMENTS

Purpose The purpose of this section is to concisely:

1. Outline Caldwell County’s intentions and goals regarding land use

development, economic development, the environment, transportation,

and recreation

2. Identify specific strategies and actions according to each planning

element that will further realize the Caldwell County mission

Organization This section addresses five planning elements:

1. Land Use

2. Economic Development

3. Environment

4. Transportation

5. Recreation

29

Land Use

The desire of Caldwell County is that growth and development is well planned,

dictated by a community vision, and defined by a clean environment and the

preservation of community character. Effective land use planning determines where

certain land uses, such as residential, commercial, and industrial development are

appropriate, and provides specific directives for land development design that ensures

water quality, environmental health, and the preservation of community character.

The Land Use Planning Element outlines goals, policies, and actions in three sections:

(A) Residential Development; (B) Commercial Development; and (C) Industrial

Development. First, it is important to examine the land development concepts behind

these development directives.

Introduction The Caldwell County Planning Department supports two major forms of land use

development throughout the county: (1) Traditional Neighborhood Development and (2)

Low Impact Development. These concepts support Caldwell County’s desire to focus

not only on where different land uses should take place, but also on land

development design.

Traditional Neighborhood Development (TNDs)

TNDs are high-density developments that can be

single-family, multi-family, or mixed-use (commercial

and residential). The idea is to build a community and

village rather than a subdivision. Streets are often

narrow, bordered by a wide sidewalk, and shaded by a

tree canopy. Homes are constructed with front porches

and are close to the sidewalk. Garages are detached and

placed in the rear or are attached and setback

considerably from the home’s front. With mixed-use TNDs, parking areas are generally

behind or beside buildings. Commercial buildings are a minimum of two-stories high and

often have residences and/or office spaces on the top floor. Signage is low profile and

oriented toward the pedestrian. TNDs prevent the “sea of asphalt” feeling that can be

seen in many strip shopping malls throughout America. Rather than creating isolated

commercial areas, community is established and the downtown and main street concept

prevails. Architecture (which is crucial) and other design features are incorporated

depending upon local place. This will ensure that Caldwell County does not look like

anywhere in America!

See page 30 for TND illustrations

Traditional Neighborhood Development

30

Traditional Neighborhood Development

Narrow streets, sidewalks, trees, on-street parking, and

porches

Commercial/ Office building at neighborhood entrance

Garages are setback Stormwater retention area / open space

Town home garages accessed by alley Commons/ open space

31

TNDs are suitable only where there is ample infrastructure, including suitable road

networks, water, and sewer (especially sewer). Thus, TNDs are most appropriate in

municipal areas of Caldwell County, which is outside of the scope of this plan. However,

the Caldwell County Planning Department supports the efforts of any local municipality

in the implementation of the TND and village concept. This concept is possible in the

county (permitted through the Planned Unit Development zoning) with the use of joint

and/or alternative sewer systems. TNDs will complement Caldwell County’s efforts to

encourage Low Impact Development, which is suitable in both urban and rural areas.

Low Impact Development

Low Impact Development is the development model supported by the goals, policies,

and actions outlined in the Residential Development section. Low Impact

Development requires the consideration of existing environmental conditions on a

proposed development site prior to land disturbance and development. Areas that are

suitable for development are served with a higher density of housing, while areas

unsuitable for development are preserved in common open space. This concept is often

referred to as clustering or conservation subdivisions. For example, steep slopes,

floodplains, and areas with poor soils should be preserved in open space. The

purpose of open space is to not only preserve environmentally sensitive areas, but to also

help maintain the character of Caldwell County’s unique rural communities. This

sentiment has been echoed by numerous communities through public comment received

during the development of the five community plans.

The illustrations below, which serve as a precursor to the development goals,

policies, and actions outlined in the latter part of this section, demonstrate many low

impact development principles. These illustrations are the work of well-known land

planner Randall Arendt.

Low Impact

Sketch #1: Priority

conservation

areas are

identified prior

subdivision

and considered

with the

placement of

roads and

home sties

32

Low Impact

Sketch #2: - 18 homes on

36 acres

- 1 dwelling

per 2 acres

- No open

space or

clustering

Low Impact


36 acres

- 1 dwelling

per 2 acres

density

average - 50% open

space

- Less roads

33

Low Impact


36 acres

- 1 dwelling

per 1 acre

density

average - 70% open

space

- Village

concept

Low Impact

Sketch #5: Various public

and private

entities can be

responsible for

open space

management

34

The following sections will serve as a roadmap for the Caldwell County Planning

Department, Planning Board, and Commissioners when issuing land use

development decisions. The Land Use Planning Element provides a basis and vision for

county land use regulation, such as the zoning ordinance, subdivision ordinance, and

floodplain ordinance.

(A) Residential Development

Goals and Policies

Goal 1: Ensure that residential development will have a minimal impact

on the natural environment

A1.1 Sediment resulting from land disturbance must remain on property

A1.2 On-site streams shall not be impacted by sediment from land disturbance

and development

Low Impact Sketch #6:

Open space should be planned to connect with the open space of future development

LOW IMPACT DEVELOPMENT DOES NOT MEAN FEWER HOMES OR DENSITY

35

A1.3 Development disturbance over 1 acre shall implement stormwater

management controls

Controls shall manage stormwater during the construction and post-

construction phases

A1.4 Environmentally sensitive areas, such as areas along streams, wetlands, and

steep slopes, shall be a priority for preservation/open space

A1.5 Minimum lot size requirements will ensure the ability of proper installation

of environmental health systems and reflect the character and nature of the

community

Goal 2: Encourage Innovative and

flexible land planning and

development that promotes open

space and environmental

protection

A2.1 Major land subdivisions shall

incorporate greenspace and

development clustering as an

environmentally sound,

economically cost effective, and

visually attractive alternative to

traditional development lotting

A2.2 Seek to accommodate the development and appropriate placement of a

variety of housing types, including site built homes, townhouses, garage

apartments, and manufactured homes

A2.3 Create neighborhood communities that better safeguard land, water, energy,

historic resources, and provide recreational opportunities and healthy living

A2.4 Establish incentives, such increased density, for the preservation of

additional open space, historic structures, and recreational amenities

A2.5 When possible, open space shall be preserved so that a future development’s

open space can connect to existing open space areas

Goal 3: Residential development should reflect surrounding community

character

A3.1 Residential development shall occur at densities appropriate for their

location. Location factors include:

Open space is preserved, but too much clear

cutting where home sites are located

36

Whether the development is within an environmentally sensitive or

historically significant area

Access to roads and thoroughfares

Availability of public services and infrastructure such as water

and/or sewer

Proximity to employment and shopping centers

Compatibility with adjacent areas and land uses

A3.2 Land use regulations shall correlate with the densities outlined on the Future

Land Use Map (Map 6: Future Land Use Map, pg. 37)

The southern portion of the county, including the Baton, Dudley

Shoals, and Kings Creek Planning Sectors shall be medium density

(See Development Actions at end of this section for density

concept) The Collettsville and Yadkin River Planning Sectors shall be low

density

The Yadkin Valley Scenic Byway District shall be a priority for

preservation

Goal 4: Blend neighborhoods in with rural landscapes, protecting rural

character and open space

A4.1 Strategic Corridors, as identified in the Transportation section, shall

maintain vegetative buffers with the development of new residential communities

A4.2 Implement improved zoning laws to increase the preservation of open space

and protect rural character

A4.3 Neighborhood entrances and signage shall be made of natural materials,

such as wood or stone, be designed at the pedestrian scale, and reflect the

character and history of the surrounding community

A4.4 Site development and appearance standards for manufactured housing shall

be largely equivalent to those of site built housing

A4.5 Protect ridge lines in mountainous environments from protruding roof tops

A4.6 No longer allow clear cutting for residential development

A4.7 Lighting on residential dwellings within viewsheds from major corridors

shall be shielded downward

38

Residential Development Actions

1) Family subdivisions shall

be a minimum one acre

(without water or sewer)

and must be kept in the

ownership of the family

member for one year

2) Require an environmental

inventory of property prior

to the major subdivision of

land (25+ lots). The

inventory shall become a

basis for fulfilling open

space requirements. The

inventory, at a minimum,

shall include:

a. Water features

b. Floodplains

c. Existing vegetation

d. Slopes

e. Existing structures

3) Major subdivisions above

49 lots shall utilize a

landscape architect or

professional physical land planner

4) According to the Future Land Use Map, the following standards shall apply for

the Medium Density District:

a. Lot averaging shall be 1 dwelling unit per acre (without water or sewer)

i. 1 dwelling per .75 acres (with public water)

ii. 1 dwelling per. 5 acres (with public water and sewer)

b. Subdivisions with 25 or more lots must provide for 15% open space

c. Open space location shall be determined according to the environmental

inventory

d. Establish incentives for greater density with the dedication of community

parks and greenways

5) According to the Future Land Use Map, the following standards shall apply for

the Yadkin Valley Scenic Byway District and the Johns River, Mulberry, and

Wilson Creek Wild and Scenic District:

a. Density average shall be 1 dwelling unit per 2 acres

b. Subdivisions with 15 or more lots must provide for 25% open space

c. Open space location shall be determined according to the environmental

inventory

d. Establish incentives for greater density with the dedication of community

parks and greenways

6) Planned Unit Developments (PUDs), which include mixed-use developments

(commercial and resident), campgrounds, etc., shall dedicate 25% open space

Clustering

An environmental inventory is the basis of a quality

development plan

39

a. PUDs will also be the method for allowing higher density averages within

major subdivisions, deviating from the standards of the Medium Density

District, Yadkin Valley Scenic Byway District, and the Wild and Scenic

District identified on the Future Land Use Map

b. PUDs within the Yadkin Valley Scenic District and Wild and Scenic

District must provide 35% open space

c. PUD samples, which have been approved in Caldwell County, are

provided on pages 42, 43, and 44.

7) Establish formal Collettsville and Yadkin Valley Planning Committees and assign

the following responsibilities:

a. In their respective districts, these committees shall review major

subdivisions, PUDs, rezonings, and special use permits on a “mandatory

review and voluntary compliance” basis

b. Members from each of these committees shall form a single committee to

serve as a working group for Caldwell County planning staff to form a

draft ordinance that addresses steep slopes and viewsheds

8) Explore density bonus incentives to implement greater open space development,

the clustering of homes, and public parks and trails

9) Provide greater flexibility with lot size, width, and setbacks (front and side)

10) Provide options for establishing septic

systems within open space conserved

areas

a. Drain fields within dedicated

open shall be existing pasture,

rather than clear cut fields

b. This concept promotes smaller

lots, higher density, and

increased preserved open space

11) New residential developments shall

dedicate trails, greenways, and open

space networks according to the

Caldwell County Pathways Master Plan

and other relevant plans

12) The Caldwell County Planning

Department shall conduct a study that

produces a Map of Potential

Conservation Lands for Caldwell

County. This study shall identify primary and

secondary conservation lands:

a. Primary Conservation Areas

i. Floodplains

ii. Steep slopes

iii. Wetlands

b. Secondary Conservation Areas

i. Mature woodlands

ii. Prime farmland

iii. Wildlife habitats and travel corridors

Smaller lots with septic areas located

within preserved open space

40

iv. Scenic viewsheds

13) Density standards for the Yadkin Valley shall, at a minimum, meet state Water

Supply Watershed standards as proposed in permit application for the Yadkin

Valley Reservoir. This permit requires that the “county implement land use

restrictions at least as restrictive as the requested WS-II and WS-III

reclassifications (see table on next page and Map 7: Yadkin Valley Reservoir

Related Land Development Standards, pg. 41), regardless of the decision of the

Environmental Management Commission in the reclassification process.” These

standards shall be incorporated into the Caldwell County Watershed Ordinance.

14) Increase required lot width along Strategic Corridor roads (see Transportation

Planning Element, page 49) to 200’ – allow for 150’ width with shared driveways

15) Increase setbacks along Strategic Corridors (identified in Transportation section)

to 50’

16) Establish a R-20 zoning buffer along Strategic Corridors to discourage the

placement of manufactured housing along these major county roads

17) Homes shall not protrude above ridge lines (soil line) that are greater than 600

feet above any valley floor

18) Amend the zoning ordinance to prevent clear cutting for residential development

a. Clear cutting shall result in the inability to develop property for seven

years or met requirements of a plant multiplier

19) Improve sign requirements for neighborhood entrance signs

20) Lighting within major residential developments must be shielded downward

2 Some limited cutting permitted 3 Up to 10% of the watershed may be developed to 70% built upon area

Riparian Buffers Density Options

WS-II-CA 30’ undisturbed zone

20’ vegetative setback2

1 dwelling unit per acre or

6% built-upon area

WS-III-CA 30’ undisturbed zone

20’ vegetative setback


12% built-upon area

WS-II-BW

30’ undisturbed zone


Total: 50’

10/703


12% built-upon area

or

10/70

WS-III-BW



Total: 50’

10/70:


70’ vegetated setback

Total: 100’

2 dwelling units per acre or

24% built-upon area

Or

10/70

Figure 8: Land development standards related to the Yadkin Valley Reservoir

45

(B) Commercial Development

Goals and Policies

Goal 1: Encourage neighborhood commercial activity at road

intersections where traffic naturally slows and traditional

commerce at the “cross roads” may begin

B1.1 Neighbor-

hood business

land uses shall

include

convenience

stores and small

retail and service

oriented

establishments

B1.2 Commercial

development on

isolated single lots

along major roads

shall be

discouraged

B1.3 Neighborhood commercial development is most appropriate at intersections,

or nodes, avoiding strip development of any kind. Structures should face the road.

B1.4 Neighborhood commercial development shall be encouraged at identified

nodes (see Map 6: Future Land Use Map, pg.37)

B1.5 Initial development around an intersection should begin as closely to the

immediate intersection as possible

Goal 2: Encourage general business commercial activity where

infrastructure is accessible by the traveling public and does not alter

the character of Caldwell County rural communities

B2.1 Establishments zoned General Business should be encouraged near urban

areas and be located on major thoroughfares or significant collector roads

Traditional Neighborhood Development principles shall be followed

B2.2 Minimal driveway cuts should be allowed and shared driveways among

businesses should be encouraged

46

Goal 3: Commercial buildings and their signage should have rural

character and blend with the surrounding community

B3.1 Building facades should incorporate natural elements

B3.2 Establish natural vegetative buffers along adjacent property and general

landscaping along roads

B3.3 Signage should incorporate natural elements

B3.4 Neon and internally lit signage shall be prohibited

Goal 4: Improve non-nonconforming commercial buildings (to

include industrial) when there is such an opportunity

B4.1 Non-conforming commercial buildings that have lost their grandfathered

status should be evaluated on a case-by-case basis

B4.2 Commercial buildings that are no longer grandfathered, are clearly out of

alignment with this plan, and are not reasonably salvageable, shall not be

reinstated

B4.3 Special Use permits will likely be the preferred method of dealing with these

uses rather than outright rezoning

B4.4 Blend older establishments in with the surrounding neighborhood by

creating natural vegetative buffers along adjacent property and roads, improving

general landscaping, improving the façade, etc.

B4.5 Attractive, environmentally

beneficial landscaping shall be

provided by new rural commercial

developments, and in rehabilitation

and upgrading of existing

developments.

Commercial Development

Actions

1. Carefully consider the

approval of any newly

proposed neighborhood

commercial business that is

not located on the Future Land Use Map (page 37)

Reduced front setback and parking in the rear and/or

side

47

2. Neighborhood Business zoning shall have the following changes:

a. Require shared driveways and minimum curb cuts

b. Parking shall be placed in the rear and side of the building

c. Implement minimal building material controls, including no metal

buildings

d. Establish the creation of an architectural review board

i. At minimum require mandatory review and voluntary

compliance

(C) Industrial Development

GOALS AND POLICIES

Goal 1: Industrial sites shall be well located

C1.2 Incompatible non-industrial uses should not be allowed to encroach upon

existing or planned industrial sites.

C1.3 Industrial development shall be directed toward land that is physically suitable,

has available infrastructure (water, sewer, roads, etc.), and has unique advantages

for industry. Advanced planning for the identification of such land shall be

encouraged.

C1.4 Warehousing, storage, and distribution facilities shall have access to appropriate

thoroughfares

Goal 2: Industrial Sites shall maintain good curb appeal

C2.1 Vegetative buffers shall be required along adjacent non-industrial zoned

property

C2.2 Landscaping and signage should be visually attractive

INDUSTRIAL DEVELOPMENT ACTIONS AND IMPLEMENTATION

1. Continue to work to improve infrastructure development at the Foothills

Regional Airport

2. Continue to identify potential industrial locations close to municipal

jurisdictions and/or infrastructure

3. Industrial uses shall be well buffered with vegetation along major

thoroughfares and collector roads

Clustering

48

Economic Development

The Caldwell County economy is in transition. Recent experience demonstrates that any

local economy that is centered on one particular industry, in this case furniture

manufacturing, is vulnerable. The intent of Caldwell County leadership is to create a

more diverse and sustainable approach to economic development.

The Caldwell County mission statement acknowledges that the county must provide

“leadership that is visionary and proactive in ever-changing state, national, and global

arenas.” Caldwell County will strive to create a diverse economy through the

promotion and recruitment of traditional manufacturing, commercial, retail, and

entrepreneurial development by leveraging the increased demand for housing and

retirement/second-home villages, and utilizing our natural, historic, and cultural

resources to establish Caldwell County as a destination. The change will be calculated

and deliberate and increase the quality of life in Caldwell County.

Traditional Manufacturing The retention and acquisition of manufacturing and industry is the main priority for the

Caldwell County Economic Development Commission. The availability of convenient

transportation, water and sewer, and land are crucial for luring new industry. In addition,

Caldwell County hopes to attract cleaner industry, preventing air pollution and the

discharge of contaminated water in our river and streams.

Caldwell County projects that an overwhelming majority of industrial development will

take place within municipal boundaries where infrastructure is more plentiful. Caldwell

County has identified and seeks to reserve 4 major areas where industrial

development is considered appropriate.

On the Future Land Use Map (page 37), there are four general areas in the county where

future and current industry is

considered appropriate, including

the Foothills Regional Airport,

Connelly Springs Road at the

Catawba River, Highway 321 near

Lake Hickory, and Dudley Shoals

Road.

Foothills Regional Airport Efforts to improve infrastructure

and lure new industry to the

Foothills Regional Airport is led by

the Foothills Regional Airport

Authority. This property is being

developed with the cooperation of

Caldwell and Burke Counties, and

Foothills Regional Airport

49

the Cities of Morganton and Lenoir. There are 850 acres set aside for industrial

development at this site, which is surrounded by the airport and an upgraded 5500 ft

runway. The site is 8 miles from I-40.

Connelly Springs Road at the Catawba River By 2012 Connelly Springs Road is expected to be widened to four lanes, creating an

improved transportation corridor only 4 miles from the county line to Interstate 40. Located near Castle Bridge is over 800 acres of land owned by Crescent Resources. This

property is presently zoned for industrial use.

Highway 321 near Lake Hickory On the west side of Highway 321, across from MDI, are lands that have been identified

by the Economic Development Commission and Caldwell County Planning Department

as feasible for industrial development. Some of these areas are presently zoned industrial.

Surrounding land uses are compatible and there is easy access to the Highway 321.

Dudley Shoals Road Although identified as a generally proposed industrial area on the Future Land Use Map,

the Dudley Shoals industrial area essentially identifies the Shuford Plant that maintains a

successful and discrete operation in the Dudley Shoals area. Planning staff is not

promoting significant industrial growth in this area, but simply recognizes this particular

industrial complex.

Retail and commercial More than ever, there are concerted efforts to

increase retail and commercial business and

provide support for entrepreneurship in

Caldwell County. The Economic

Development Commission, Caldwell

Community College, and Caldwell County

Chamber of Commerce are some of the

organizations working daily to further new

business development. Services by these

organizations include: business consultation,

assistance in identifying funding sources,

business plan assistance, and assistance in

business location.

Caldwell County and municipalities must work to derail the creation of standard

strip shopping malls. The creation of mixed use communities and village areas is

preferable.

Although the majority of business will be established within municipal areas, Caldwell

County has identified on the Future Land Use Map (page 37) areas where neighborhood

businesses, such as small stores, gas stations, and restaurants, would be appropriate

throughout the county. With increased housing development in areas north of Lenoir and

Downtown Lenoir

50

along the Lake Hickory and Lake Rhodhiss, the county expects that increased demand

will be met with Caldwell County entrepreneurial spirit.

Caldwell County is very supportive of the improvement and revitalization of county

municipal downtowns, such as those in Granite Falls, Hudson, and Lenoir. The

downtown serves has foundation for community development, business creation, and a

greater quality of life. Lenoir, through both private and public efforts, is moving forward

tremendously in creating a hub for small business and retail development. Caldwell

County will continue to partner in these efforts.

Housing The housing and real estate

development economy is as robust as

it has ever been. Not only in Caldwell

County, but across Western North

Carolina, the High Country, and the

Foothills, development catering to the

retirees and second-home owners is

unprecedented. Map 2: Caldwell County

in Transition (page 11) illustrates major

development projects taking place

throughout Caldwell County.

Economic development opportunities

related to increased demand for second-home and retirement housing include:

1. Increased small business and entrepreneurship development

o New and greater services will be demanded from a growing population

o Demand for neighborhood commercial development is expected to

increase in the Collettsville and Yadkin Valley Planning Areas

Development should be located and designed according to this

plan

o The Economic Development Commission, Caldwell County Chamber of

Commerce, and Caldwell Community College are the lead organizations

2. Increased home construction

o The Caldwell County Planning Department projects more than 3,000

homes ($250k +) to be demanded over the next 10-15 years

3. Major retail shopping center(s)

o Retail developers will capitalize on the growing numbers of baby boomers

moving to Caldwell County

Tourism Tourism is an industry that has long been established and continues to rise in Western

North Carolina. With 50,000 acres of public land, two major recreation lakes, several

navigable rivers, and notable history and heritage, Caldwell County certainly has the

assets needed to grow the local tourist industry.

Austin Creek is a gated community in the

Collettsville Planning Area

51

According to the North Carolina Department of Commerce, in 2005 Caldwell

County tourism accounted for $40.67 million in revenue. More than 370 jobs in

Caldwell County were directly attributable to travel and tourism. Travel generated $6.69

million dollars in payroll in 2004. State and local tax revenues from travel to Caldwell

County amounted to $3.42 million, which represents a $44 tax saving to each county

resident.

Acting as the county’s destination marketing and tourism organization, the

Caldwell County Chamber of Commerce will focus on two main areas:

I. Strategic Marketing

II. Product Development

I. Strategic Marketing—our objective with strategic marketing is to focus on

branding, positioning and target marketing of Caldwell County. Our core strategy

will focus on promoting experiences in Caldwell County. There are five main

short-term priorities: branding, a county-wide website, 20 Miles of Furniture

online campaign, downtown Lenoir Sculpture promotions, and media relations.

a. Branding—Outline our core target markets, creating a brand

promise, and developing a unified message in attracting our core

markets.

b. Website—In our quest to promote Caldwell County as a destination

for travelers and newcomers, a web presence is the single most

important economic tool not completely utilized in Caldwell County.

Our vision is a website not only to promote Caldwell County

experiences, but a web portal with content benefiting county

residents. Concepts covered in branding will be implemented here.

c. 20 Miles of Furniture Online Campaign—Promote the 20 Miles of

Furniture through online promotion tools, including pay-per-click

placement; search-engine optimization; online ad vehicles, such as

AAA Carolinas’; viral marketing; increased search engine strategies;

web article banks; discussion forums; and blogging networks.

d. Downtown Lenoir Sculpture Gallery—Promote the downtown

Lenoir Sculpture Gallery upon completion as it becomes a niche

market.

e. Media Relations—Promote experiences and destinations with travel

writers through extensive media kit development and regional

collaboration.

II. Product Development—Build upon Caldwell County’s strengths to expand and

create new destinations and experiences. We will emphasize on promoting

experiences. Initiatives are ranked in priority and are identified as short term (2 to

4 years) or long term (5 to 10 years). Every initiative is not listed here.

52

Short-term

a. Civil War Trail Markers—The intent is to install two Civil War

markers to coincide with the Civil War Trails program, a driving

tour of sties across North Carolina to more than 200 commemorative

markers.

b. Expand Festival and Events—Not only do we want to continue to

expand ongoing support and promotion for travel-generating events,

but we want to explore the feasibility of new event concepts and

pursue opportunities to host small-scale sporting tournaments and

events

Long-term

a. Boone Fork Equestrian & Mountain Biking Center—This project

will transform an underutilized public land into an innovative and

unique multi-use trail system for equestrian and mountain bike user

groups. Trends in high adventure and nature-based travel indicate

this as a lucrative project for not only Caldwell County, but for the

region. The county-federal relationship could be a model for other

communities.

b. Trail of Museums in Granite Falls—The first priority is to obtain

funding to create a master plan for the renovation of a Shurford

building in Granite Falls to house one of the world’s largest

collections of antique and classic HV-12s Lincoln cars. Other plans

include the connectivity of the car museum with the Granite Falls

History and Transportation Museum and Antiques Vending

Company, the world’s largest private collection of antique soda

machines.

c. Historic Happy Valley Cultural, Historical and Recreational

Plan—The immediate priority is to connect the cultural and historic

assets in the region through thematic marketing, driving trails,

regional connectivity and itinerary development in way which will

have a minimal impact. Work is ongoing to document the area with

the North Carolina Arts Council. Other developments include bus

tours, new events, and forward-thinking partnerships with The

Patterson School. Other opportunities of great significance include

the collaborate relationship with Surry, Wilkes and Yadkin counties

on the Yadkin River Heritage Corridor project. Of immediate

concern is the impact of future developments that will impact the

“authentic” character of the Upper Yadkin.

d. Wilson Creek Master Plan—The objective is to implement the

Wilson Creek Master Plan and connect Collettsville through multiple

greenways and blueways. However, capacity concerns and economic

impacts should be addressed. Protecting the “authentic” character of

the countryside is of major concern.

53

Environment

This planning element is organized into three major environmental categories: Water

Quality, Solid Waste, and Air Quality.

Water Quality This section has three parts: Stormwater and

Erosion Control, Watershed Management, and

Floodplain Management.

Stormwater and Erosion Control

Stormwater refers to mechanisms for controlling

stormwater runoff impacts for new development

and redevelopment. Erosion Control refers to

sediment runoff during construction. At this time

there is an erosion control permitting process that

is required when a developer disturbs more than 1

acre of land. The state currently enforces erosion

control for Caldwell County under the Sedimentation Pollution Control Act of 1973.

Counties may seek delegation and enforce locally adopted erosion control ordinances.

Environment Protection Agency (EPA) mandates have been issued that require states to

develop ordinances for controlling stormwater runoff. This mandate is referred to as the

National Pollution Discharge and Elimination System (NPDES). Caldwell County is

working with state agencies to continue to meet these mandates.

Stormwater and Erosion Control Goals:

1. Seek delegation from the state for local stormwater and erosion control

enforcement

2. Implement a Caldwell County Stormwater and Erosion Control

Ordinance

o Work with county municipalities to have this ordinance adopted

for their jurisdictions

o Ensure that the ordinance reflects commitments made in regards

to the Yadkin River Reservoir Plan

3. Caldwell County shall maintain and operate an Environmental

Department that enforces the Caldwell County Stormwater and

Erosion Control Ordinance for the county and municipalities

Watershed Management

Caldwell County currently enforces a Watershed Protection Ordinance for the designated

public Water Supply Watershed for the Catawba River. This watershed area is defined on

the Caldwell County Watershed Map (Map 8: Watershed Map, pg. 54). Delineated on the

map are the Critical Area and the Protected Area.

Unstable stream banks and sediment are the primary

causes of poor water quality

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These two areas have different requirements related to lot size and the allowance of

impervious surface coverage. The following table shows these requirements in relation to

the availability of public water.

Figure 9: Current Watershed Protection Standards

Protected Watershed Critical Watershed

County water

available

Min. Lot Size:

20,000 sq.ft.

Max. Density:

50% (under one acre lot)

36% (over one acre lot)

Min. Lot Size:

35,000 sq.ft (off lake)

1 acre (on lake)

Max Density:



County water

unavailable

Min. Lot Size:

25,000 sq.ft.

Max. Density:



Min. Lot Size:

35,000 sq.ft (off lake)

1 acre (on lake)

Max Density:



Additional areas in the Yadkin Valley are to be designated as Water Supply areas in

relation to Yadkin Valley Reservoir Project. Local development ordinances will need to

reflect the Water Supply classifications in order for the reservoir project to move forward.

Detail of these proposed amendments are outlined in the Land Use Section of this plan.

Watershed Management Control Goals:

1. Continue to effectively manage the county watershed ordinance

2. Implement commitments related to the Yadkin Valley Reservoir Plan

o Water Supply Watershed standards shall be incorporated into

local zoning and subdivision ordinances

3. Re-evaluate the effectiveness of current watershed controls,

especially in relation to the Catawba River impoundments, while

implementing the proposed land use development guidelines

outlined in this plan

Floodplain Management

The Caldwell County Planning Director serves as the Floodplain Administrator for

Caldwell County and currently enforces the Floodplain Ordinance. The core of the

Floodplain Ordinance requires complete protection of the floodway, but allows limited

development in the floodplain.

Floodplain Management Control Goals:

1. Continue to effectively enforce the county Floodplain Ordinance

2. Caldwell County should consider prohibition of development in the

floodplain

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Solid Waste The purpose of this section is to highlight current and future county initiatives in regards

to managing solid waste disposal, including trash, junked vehicles and appliances, etc.

This section has two parts: waste disposal and solid waste dumping

Waste Disposal

Caldwell County currently provides waste disposal services through a contractual

agreement with Republic Inc., which operates for the county a sanitary landfill along

Cheraw Road as the long-term disposal facility for county refuse. The facility on Cheraw

Road is approximately 600 acres in size, but only 200 of the 600 acres are currently

permitted for waste disposal. The county has applied to amend this permit to allow the

usage of an additional 50 acres. The 200 acres currently permitted, plus the 50 acres

which been requested for use, will have an approximate life expectancy of 50 years based

on current usage. Caldwell County is placing 236 acres of this property in permanent

conservation easement, which should be completed through the Foothills

Conservancy by fall of 2006.

Pick up and disposal of refuse disposed of in the county’s sanitary landfill is collected by

one of two methods. First, a number of refuse pick up services, including GDS Inc.,

provide curbside pickup services. Second, the Caldwell County Solid Waste Department

operates 9 separate convenience centers. Each convenience center provides space for the

disposal of refuse, and an assortment of recycling opportunities.

Solid Waste Dumping

This section deals with how the county manages the illegal dumping of solid waste.

Metals, appliances, and other debris are regulated through the county Solid Waste

Ordinance, which is enforced by the Solid Waste Officer within the Planning

Department. The Caldwell County Planning Department also employs two code

enforcement officers that enforce the Abandoned Vehicle Ordinance. This ordinance

requires the removal of unlicensed, perceivably abandoned vehicles for view of public

roads. Thus, implications for solid waste management are both environmental and

aesthetic.

Pick up and disposal of refuse disposed of in the county’s sanitary landfill is collected by

one of two methods. First, a number of refuse pick up services, including Republic Inc.,

provide curbside pickup services. Second, the Caldwell County Solid Waste Department

operates 9 separate convenience centers. Each convenience center provides space for the

disposal of refuse, and an assortment of recycling opportunities.

Solid Waste Goals:

1. The county shall continue to aggressively enforce the Solid Waste and

Abandoned Vehicle Ordinances

2. The county shall amend the Abandoned Vehicle Ordinance to include

abandoned manufactured homes

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3. The county shall work with municipalities to identify ways to better

serve all residents in regards to recycling and the placement of

convenience centers

o These considerations shall be taken into account with the

revision of the Caldwell County Solid Waste Plan to be

completed in 2006

4. Establish two Hazardous Waste Days each year providing an

opportunity for citizens to discard paints, chemicals, etc.

Air Quality Emissions from coal-fired power plants, vehicles, and private industry have resulted in air

quality becoming a major environmental issue in North Carolina. The purpose of this

section is to provide an overview of current initiatives and goals established by Caldwell

County to improve air quality. This section has four parts: National Air Quality

Measures, Air Quality Plan, Emissions Reductions Strategies, and Air Quality Actions.

National Air Quality Measures

The EPA has established standards for air quality and continues to evaluate and measure

these standards in the Unifour region (Caldwell, Catawba, Alexander, Burke). Results of

these measures demonstrate a need to improve air quality and a failure to do so can

impact the ability of industry to locate in this region in the future. Accordingly, in 2002

the Unifour signed the Early Action Compact (EAC) to begin efforts to reduce ozone

levels. The EAC called for the development and implementation of the Air Quality Plan,

which Caldwell County adopted in July 2003.

Air Quality Plan

The Air Quality Plan adopted by the Unifour in 2003 outlined many initiatives, including:

Increase citizen awareness

E-mail ozone alerts to about 500 stakeholders

Run alerts in newspaper, and on radio and television

Flying ozone flags throughout County approximately 25 sites

These four initiatives continue to operate and are lead by the Caldwell County Health

Department and Planning Department.

Emissions Reduction Strategies

In March 2004 Caldwell County adopted 14 emission reduction strategies (Figure 10:

Emission Reduction Strategies, pg. 58). Since the adoption of these strategies Caldwell

County has pursued many specific actions, including the following:

Open burning ban on high ozone days started June 2004

Expanded vehicle inspections started July 2005

Adopted energy conservation plan December 2005

Established Alternate Fuel Task Force

Adopted a Greenway Master Plan and financially support Caldwell

County Pathways

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Air Quality Actions Outlined below are some specific initiatives to be pursued in relation to land

development and transportation that will help improve air quality as Caldwell County

continues to grow and develop.

Land Use Planning Actions for Cleaner Air

Encourage greater vegetation along major collector roads and

thoroughfares

The county shall work with municipalities to implement smart growth,

mixed use, and infill development

Transportation Planning Actions for Cleaner Air

Develop plans for bicycle/pedestrian usage

Encourage the use of compressed work weeks or flexible work hours

Expand transit and ridesharing programs

Improve traffic operational planning and implementation

* * * *

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Transportation

Transportation Planning for Caldwell County is conducted by the North Carolina

Department of Transportation (NCDOT, www.ncdot.org), the Unifour Metropolitan

Planning Organization (MPO) and the Rural Planning Organization (RPO). The

coordination among these organizations is led by the Western Piedmont Council of

Governments (WPCOG), which has a staff of specialized transportation planners. This

assistance is of great benefit to Caldwell County. The Caldwell County Planning

Department provides staff support to the MPO, RPO, and WPCOG. This section

discusses these organizations and their roles in relation to the development of the

Caldwell County Thoroughfare Plan and Long-Range Transportation Plan (LRTP).

County-wide Thoroughfare Plan

On the local level the county officially adopted the Caldwell County Thoroughfare Plan

on January 24, 2002 (Map 9: Thoroughfare Plan, pg. 61). The Caldwell County

Thoroughfare Plan was prepared in conjunction with NCDOT Office of Statewide

Planning.

The adoption of the Thoroughfare Plan outlines and specifies the approximate location of

roadway improvement projects within the county for a period of seven to ten years.

Upon expiration of this timeframe, the County, along with the NCDOT, will need to

update and/or overhaul the county’s Thoroughfare Plan.

Unifour MPO and RPO

In addition to transportation assistance provided by the NCDOT, the Unifour MPO

(Metropolitan Planning Organization) and RPO (Rural Planning Organization) assists the

county in realizing transportation needs within the County. In 2000 the United States

Census Bureau reported a significant increase in the urbanized area of Caldwell County.

The increase in the urbanized area draws a much larger portion of the county into the

Unifour MPO.

The Unifour MPO devises an LRTP (Long Range Transportation Plan) including the

urbanized portions of Caldwell County. The Unifour MPO updates the LRTP every five

years to reflect changes in priorities and/or the development of newly identified projects.

Along with the Unifour MPO, the Unifour RPO provides similar transportation planning

assistance to the non-urbanized areas of the County.

Transportation Improvement Plan (TIP)

Transportation improvements by the NCDOT are prioritized and listed on the North

Carolina Transportation Improvements Plan. The NCTIP contains a detailed list and

explanation, including timetable and approximate project costs, of each of the projects

that have been included as part of the plan. The NCTIP operates on a seven year cycle.

After five years the NCTIP begins an update process which stretches over two years.

During the two year update period local governments lobby transportation projects for

inclusion in the NCTIP.

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Caldwell County Planning will continue to assist the WPCOG to plan for a safe and well

connected transportation system. Since technical transportation planning is indeed led by

the WPCOG, the Caldwell Planning Department’s main focus related to transportation is

to ensure that major transportation corridors are developed in a manner conducive to

safety and community character. There are nine major Strategic Corridors in

Caldwell County’s jurisdiction (not within a municipality) that are of significant

concern:

o Highway 321 North of Lenoir

o Highway 268 (Yadkin Valley Planning Sector)

o Highway 18 (Kings Creek Planning Sector)

o Highway 64 (Dudley Shoals/ Grace Chapel Planning Sector)

o Dudley Shoal Road (Dudley Shoals/ Grace Chapel Planning Sector)

o Grace Chapel Road (Dudley Shoals/ Grace Chapel Planning Sector)

o Connelly Springs Road (Baton Planning Sector)

o Abington Road ( Collettsville Planning Sector)

o Highway 90/Collettsville Road (Collettsville Planning Sector)

o Brown Mountain Beach Road (Collettsville Planning Sector)

o Adako Road (Collettsville Planning Sector)

o Mulberry Creek Road (Collettsville Planning Sector)

These road corridors shall be considered the “Strategic Corridors” that are addressed in

Land Use Planning Element.

Transportation Goals Goal 1: Complete a study of Highway 321 from north of Lenoir to Blowing Rock

that provides detail for future land use development after the completion of the

widening of Hwy. 321

Goal 2: Adopt a landscape plan for commercial and industrial development and

major residential subdivisions along major thoroughfares to protect and enhance

the rural character of Caldwell communities

Prevent/ reducing sign clutter

Reducing overhead wires

Providing street lighting

Discouraging parking lots adjacent to rights-of-way

Improving site planning

Planting tree along streets, and

Creating linear green space

Goal 3: Improve access management along Strategic Corridors

Reduce curb cuts and driveway permits, requiring internal road networks for

residential lots or shared drives, and shared drives for any new commercial

development

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If internal road networks are not provided, there shall be requirement of 200’

lot width or 150’ with shared driveways and 50’ housing setbacks (see

Residential Actions 3 and 4)

Goal 4: Continue to evaluate and access the NCDOT Thoroughfare plan and

continue to assist the WPCOG in transportation planning for Caldwell County

Goal 5: Strive to get NCDOT to include bike lanes with road widening and

resurfacing

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Recreation

With projected residential development throughout the county, there is certainly an

expectation of greater recreation demands. It is not only important that we consider

recreation needs based on current need and increased population, but also as a tool for

economic development and tourism. The purpose of this section is to establish priorities

for recreation development in Caldwell County in the next 3-5 years. This section has

three parts: Part 1: Recreation Assets Overview provides a concise overview of

Caldwell County assets and organizations that are critical to future county recreation;

Part 2: Recreation Goals provides a broad outline of goals for recreation planning in

Caldwell County; and Part 3: Recreation Initiatives provides an outline of specific

recreation projects to be pursued in the next 3-5 years.

Part 1: Recreation assets overview

Community Parks and Greenways

There are 22 community walking parks throughout Caldwell County. Most of these

parks are operated by civic organizations such as the Optimist, Ruritan, or Lions Clubs.

The Caldwell County government depends upon civic organizations and volunteers to

lead community park maintenance, development, and programming. Caldwell County

does not have a Parks and Recreation system, but does provide grant writing assistance

and some financial assistance to civic organizations operating community parks. With

community initiative, the Caldwell County Planning Department can assist community

park stewards with plan development and help identify resources for park improvements.

Greenway development is a major focus for recreation within the county and towns. The Lenoir Greenway now extends over 3 miles and is receiving tremendous use. The

Town of Hudson has been successful in connecting Redwood Park with numerous

community assets via greenways and trails. Caldwell County has been particularly

aggressive in implementing greenways along the Yadkin and Johns Rivers. Nearly 2

miles of conservation easements have been secured for the Yadkin River Greenway,

which will connect Happy Valley Elementary School to New River Building Supply.

Conservation easements and commitments from future land developers and Crescent

Resources have resulted in nearly 6 miles of reserved corridor for the Johns River

Greenway.

Caldwell County Pathways

A key player in county recreation is Caldwell County Pathways, Inc., a nonprofit

organization working to implement a network of greenways and trails throughout the

county. Caldwell County Pathways began as a commissioner appointed

committee before establishing themselves as a nonprofit. Twenty

members, including local citizens, community leaders, and representatives

of local governments make up Caldwell County Pathways, Inc. The

Pathways Master Plan is a major part of the recreation component of this

plan (Map10: Caldwell County Pathways Master Plan, pg. 65).

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What are the economic benefits of greenways?

Commercial Uses - Greenways often provide business opportunities, locations

and resources for commercial activities such as recreation equipment rentals and

sales, lessons and other related businesses.

Tourism - Greenways are often major tourist attractions which generate

expenditures on lodging, food and recreation oriented services. Greenways also

help improve the overall appeal of a community to perspective tourists and new

residents.

Expenditures by Residents - Spending by local residents on greenway related

activities helps support recreation oriented businesses and employment, as well as

other businesses which are patronized by greenways and trail users.

Corporate Relocation - Evidence shows that the quality of life of a community is

an increasingly important factor in corporate relocation decisions. Greenways are

often cited as important contributors to quality of life.

Public Cost Reduction - The conservation of rivers, trails, and greenways can help

local governments and other public agencies reduce costs resulting from flooding

and other natural hazards.

Intrinsic Value - While greenways have many economic benefits it is important to

remember the intrinsic environmental and recreational value of preserving rivers,

trails and other open space corridors.

Public Lands

There are two major public landholdings in the county: Pisgah National Forest and the

Buffalo Game Lands.

Pisgah National Forest

Approximately 10% (50,000 acres) of Pisgah

National Forest’s 506,000 acres are located in the

Collettsville Planning Sector. A variety of

recreational uses, including hiking, biking,

horseback riding, fishing, and boating, are allowed

in Pisgah. With the new Wilson Creek Visitor

Center and resent designation of

Wilson Creek as a National Wild and Scenic River,

this area is sure to receive increased visitation in

coming years. Accordingly, Caldwell County

commissioned and adopted the Wilson Creek

Corridor Plan (Map 11: Wilson Creek Facility

Improvement Plan, pg. 67), which outlines a plan for improving recreational

facilities from Collettsville Park to Mortimer Campground. The Wilson Creek

Corridor Plan is incorporated and further expanded on in this plan.

Buffalo Gameland

The Buffalo Game Lands are found along Buffalo Creek in the Yadkin Valley

Planning Sector. The N.C. Wildlife Resource Commission manages this 5,600

68

acre preserve primarily for hunting and fishing. Active recreation, such as hiking,

biking, and equestrian uses are not allowed.

Navigable Waterways

There are four navigable streams (can be traveled by boat) in Caldwell County, which

have the potential to be developed into blueways (have an infrastructure for the launching

and taking out of boats on public property), including: Catawba River; Wilson Creek;

Johns River; and the Yadkin River.

Catawba Blueway

The North Carolina Upper Catawba River Trail extends over 82 miles from Black

Bear Access in Burke County to Lookout Shoals in Catawba County. With 22

access points, one future site and four portages around dams, the trail covers 18

free-flowing miles and 64 reservoir miles. There are two access points in

Caldwell County: one at Castle Bridge on Connelly Springs Road and the other at

Veteran’s Park in the Town of Sawmills. However, there are no campsites

anywhere on the trail. This plan proposes such at Veteran’s Park.

Wilson Creek and Johns River Blueway

Wilson Creek has long been a haven for kayakers. The Johns River is especially

good for boating below the confluence of Mulberry Creek. Improved access for

these areas is a major part of the Wilson Creek Facility Improvement Plan.

Yadkin River Blueway

The Yadkin River is the least utilized blueway in the county. However, with

recent efforts to establish a greenway along the river and to develop the Yadkin

Valley Neighborhood Park near Fort Defiance, access and exposure to this

recreational opportunity is expected increase.

Part 2: Recreation Goals Caldwell County will:

1. Utilize all available natural resources, including public land, rivers and streams to

create recreational opportunities of every available form, including:

o Community/walking parks, playgrounds, etc.

o Greenways and river trails

o Hiking and backbacking

o Camping

o Mountain biking and cycling

o Paddling (canoe and kayak) and tubing

o Bird watching

o Hunting and fishing

o Scenic driving

o Horseback riding

o ATV (only in the Brown Mountain ATV Park across the county line in

Burke County)

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2. Partner with community organizations to build and maintain community parks

that provide for quality of life and healthy lifestyles

3. Seek large-scale recreation projects, with partners such as the Forest Service, that

promote tourism and yield an economic impact

4. Promote recreational amenities, such as parks and greenways, and the quality of

life which they provide, as an incentive for new businesses to relocate to this area

5. Establish recreation development and connectivity as an essential element of

residential and commercial development

Part 3: Recreation Initiatives

1. Implement the Caldwell County Pathways Master Plan, including

greenways and blueways

1) Increased value shall be placed on the connectivity of river corridors, parks,

community assets, residential development, and businesses with greenways

and trails

2) Continue to educate the public on the benefits of trails related to health,

quality of life, economic impact, etc

3) The following greenways shall be a priority (no particular order)

a. Lenoir Greenway

b. Gamewell Greenway

c. Johns River Greenway

d. Yadkin River Greenway

4) Establish blueways along the Yadkin River and Johns River

a. The Yadkin River Blueway shall start with a canoe launch at the

Yadkin Valley Community Park (according to the Yadkin Valley

Community Plan)

b. The Johns River Blueway shall start at the location of the old

Collettsville fire station (according to the Collettsville Community

Plan)

5) Caldwell County shall continue to support the efforts of Caldwell County

Pathways, Inc. with technical and financial assistance

2. Implement the Wilson Creek Master Plan (Map 11, pg.67)

1) Finalize agreements with Crescent Resources regarding the 100 +/- acres to be

dedicated to the county according to the Federal Energy Regulatory

Commission (FERC) agreement

2) Submit a Parks and Recreation Trust Fund (PARTF) grant for facility

improvement at the Wilson Creek Gorge Park (former Deerhorn)

a. Obtain community input to identify

3) Continue to improve parking and “clean up” the Wilson Creek Corridor

4) Establish greater connectivity between the Wilson Creek area and the

Collettsville community

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3. Aggressively pursue the development of a large mountain biking

and/or equestrian trail system at Boone Fork Campground (Map 12:

Boone Fork Recreation Area, pg. 70)

1) The priority for this large-scale initiative is to develop a recreation master plan

for the 5,000+

acres with assistance from a landscape architect and with input

from county citizens, the US Forest Service, and the Caldwell County Planning

Department

2) Funding for this planning effort shall be sought through the Blue Ridge National

Heritage Area and other agencies that support planning endeavors

Goal 3: Increase the use and availability of the Buffalo Gameland

1) Facilitate community partnerships with Wildlife Resources to better utilize

this resource

2) Encourage small business that caters to game land users (i.e. outdoor supply

goods, cabin rentals, bed & breakfasts, etc.)

Goal 4: Improve marketing and information about recreation in

Caldwell County

1) The Caldwell County Planning Department shall work with the Chamber of

Commerce to develop strategies for increasing awareness of Caldwell’s

recreational resources, considering: mapping, brochures, websites, etc.

Goal 5: Improve existing community parks throughout county

1) Caldwell County shall assist in the acquisition of grant funding for park

improvements

2) Similar signage should be developed that identifies community parks

throughout the county

3) Strive to connect parks with trails and greenways

Goal 6: Provide incentives for land developers to incorporate recreation

amenities within new residential developments

1) Incorporate incentives within the zoning and subdivision ordinance that result

in greenway and trail development

Goal 7: Develop “regional” recreation plans and projects with adjacent

counties (see Map 13: Strategic Recreational Corridors, pg. 73)

1) Leverage “regional” projects for greater financial/grant support

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2) Continue to work with other Unifour counties and the Western Piedmont

Council of Governments to create recreational opportunities on the Catawba

River

3) Work with Burke county to developed multi-county plans for the Johns River

corridor

Plans should naturally complement the Wilson Creek Corridor Plan

and the Collettsville Community Plan

4) Develop regional recreation plans that focus on the Yadkin River corridor

(Caldwell, Wilkes, Surry, and Yadkin Counties)

The Caldwell County Planning Department and Chamber of

Commerce shall continue to represent Caldwell County within the

Yadkin River Heritage Corridor Partnership

5) Continue to work on the Unifour Open Space Taskforce

Evaluate and implement actions proposed in the Unifour Recreation

Based Economic Development Initiative study to be complete in fall

2006

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