With over 500 public water lakes in Becker County, we are blessed with abundant and diverse lake resources that, like those of much of lake country, are at risk of degradation due to increasing development pressures, redevelopment of non-conforming lots, rising stormwater runoff and land use changes within their watersheds.
The purpose of this project is to identify effective irrigation and nutrient management best management practices and technologies and the barriers that prevent irrigators, producers, and other agricultural partners from adopting them in Otter Tail County. The primary goal is to reduce nitrate in areas where groundwater is susceptible to contamination as mapped by The Minnesota Department of Health by identifying effective BMPs and addressing the barriers to their adoption.
The purpose of this project is to develop a detailed tool that can be used in all watersheds within the Otter Tail and Becker counties to prioritize, target, and measure implementation practices at the field scale. The PTM App will significantly increase the targeting capabilities in Otter Tail and Becker Counties. The Watershed Restoration and Protection Strategy has not been completed for Otter Tail County, yet, and the PTM App will be able to assist targeting and prioritizing when those documents are created.
Realizing the need for increased technical capacity in the field offices, the Becker, East Otter Tail and West Otter Tail Soil and Water Conservation Districts have developed an agreement that will increase technical capacity while minimizing costs to each district. The first step was taken in this agreement through the recent hire of a shared engineer. Currently, minimal survey grade equipment is owned by the districts. This grant will be used to purchase an integrated survey system.
An effective regulatory program is key to the successful implementation of local land use and water management plans. Yet, county, watershed, and other state, tribal, and local agencies charged with enforcement and permit review often work in silos and infrequently coordinate with each other or share information. This leads to higher enforcement costs, conflicts between agencies, redundancy of inspections, property owner frustration, and reinforces negative stereotypes of regulatory agencies.