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A FOREST MANAGEMENT STRATEGY AND

ACTION-PLAN FOR BRITISH COLUMBIA

A Task Force Report Prepared for the

BC Forest Sector Strategy Committee

and

BC Ministry of Forests

and

Forest Renewal BC

September 1995

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Executive Summary

BC has experienced unprecedented demands on its finite land and resource base, resulting in controversy among stakeholders. Against the backdrop of major change, there is a clear need for a BC Forest Management Strategy supported by specific resource targets, action plans, budgets, accountabilities, and measurable success factors.

This recommended strategy framework and action plan was prepared by senior representatives from a wide range of groups - government, industry, labour, and academe. Recommendations are based on learnings and benchmarking visits to four different operations recognized for excellence in forest management.

BC needs a forest management strategy for numerous reasons:

• to address the "falldown" in timber supply as the province makes the transition from unmanaged to managed forests;
• to reflect changing public expectations for management of non-timber values (water, habitat, recreation, biodiversity); and
• to mitigate the impact of AAC reductions on the forest sector resulting from the Protected Areas Strategy, Timber Supply Review, Forest Practices Code.

Developing a strategy to manage BC forests - which have a natural cycle time of many human generations - is a formidable challenge. Biological systems are changing continuously; it is impossible to hold a natural system in a constant state. A "strategy-for-all-time" would be doomed to failure. But thoughtful management of whole forests, consistently applied by successive generations, can maintain all values somewhere in a defined forest.

We must begin by reconsidering the biological potential of BC forests. A strategy must recognize the forest as it is, present a clear image of what it could be, and provide a plan to achieve the desired state over the duration of the long term.

While a policy of preservation is appropriate in certain situations, it ignores the dynamics of change in the forest. There will be long term loss of some values in the protected "old growth" forest just as certainly as harvesting for timber production would cause a loss of those values.

During visits to operations recognized for forest management excellence, the group summarized a number of learnings relevant to a BC strategy.

1. Although the size of forest area varied, al planning processes observed by the group were structured around and driven by a powerful forest information system. The focus was on gathering data useful to the local forest manager in decision making.
2. At each operation, one local forest manager had clear accountability for forest management and results on the ground. The data base for each forest was in the local office and used extensively by line managers.
3. At all sites visited, in the area of silviculture, the consistently observed practice was to optimize the biological and economic potential by replanting as soon as possible after harvesting. As well, it was apparent that forest management programs generated additional direct and indirect jobs and considerable economic-offs. There were clear economic and employment pay-offs from investments in enhanced forestry.
4. All sites visited evidenced a dynamic, positive, adaptive culture to open new ideas and responsive when expected results are not being achieved.
5. There is considerable evidence that more private investment in forest management occurs where there is greater certainty that the benefits of that investment will be realized by the party making the investment - i.e. on land with more secure, long term tenure contracts or on privately owned lands.
6. Superior forest management was also observed to occur on tenures that are area-based rather than volume-based. The visits also confirmed that enhanced forest management also thrives in an atmosphere of cooperation and support between government and industry.

BC needs a forest management policy that can endure change in public opinion and change in government.

The alternatives are clear: BC must either commit to continuous, intensive management of a targeted forest resource for all values on a defined land base, or prepare to accept a forced reduction in the forest industry, less wealth creation, lower employment, and a lowered standard of living.

A system of forest land zoning can ensure availability of a secure, predictable supply of timber, and will encourage industry to make long term investments in forestry and conversion plants. A zoning category dedicated specifically to intensive timber production is essential.

Recommendations: Forest Management Action Plan

• Phase 1: A commitment from Government, FSSC, MoF, and FRBC Board of Directors to endorse and implement a BC forest management strategy with measurable resource targets for production of timber and other resource values, time lines, budgets, responsibilities, and critical success factors.
• Phase 2: Identify and empower a steering committee to design the approach to, and management of, implementation of the BC Strategy to deliver intensive forest resources management.
• Phase 3: Initiate up to four pilot areas to test concept practicality.
• Phase 4: Assign Local Responsibility / Accountability for Wood Supply Analysis and Management Design by identifying a person or position living in the region as "the manager of record".

The BC Forest Sector Strategy Committee, the Government, and Board of Directors of Forest Renewal BC are in a unique position to champion the development of a BC Forest Management Strategy, and to make it happen.

This report is hereby submitted to the FSSC, Government, and FRBC for consideration, endorsement and implementation as a major step forward.