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forest management planning manual bcSetting clear objectives for forest management is one way government works to meet public expectations about the use of forest resources. Managing forests for timber, water, wildlife, recreation and other values in a sustainable manner involves planning at several management levels. Consideration must be given to stocking standards, tree seed use and tree species selection, among other things, at both local and provincial levels. There are currently 38 TSAs and 34 TFLs in the province. Local level planning takes place within these management units. It informs tree species selection decision-making at the stand- and landscape-level, in the context of a changing climate. I can help you find COVID-19 related information. I'm still learning, so please be patient with my responses. Please don't enter personal information. Read more about Privacy. Questions about the collection of information can be directed to the Manager of Corporate Web, Government Digital Experience Division. Forest agreement holders must prepare, and have approved by government, a forest stewardship plan before harvesting or road building activities can begin. These plans ensure that forest practice operations are consistent with B.C. government objectives and values. V igorous compliance efforts and the enforcement of the commitments made in the forest stewardship plans ensure a high-quality of forest management. This includes the results and strategies an agreement holder must include in their forest stewardship plan for the B.C. government’s eleven resource values and all measures written to protect against invasive plants and to maintain natural range barriers. These letters identify best forest management practices to follow and highlight resource value concerns that need special attention. A licensee must advertise that the plan is available and allow at least 60 days for comments to be received.http://www.bike-trade.ru/userfiles/ford-mustang-1968-manual.xml
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This process allows other tenure holders, professionals, communities, stakeholders, and the public to provide input on these plans. Forest stewardship plans must also be shared and discussed with affected First Nations as part of the licensee’s obligation to First Nations consultation. I can help you find COVID-19 related information. I'm still learning, so please be patient with my responses. Please don't enter personal information. Read more about Privacy. Questions about the collection of information can be directed to the Manager of Corporate Web, Government Digital Experience Division. The FSP shows areas on a map where a forest licensee may carry out forest development activities over a period of up to five (5) years. The areas included in the FSP are called Forest Development Units (FDUs). This includes where timber will be harvested and where roads will be built. The plan also outlines strategies and desired results for conserving and protecting 11 forest values including: soil, timber, wildlife, fish, water, biodiversity, cultural heritage resources, resource features, recreation resources, visual quality, forage and associated plant communities. These strategies must be consistent with government objectives for forest values and must be measureable and verifiable. Under the Forest and Range Practices Act, forest licensees must have authorization from the government before they can harvest timber or build roads on Crown land. Forest licensees first submit a FSP to the government for approval. Once approved, the licensee can apply for site level permits and authorizations to harvest timber or build roads. In the past couple of years, it has become clear that the LLCF has matured and is now ready to take their strategic planning and management to the next level. During 2017, the Logan Lake Community Forest will be developing their very own FSP.http://xn--flrdochform-m8a.se/userfiles/ford-mustang-2000-manual.xml An Open House was held on March 2, 2017, with many local residents providing input as well as some local First Nation groups, other forest tenure holders and stakeholders. It is anticipated that the Logan Lake Community Forest will have their own Forest Stewardship Plan officially in place in 2017. This include land use planning through a series of analysis and field assessments of our forest tenures. Below is a brief overview on some of the main management objectives outlined in the Logan Lake Community Forest Management Plan. Click the link below to view more details in the full plan. LLCF is committed to professional and sustainable forest management and respect all forest values. LLCF works together with our Forest Management Team to develop resource plans that demonstrate an innovative and sensitive approach that are ecologically suitable, economically feasible, and socially acceptable. Timber selected for harvest follow specifications and standards set out in the Provincial Logging Residue and Waste Measurements Procedures Manual. The original Allowable Annual Cut (AAC) of 20,000 m3 in the previous cut control period (2006 to 2011) (100,000m3) was not met and a carry forward was granted by Ministry of Forests Lands and Natural Resource Operations (FLNRO). In the current cut control period (2012 to 2017), a timber supply review was completed which resulted in a long term increase of the cut from 20,000m3 to 24,000m3. In July 2015, FLNRO retroactively applied the changes. The mountain pine beetle and the threat of wildfire are currently the most visible threat to the health of the Logan Lake Community Forest. Other areas of concerns include pests and disease, such as root disease, blowdown, defoliators, mistletoe, and other species of forest insects. LLCF manages these concerns with consideration of forest sustainability.http://stroyzona.com.ua/companynews/editura-ana-manuale-clasa-2 The LLCF strives to have all stands, planted in a cutblock, “free growing” within 15 years of harvest and is committed to monitoring regenerating stands for such concerns as disease, overstocking, and brush and deciduous tree competition. The type of reforestation system utilized in the LLCF is dictated by the existing forest composition, forest health issues, site conditions, harvest method, stand structure objectives and landscape, and stand level biodiversity objectives. The type of reforestation systems are determined at the cutting permit level during the development of the site plan for a cutblock. An archaeological overview assessment has been completed for the entire Kamloops Land and Resource Management Plan area, to identify the potential for an area to contain archaeological sites.Through this intensive level of engagement over the past year and a half, deeper relationships have been formed and better understanding of each other’s values and interests achieved. The LLCF has paid for all of their activities that support cutting permit development and include activities such as archaeological impact assessments, cultural heritage resource assessment, and report writing. In some cases, this involves fuel management and treatment required to reduce the risk of wildfire to the community on Crown land under the LLCF tenure. This task required creative and open minds throughout the process to make the DoLL a more FireSmart community. Starting in 2004, Logan Lake dealt directly with their biggest challenge of removing a “time bomb” of fuel created by the mountain pine beetle.A range of strategies and tactics were employed such as the use of qualified wildland fire professionals and supervisors, commercial harvest, heavy equipment, hand crews for guard construction, spacing, pruning, piling, burning, prescribed fire, and local youth employment. More recently, in 2014 the Community Wildfire Protection Plan was updated, and a renewed focus put towards fuel management prescriptions and treatments. Logan Lake could not have done this on their own and are grateful for the numerous resources over the years. Contributors include: District of Logan Lake, Logan Lake SuperKEY, Logan Lake Community Forest Corporation, Logan Lake Ranching Community, Natural Resources Canada, Union of BC Municipalities under the Strategic Wildfire Prevention Initiative, Venture Kamloops, The Knowledge Network, Provincial Government Wildfire Management Services Kamloops, and Merritt Fire Zone Staff. Prior to road and harvesting activities, assessments and preservation of fish habitat and stream works to support fish populations are untaken. Wildlife habitat, including critical deer, moose, and other species at risk, areas are carefully considered when planning and conducting forest activities. LLCF incorporates site specific management practices such as wildlife tree and patch retention, to provide species and habitat diversity. Our management practices carefully consider the appropriate placement of stream crossings, proper road constructions and maintenance procedures, and harvesting practices to sustain the integrity of lakes, wetlands, and streams in the Logan Lake area. Recreation resources will be maintained by ensuring that the objectives for recreation sites, recreation trails and interpretive forest sites within the Kamloops Resource District are adhered to. There is an extensive network of ATV trails within the LLCF. An inventory of these trails was completed in 2011 and is considered in all development works. Logan Lake is interested in expanding their tourism base, and has proactively pursued forest related activities including cross country skiing, and the specific attraction of All Terrain Vehicles (ATV) users. Strategic location of trails to link community attractions and allow learning in the forest is being considered. Tours could incorporate existing riding trails, walking trails, naturalist walks, and wildlife walks. As well it could provide training opportunities in forestry operations to the Thompson Rivers University students in Natural Resource Sciences to further develop the program. It also requires capital at times. The LLCF is proud to have supported numerous Tourism and Recreation initiatives through our Grant Application process such as. A preview of this full-text is provided by Springer Nature.Forests are an important component of many landscapes in British Columbia, influencing every thing from employment and community stability, to drinking water quality and terrain stability, to recreation and wildness values. Many of the objectives cover different scales in terms of time and space (Figure 1). For example, small, short-term effects such as micro- climate conditions affect the success of silviculture. Maintaining snags for habitat values is very small-scale in a rea, but long-term in time. Other objectives are both long-term and large scale, such as sustaining old-growth patches. The scale of the objectives sets the level of detail required for effective planning. For example, long-term objectives such as snag creation or old-growth patches require only coarsely detailed information to project their levels, such as decade by decade progress. However, planting seedlings for silviculture requires a much finer resolution, perhaps a weekly time scale to schedule planters after the snow melts, but as long as possible before the summer so the seedlings can become tolerant to heat. Creating a single master plan that covers all objectives across many scales and data resolutions is difficult. Time Spac e Sho rt L on g Smal l La rg e fire microclima te dis eas e snag c reation old growth c reation ser a l p atch str uctu r e Figure 1. The scales of some forest processes. This is done by breaking the planning problem into two or more planning layers. Forest planning typically uses three planning layers: strategic, tactical, and operational. The top-most lay ers set targets and define available resources for the layers below to implement. The lower leve ls implement the targets set above, and provide feedback on target feasibility to the higher levels. Maintaining adequate feedback between planning levels is an important process to maintain efficient and feasible resour ce use (Figure 2). Strategic Constraints from tactical implementation Define sustainable operating levels Tactical Constraints from operational feasibility Define how activities should be ordered Operational Figure 2. Hierarchical planning levels. Strategic Level Strategic plans are concerned with long-term, large-scale resource allocations. For forest companies with private land holdings, this could involve a three-way process of defining the economic landbase, calculating a sustainable Annual Allowable Cut (AAC), and managing mill capacity to match the AAC. Strategic planning on public land may be much more complex, with land-use plans covering, for example, recreation, water quality, wilderness and timber. The nature of these objectives often requires strateg ic plans to be 300 years or more in duration, and cover broad areas such as Timber Supply Areas or Forest Districts. Strategic pla ns do not schedule how or when objectives will be met, but set production levels and broad objective targets to be implemented by lower level plans. The large-scale nature of strategic plans allows the use of coarse data to simplify the plans. Tactical Level Tactical plans order activities over middle-scale areas and time-frames. With the long- term resource sustainability and production capacity set at the strateg ic level, tactical plans can focus on how to best structure activities. Ha rvest scheduling is the most obvious tactical plan, however other activities must be covered as well, such as road construction and deactivation, and landscape-level silviculture. Tactical plans are shorter and smaller than strategic plans, typically 5-20 years for watersheds or landscape-units. Enough detail must be included in tactical plans to provide feedback for the strategic level: yearly time steps and spatial resolution fine enoug h to schedule activities. A typical ha rvesting operational plan will cover a single ha rvest unit over the period required to fall the trees, yard them to landings, and haul them from the block. Individual operational plans are required to schedule the workforce and machinery for each activity scheduled at the tactical level. Benefits of Hierarchical Planning The benefits of hierarchical planning are: 1. reduc ing complexity; 2. managing uncertainty, and; 3. increasing planning specialization for each of the planning layers. The reduction in complexity comes la rgely from spreading the objectives over three different plans, reducing a highly complex single plan into three manageable lay ers. Objectives are often entangled, where actions favouring one objective impact others, often at another scale, or only further into the future. Reducing the number of objectives in the planning layers eliminates the ne ed to calculate the cost of any one action on all other objectives, over the entire planning horizon. Trade-offs between objectives must be evaluated only with other objectives at the same level. Feedback between objectives at different levels is provided through feedback between the planning layers themselves. Another way hierarchical planning reduces complexity is by managing the required level of detail. To adequately plan for sustainability of objectives, compr ehensive plans must cover long time horizons. However, to include impleme ntation activities, comprehensive plans must be very detailed as well. Hierarchical planning can limit the time horizon and Strategic Tactical Operational Figure 3. Hierarchical planning levels. Operational plans are highly detailed, but short, whe reas strategic plans cover long time f rames, but require only coarse detail. The three planning lay ers cover different time frames, levels of detail, and also answer different questions. Strategic planning deals with resource allocation, tactical planning details the efficient use of the resources, and operation planning outlines how each individual activity will be carr ied out. Combining these very differ ent planning processes into a single plan is difficult. Hierarchical planning addresses this by allowing different modelling techniques at each layer. Decision support sy stems are most efficiently used when focused on particular questions, rather than broad information-based exercises (Bunnell and Boyland 2003). Separating the different ty pes of questions into planning layers allows a different modelling processes to be used at each planning lay er, appropriate to the question asked. Where does ATLAS fit in the h ierarchy. ATLAS is a harvest scheduling decision support system that g rows and harvests forest stands based on simple simulation rules (Nelson 2003). It is often used to determine the sustainable AAC under a seral constraint framework. Another use is exploring the consequence of forest policy on landscape units, for example in relation to seral patch distribution. Where does ATLAS fit into the hierarchy?: it depends. It should come as no surprise that a flexible model like ATLAS can be used at different levels of the planning hierarchy depending on which question is being answered. However, questions of distribution of harvest under a particular AAC such as the effects of particular harvest unit size combinations, how to meet visual quality rules or reduce fragmentation are different. These do not set the amount of resource (AAC), but explore how best to distribute it. Efficient distribution of a resource is a tactical question, and therefore ATLAS is also a tactical model. The final hierarchical level is operational planning. While ATL AS could be used to answer a limited set of operational questions, it does not contain the within-block detail required for operational planning, so cannot be considered a useful operational-level model. Will hierarchical planning become obsole te. Recently, an increasing number of forest management models have been presented as comprehensive models, that consider strategic, tactical and operational objectives in a single, comprehensive process. Some have predicted predict that as better and more precise data are developed, the planning hierarchy could collapse into a single, comprehensive process (Sessions and Bettinger 2001). Will the ability to manage increasingly c omplex models eliminate the need to have separate planning le vels. Adding to the pressure to convert to comprehensive models are a number of problems with interactions between planning layers in the traditional hierarchy formulation. For Problems with interactions between scales in forest issues are common (Franklin 1993, Bunnell and Huggard 1999), and designing a hierarchy without conflicts between levels is difficult. Hierarchical planning in particular has difficulty incorporating spatial objectives at the strategic level, resulting in inaccurate projections (Church et al. 1998). Another reason comprehensive models are favoured is their ability to be optimized, with solution techniques like integer progra mming (Crowe et al. 2003) or heuristic algorithms (Lockwood and Moore 1993, Bettinger et al. 2002). Because hierarchical planning uses separate models, the limited feedback be tween level means optimizing operational and tactical levels in relation to the strateg ic level is not possible. While the comprehensive models are bec oming better able to deal with highly detailed plans, comprehensive models will have to find way s to deal with uncertainty and complexity as well as their hierarchical competitors before they will replace them. Some parts of the complexity and uncer tainty in forest planning could be re duced, diminishing the advantage of hierarchical formulations. Theoretically, every tree could be inventoried, and every square meter categorized for its production to produce timber, reducing uncertainty in inventory. In B ritish Columbia, with rugged terrain and massive area, this is not likely to happen any time soon. However, increased inventory efforts could reduce uncertainty. However, some parts of the complexity and uncertainty cannot be reduced by increasing planning effort. In particular, the prices and product mixes the market demands of the forests cannot be accurately projected into the future. They are, however, known in the present. Hierarchical planning systems capitalize on this by requiring only broad assumptions at the strategic level, but more specific plans at the operational level. Each year, as uncertainty in markets is resolved into actual prices, operational plans can be produced that target products reflecting market conditions. Comprehensive models rely on accurate projections of prices and product mixes to produce their optimized plans, however these projections are highly uncertain, and largely cannot be improved. Other uncertainties also cannot be reduced, limiting the effectiveness of comprehensive optimization models. Disturbances such as fire, beetle outbr eaks, and disease can only be coarsely incorporated into optimization models because of their stochastic nature. Changing environmental requirements, operational regulations, and product mixes also make long-term operational projections less precise. Conclusion Hierarchical planning breaks the planning process into the strategic, tactical and operational layers. Each laye r addresses different types of questions: strategic planning determines sustainable resource production levels, tactical planning answers questions about the efficient use of the resources defined at the strategic level, and operational planning details action plans for each activity scheduled at the tactical level. The different levels address different objectives that require different scales and data Strategic-level questions are long term and large scale, but require only coarse-resolution data. Operational-level plans are at the opposite extreme, with very finely detailed data r equirements, but covering only sma ll areas and short time horizons. In: Proceedings of the first international precision forestry symposium, U. Washington, Seattle. The hierarchical approach methodology for production planning is used to effectively manage the coordination between different planning levels. As such, there are three main benefits of hierarchical planning, according to Boyland (2003): the reduction of problem complexity as a result of division into smaller subproblems and management of the required level of detail; better management of uncertainty by postponing decisions for as long as possible; and increasing the specialization of each planning level. In the particular case of the forest industry, the hierarchical approach is used in supply chain management, with three levels, according to the impact on the company and the time periods for planning.. Improving Consistency in Hierarchical Tactical and Operational Planning using Robust Optimization Article Oct 2019 COMPUT IND ENG Pamela P. Alvarez Alejandra Espinoza Sergio Maturana Jorge Vera Many companies use optimization models to support their tactical planning production decisions. These tactical plans typically cover a horizon of several months. However, later on, when making daily or weekly operational decisions, inconsistencies may appear between the tactical and operational plans, due to various uncertainties and data aggregation. At the tactical level, planners attempt to take into account the potential cost of those inconsistencies, but that is not always easy. A 2-stage model under uncertainty might provide a solution, through the recourse, but this leads to harder problems and requires distributional information that is not always available. Hence, in our work we propose to use the methodology of Robust Optimization, based on uncertainty sets, at the tactical level to improve the consistency between the two planning problems. We illustrate our approach on a specific problem for sawmill operations in the forest industry, where at the tactical level the supply of logs is decided. At the operational level, the sawmill must plan the detailed operations, including which cutting patterns to use, based on the actual supply of logs, which might differ from what was initially planned. We show computational results on data from an actual company and provide some specific estimates of probabilities of consistency, for two approaches: ellipsoidal and polyhedral, or budgeted, uncertainty. Our results indicate that Robust Optimization is a viable methodology to improve consistency and it could be relevant in other problems where consistency between the tactical plan and the subsequent operational decisions is desirable. View Show abstract. There are three broad categories of planning in forest management, strategic, tactical and operational (Sedjo 1987;Kent, Bare et al. 1991;Schiess and O'Brien 1995; Boyland 2003). Information exchange between these three tiers of forest management planning is critical in developing a management plan.. Automating contour-based route projection for preliminary forest road designs using GIS Article Full-text available Luke William Rogers View Design and management of biomass-for-bioenergy supply chains: Towards a comprehensive spatio-temporal optimisation approach Thesis Jun 2015 Annelies De Meyer The depletion of fossil fuel reserves and the negative environmental impacts associated with their use are the driving forces towards the biobased economy. In analogy to today's oil refineries, biorefineries can process renewable biological resources into a range of value-added bioproducts (e.g., bioplastics, paper, transport fuels, electricity, heat). However, the discontinuous (in time) and geographically fragmented (in space) availability of biomass and the relatively high maintenance and logistics costs still compromise the economic viability of biobased products for large scale production and commercialisation. Besides the economical side, also environmental sustainability, energy efficiency and social acceptance are important concerns for the development of a sustainable biobased sector. Poor planning can hurt the environment, damage the image of biobased products, and limit available resources. Comprehensive planning for the supply chain must start prior to or in combination with the expansion of the biobased sector. So, the role that biomass will play in the future will depend upon the extent to which the constraining factors inhibiting trade as well as a sustainable and efficient production of biobased products can be overcome. This dissertation presents the design of a generator (prototype) to create decision support systems to address strategic (e.g., design) and tactical (e.g., inventory and fleet management) decisions in all kinds of biomass-for-bioenergy supply chains with a view to optimise (a combination of) different objectives. This generator encompasses four modules: (1) a database module, (2) a query module, (3) the decision module and (4) a user interface. The database module holds a reference data model which can be used to specify all kinds of biomass-for-bioenergy supply chains. The roots of the reference data model in a generic cradle-to-gate analysis ensures that all kinds of biomass sources, all kinds of biomass destinations and all kinds of handling techniques can be classified into one of the 6 key object types of the data model: (1) biomass production, (2) harvest, (3) collection, (4) pre-treatment, (5) storage and (6) conversion. The database module is connected to the query module to organise and pre-process the initial spatial information and to visualise and post-process the optimisation results. OPTIMASS takes into account the geographical fragmentation of biomass to define the optimal supply chain configuration considering one time period, the re-injection of by-products from the conversion process and the changes in biomass characteristics (e.g., moisture content, particle size) due to treatment operations.The development of the user interface and the automation of the linkages between the modules are not part of this dissertation. The generator has been implemented to create specific decision support systems for three case studies: (1) the biomass supply chain based on low input high diversity (LIHD) biomass systems in the province of Limburg (Belgium), (2) the municipal wastewater sludge processing chain in Flanders and (3) the Jatropha-to-electricity chain in Mali. The specific DSSs are used to address strategic questions (i.e. new dryer?) as well as tactical questions (i.e. allocation?). The specific DSSs are used to investigate the effect of changes in biomass availability, energy demand, etc.In general, the results highlight that the requirements imposed to the biomass mixture at the conversion facilities are the main drivers in the decision process.