BOB BRASH
This article was published in the Spring 2024 issue of the Truck Logger BC Magazine
BRITISH COLUMBIA – Every few years, we witness new vocabulary emerge into the BC forest sector’s world. The most recent term to emerge is resilience. At times, it is used in an almost mystical manner without any firm, specific definition or scope. Essentially, it becomes a holy grail without substance but with a professed nirvana by many speaking of it.
The question is, will it become another passing buzzword, lead towards true, positive changes to advance our sector, or will it be a cloak for protectionism?
BC’s forest sector has long been a cornerstone of the province’s economy and culture deeply intertwined with the natural environment, providing livelihoods for thousands and sustaining communities. However, the sector is currently facing unprecedented challenges that require innovative and resilient approaches. In this context, building multi-dimensional resilience means considering comprehensive environmental, economic, and social factors to ensure the forest sector can adapt and thrive in the face of these stresses.
Environmental Resilience
The environmental resilience of BC’s forests is under obvious transformation from the climate, pest infestations, and wildfires. In recent years, the changing climate has led to more frequent and intense wildfires, which not only destroy vast areas of forests but also releases significant amounts of carbon dioxide into the atmosphere. This, at a time when thriving, energetic forests are considered one of the most effective tools to battle climate change.
Forest management practices must and will adapt to the realities of a shifting climate. This includes implementing more aggressive wildfire mitigation and suppression techniques such as controlled burns along with management plans to reduce fuel loads and crowning. Reforestation efforts should prioritize planting tree species that are more resistant to pests and adaptable to changing climate conditions. Furthermore, enhancing biodiversity by promoting a mix of species will make forests more resilient to diseases and environmental stresses.
Economic Resilience
The BC forest sector’s economic resilience is equally important and increased considerations are necessary. The industry has been hit hard by volatile markets, trade disputes, and the onslaught of new restrictive policies.
Diversification is one key strategy. We can all agree with the objective to expand beyond traditional mindsets to include more innovative harvesting systems, value-added products such as engineered wood, bioproducts, and other emerging products developed through research. Investing in technology and innovation in all segments of our industry can also increase efficiency and open new market opportunities. Additionally, developing local and expanding international markets for BC’s forest products can mitigate the risks associated with dependence on a few major markets.
The major caveat is it won’t be done to government’s desired extent under the current choking control of the cumulative policy changes being pursued now and beyond the upcoming election. The prospect of a continuing 40 per cent reduction in BC’s “normal” annual harvest and an unknown quantification of policy impacts will not engender a positive investment climate for the works required to achieve such objectives.
Social Resilience
Social resilience involves ensuring that forestry dependent communities can withstand and adapt to changes. Many rural and Indigenous communities in BC rely heavily on forestry for employment and economic stability. The loss of forest-related jobs due to reduced harvest levels and mill closures has profound social impacts with limited opportunity for many communities to find other means of employment for their residents. Even if good retraining programs exist, if there is a lack of viable options for diversification or those opportunities take years to develop, the abrupt implementation of new policies without adequate and realistic transition strategies will doom many towns.
First Nations are a critical key towards progress. Their traditional knowledge and stewardship practices can contribute significantly to sustainable forest management. Enhancing partnerships with Indigenous peoples and supporting their rights and knowledge in forest management that leads towards more inclusive and resilient outcomes is an objective everyone can support.
Effective policy and governance frameworks are essential to support resilience in the BC forest sector. This involves developing adaptive management strategies that can respond to changing conditions and emerging challenges. Governments at all levels must also increasingly engage and collaborate with industry stakeholders, Indigenous communities, and responsible environmental organizations to create a shared vision for the future of BC’s forests.
Lastly, sound public investment in research and development, as well as financial incentives for sustainable practices, can drive innovation and support the transition to a more resilient forest sector.
There are many things resilience cannot mean. It should not be a surrogate for even more protectionism or unreasonable constraints. The discussions leading to implementation of any forest management plans need to be objective and not subjectively guided. The prescriptions on a stand level must be achievable and financially viable. The moves toward their utilization cannot be abrupt or ignore the practical need for a real transition strategy.
Uncertainty on interpreting the impacts of new policies cannot continue ad infinitum because tangible investment decisions will simply not happen. In the opinion of many, which we share, our forests need more management, not less to become more resilient on all fronts. By adopting a strategy addressing all necessary elements, BC can ensure that its forest sector remains a vital, prosperous, and sustainable part of its economy and heritage. The challenges are significant, but if environmental, economic and social resilience is properly considered, the BC forest sector can adopt a pathway to thrive amidst the complexities of the 21 century.
Bob Brash, RPF, MBA is Executive Director of TLA
