EBM From Concept to Reality EBM from Multiple Perspectives and a - - PowerPoint PPT Presentation

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EBM From Concept to Reality EBM from Multiple Perspectives and a - - PowerPoint PPT Presentation

EBM From Concept to Reality EBM from Multiple Perspectives and a Nova Scotia Forest Practices Review Case Study Laird Van Damme, R.P.F Lakehead University KBM Resources Group Edmonton; June 19, 2018 Outline EBM as seen through an


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EBM From Concept to Reality

EBM from Multiple Perspectives and a Nova Scotia Forest Practices Review Case Study

Laird Van Damme, R.P.F Lakehead University KBM Resources Group Edmonton; June 19, 2018

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SLIDE 2

Outline

  • EBM as seen through an academic and business lens

– Across scales – Over time/projects – NS Forest Practices Review case study – Complexity science – What this may mean for “ Creating a Roadmap for EBM Based Management in Alberta (and beyond)”

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SLIDE 3

From Diesel/Iron to Avgas/Knowledge with 44 Years of Service and Practical Innovations for Central Canada’s Energy and Natural Resources Sector

1999 Introduced hydraulic mounder 2004 KBM Chile 1st for in-bush chipping 2004 to present Aerial Survey and Geomatics 1974-2009 mechanical site preparation

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Ecosystem Based Management (EBM); sub-stand

  • Site preparation emulates fire and windthrow effects at the

microsite scale (1970s).

  • But we never sold a machine based on its ecological merits

( the Bracke advantage) ; a salesperson sold the machine based on performance/utility and RELATIONSHIPS.

  • Salespersons are story tellers that shape a shared experience

/mythology (i.e Peugeot/ Sapiens)

  • A take home message in the Trump era?
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SLIDE 5

EBM; Stand/Site

  • Analysis of OMNR(F)’s Natural Disturbance Emulation

Pattern Guidelines ( Now Stand and Site Guide; revealed performance and utility.. no regret options> salesperson John McNicol?).

  • UPM industrial lands in MN conversion from even-aged single

species to uneven-aged mixed woods; performance and utility, salesperson and top management support

  • Organizational change easier in Companies ct Govt Agencies
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SLIDE 6

UPM Mixedwood Management

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SLIDE 7

EBM Forest and Landscape

  • MWFP DFMP 1996-2006
  • LANDIS used for NRV ( first known application in Canada)
  • Top management support/ an internal salesperson…performance and utility…

bleeding edge? Ahead of provincial policy.. too much bottom up?

  • MB MF, Dog Matt, Athabasca Land Use planning Pilot (as above?)
  • NRCAN 2007 National Forest Strategy Review> EBM salesperson

Dirk Brinkman a rebel with a cause ( as above ?)

  • Ontario Landscape Guides 2010 implementation> top management

writ large)

  • Nova Scotia Code of Forest Practice 2012
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SLIDE 8
  • 1) Process:
  • How is NRV knowledge used?
  • What parts of the ecosystem are involved?
  • How are NRV benchmarks defined?
  • (How) is monitoring integrated?
  • 2) Partnerships:
  • (How) are neighbours involved?
  • (How) are overlapping tenures involved?
  • 3) Technical:
  • Which NRV patterns?
  • At which scales?
  • How are targets defined?
  • How is variation incorporated?

NS EBM Case Study: NRV SCORE Framework

Andison, 2016, An NRV Strategy Scorecard: Tracking the Evolution of EBM in the Canadian Boreal Forest

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SLIDE 9

Nova Scotia Royal Commission 1984

A B C D E

How is NRV knowledge used? 3.1.1

Background information Secondary filter Parallel filter Primary filter Planning foundation

What parts of the ecosystem? 3.1.2

Merchantable forest All forest All vegetation All land Entire landscape

NRV benchmarks 3.1.3

Undefined Post-industrial Pre-industrial Pre-European Post-glaciation

Monitoring 3.1.4

No new monitoring Implementation

  • nly

Fine filter specific Passive adaptive Active adaptive

Neighbours 3.2.1

None Internal donuts Landscape Greater landscape Region

Overlapping 3.2.2

None Few Moderate Most All

Which patterns? 3.3.1

Simple disturbance Comprehensive disturbance Simple disturb & conditiion Comprehensive

  • disturb. & cond.

Comprehensive all

Scales? 3.3.2

1 scale 2 scales 3 scales 4 scales All scales

How are targets defined? 3.3.3

Standardized within NRV Standardized filtered NRV Locally filtered NRV Directional Stakeholder process

Incorporating variation 3.3.4

Averages Thresholds Ranges Range groups Frequency distuributions

Options Element Sec.

Process Partners Technical

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SLIDE 10

2004 Nova Scotia’s Code of Forest Practice:

A B C D E

How is NRV knowledge used? 3.1.1

Background information Secondary filter Parallel filter Primary filter Planning foundation

What parts of the ecosystem? 3.1.2

Merchantable forest All forest All vegetation All land Entire landscape

NRV benchmarks 3.1.3

Undefined Post-industrial Pre-industrial Pre-European Post-glaciation

Monitoring 3.1.4

No new monitoring Implementation

  • nly

Fine filter specific Passive adaptive Active adaptive

Neighbours 3.2.1

None Internal donuts Landscape Greater landscape Region

Overlapping 3.2.2

None Few Moderate Most All

Which patterns? 3.3.1

Simple disturbance Comprehensive disturbance Simple disturb & conditiion Comprehensive

  • disturb. & cond.

Comprehensive all

Scales? 3.3.2

1 scale 2 scales 3 scales 4 scales All scales

How are targets defined? 3.3.3

Standardized within NRV Standardized filtered NRV Locally filtered NRV Directional Stakeholder process

Incorporating variation 3.3.4

Averages Thresholds Ranges Range groups Frequency distuributions

Options Element Sec.

Process Partners Technical

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SLIDE 11

2012 Nova Scotia’s Code of Forest Practice

A B C D E

How is NRV knowledge used? 3.1.1

Background information Secondary filter Parallel filter Primary filter Planning foundation

What parts of the ecosystem? 3.1.2

Merchantable forest All forest All vegetation All land Entire landscape

NRV benchmarks 3.1.3

Undefined Post-industrial Pre-industrial Pre-European Post-glaciation

Monitoring 3.1.4

No new monitoring Implementation

  • nly

Fine filter specific Passive adaptive Active adaptive

Neighbours 3.2.1

None Internal donuts Landscape Greater landscape Region

Overlapping 3.2.2

None Few Moderate Most All

Which patterns? 3.3.1

Simple disturbance Comprehensive disturbance Simple disturb & conditiion Comprehensive

  • disturb. & cond.

Comprehensive all

Scales? 3.3.2

1 scale 2 scales 3 scales 4 scales All scales

How are targets defined? 3.3.3

Standardized within NRV Standardized filtered NRV Locally filtered NRV Directional Stakeholder process

Incorporating variation 3.3.4

Averages Thresholds Ranges Range groups Frequency distuributions

Options Element Sec.

Process Partners Technical

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PTA Stand Level Codes and Landscape Plan Pilots

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Less of this and more of that

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Some more of this

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What Could Possibly go Wrong?

Why are there still a majority of Clear-cuts post 2012; when Government NRV work suggest CC should be about 50% ?

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2017 Premier Appoints William Lahey

  • Recognizing a wide diversity of interests related to forestry, the Government
  • f Nova Scotia is undertaking an independent review of forest practices in

Nova Scotia. Professor William Lahey, President of the University of King's College

– The review will examine current practices, including strengths and weaknesses, and provide recommendations for improvement regarding how Nova Scotia balances long-term environmental, social and economic interests in managing the province's forests. In particular, the review has the mandate to examine the following components: – Evaluate the effectiveness and identify opportunities to improve the legislation, regulations, policies and guidelines, as well as the science-based tools that determine whether and where harvesting occurs, as well as the harvesting methods (e.g.: clear cut, partial harvest) that can or should be used. – Evaluate market access for private forest owners, particularly in the western region, and provide recommendations to address any identified issue

» https://novascotia.ca/natr/forestry/Forest_Review/

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SLIDE 17

What is a clearcut?

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SLIDE 18

What is a clearcut?

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SLIDE 19

What is a clearcut? What is Old Growth?

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SLIDE 20

What went Wrong?

Conceptual Change without Concrete Change

  • No Salesperson

– But some good scientific work

  • Limited Case to Argue Performance and

Utility

– Woodbridge

  • Top Management Support

– is there but could be strengthened

  • Top Down versus Bottom Up

– requires both

  • Code Based

– versus Results Based (professional reliance)

  • Organizational Change

– Matches Strategic Change? – Corporate Culture Alignment or Change ?

From Mintzberg, 1994

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Incomplete Attention to Agents of Change?

  • Regulatory change must be

matched by enforcement and supported by education efforts (beyond PTA; OAFP)

  • Human behaviour is learned

behaviour

  • Governance Models (Westfor

and beyond)

  • Experimentation to allow

controlled failure.

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SLIDE 22

Diversity

  • Government
  • Forest Industry

– that includes supply chain business

  • wners
  • Forestry Professionals
  • Scientists

– Govt and Academic & Industry

  • Social Scientists and Lawyers
  • Landowners
  • ENGOs
  • Citizens

Agents of Change: People & Organizations

Registered Professional Foresters Annual Harvest (m3) Annual Harvest per Forester (m3)

NS 94 3,700,000 39,362 AB 684 23,300,000 34,064 BC 2,780 67,900,000 24,424 Maine 787 14,400,000 17,789 NB 277 9,000,000 32,491 ON 514 15,800,000 30,739

Professional Foresters by Jurisdiction

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NS Forest Inventory

  • Standard CDN remote sensing based

PI polys and PSP calibration

  • Open to the public
  • Acquiring 6 pts/m2 LiDAR
  • Moves smallest unit from stand to

trees; accurate stand structure

  • More tech change in the last 2 years

than in my previous 35 years in forestry

  • Implications for planning and

monitoring EBM

LiDAR derived Stand Structure Visualization

Agents of Change: Technology

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SLIDE 24

Complexity Science

  • Complexity science studies

non-linear systems

– Foundations in forest ecology,

  • A Complex System is;

– A group of interacting elements forming a complex whole – A collection of individual agents, who have the freedom to act in unpredictable ways, and whose actions are interconnected such that one agent’s actions changes the context for other agents.

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SLIDE 25

Complex Systems

  • This could describe

interactions between

  • rganisms in an ecosystem or

between society and the forest

  • r both
  • Forestry professional manage the

relationship between society and its forests or:

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Road Map

  • EBM is a complex undertaking
  • Salespersons are as valuable as
  • scientists. But good scientist are an

essential foundation.

  • Need both bottom up and top down

push

  • Top management support
  • Regulation, enforcement and

education must all be considered and balanced

  • Consider results rather than practice

code focus (e.g. how much clear cut)

  • Encourage new models of

management/ governance and experimentation at scales that will not lead to catastrophic failure

– Organizational change is as (more) important as strategic/policy statements

  • Governance models of implementation

bodies should embrace diversity, networks and transparency

  • Monitor within an active adaptive

management framework with an eye towards detecting positive deviance and emergent properties

  • ( i.e. Independent Audits and PSPs/Lidar

inventories)

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SLIDE 27

Bottom Line

  • A case must be made for performance and utility
  • EBM (change) is difficult to implement if it is perceived to

increase costs during a period of large-scale industrial dislocation.

  • The forest industry is more adaptable than they know.

– But they can be penalized if they move too fast or if they move to slow – Hold on to linear thinkers but acquire a few more systems thinkers