The Forestry Source - May 2018 - 1
May 2018* Vol. 23, No. 5
News for forest resource professionals published by the Society of American Foresters
Everything from A to Z: A New Tool for Increasing Restoration
on National Forests?
By Andrea Watts
Living with Wildfire
Southern California has much more wildfire
than it used to, and many of the strategies for
living with fire in conifer forests don't apply,
because the amount of fuel doesn't always
determine the frequency or severity of coastal brush fires. Here, many scientists say living
with fire will mean coming up with solutions
that take into account the environmental
characteristics of the state's shrublands, rather
than trying to borrow strategies from conifer
forests. Page 8.
Who Will Plant the Trees?
Why do we need individuals with agricultural
"guest worker" visas to meet our tree-planting
and silvicultural needs in the United States?
Consider the reforestation logistics that one
company faces in one planting season. Commentary by Tony Doster. Page 10.
Fire: Public vs. Private
"Wildfires in the most recent time period
(2000-2015) were two to three times more
common on federally owned lands compared
to similar nonfederally owned lands," write
the authors of a recent paper. "We used a
variety of techniques to disaggregate the impacts of land ownership, firefighting, and reserve status. This proved to be a difficult task,
as federal ownerships-especially reserved
lands-often have vastly different ecological
characteristics than private lands." Page 12.
"Sooner or later, most of us in the forestry profession will experience the thrill of having two
cruises on the same property that just don't
agree." In "A Tale of Two Cruises," Steve Fairweather explains how to handle the situation.
Fuelwood and Charcoal
In the Democratic Republic of Congo, an estimated 90 percent of the population relies
on fuelwood and charcoal. Why? Simply put,
this reliance is the result of limited energy infrastructure (only 9 percent of people in the
country have electricity) and an abundance of
forests. Page 16.
DE PA RTM E NT S
Forest Industry News
Continuing Education Calendar
Forestry News Briefs
udging by its title, the Mill Creek A-Z
Stewardship Project doesn't sound
all that different from the other forest-restoration projects underway across
the country. Its project details are also unassuming: The 10-year contract, awarded to Vaagen Bros., calls for thinning
on 54,000 acres of Washington State's
Colville National Forest to restore forest
health and mitigate wildfire risk.
Also like many other forest-restoration projects, the Mill Creek A-Z project was challenged in court, in this case
by the Alliance for the Wild Rockies.
Among the alliance's claims, the Forest
Service "failed to protect habitat for fisher
and pine marten animals (two small forest furbearers) under the NFMA; failed to
protect snow-intercept cover used by deer
and elk on the winter range; and increased
sediment production that allegedly could
injure local fish species."
But this was the most significant of
the group's claims: "[T]he Forest Service
violated the National Forest Management
Act (NFMA) by allowing local Colville
lumber operators, Vaagen Brothers Lumber Company, to arrange for a private
contractor to conduct the environmental
Thinned vs. unthinned on the A-Z project. Photograph courtesy of Vaagen Bros.
analysis [required by the National Environmental Policy Act (NEPA)] and the
writing of an environmental assessment
(EA) for the proposed project."
And this is what sets the Mill Creek
A-Z Stewardship Project apart from other forest-restoration projects and why its
success could mean access to another tool
the Forest Service can use to speed up the
pace of much-needed restoration activities
on our nation's forests.
A Willingness to Take a Risk
"A-Z is the concept of hiring a contractor
to do everything from A to Z," said Rodney Smoldon, explaining how the project
A to Z n Page 4
@Forestproud: Podcast Series Helps the Public
Understand Forest Management
By Steve Wilent
here is one thing just about all foresters have in common:
We are proud of what we do. The same pride is felt by others involved with forests, from forest-products producers
large and small to universities, agencies, and conservation organizations, especially those that have joined the North American
Forest Partnership (NAFP). Members of NAFP-114 of them,
so far-are "passionate about forest ecosystems, forest products,
forest communities, forest people, and keeping forests as forests.
About the social, environmental and economic values we derive
from the many different forests in North America. About the
role trees play in maintaining our health. About water, wildlife,
healthy planet and a healthy economy. And about innovation,
partnership, research, responsible management, conservation,
and sustainability. About our future, and the future of our forests"
@FORESTPROUD n Page 6
FROM THE LEADERSHIP
Toward a Sustainable Financial Future for SAF
By Fred Cubbage
n 2017, the SAF Board of Directors
took many key actions regarding SAF
finances that are intended to put us
on the path to becoming more financially
sustainable. These actions were prompted
by large operating deficits from 2014 to
2017, which were covered by draws from
SAF's "Reserve" funds generated by the
sale of some of the land surrounding the
Since 2014, (1) we sold the land
surrounding the Pinchot Building for a
net of $16.6 million; (2) spent some of
those funds for Society operations, and
placed the rest in the Reserve fund; and
(3) drew from the Reserves (principal
and investment earnings) to cover operating deficits. The Board approved the
budgets proposed by the CEO, with large
expenses and deficits from 2014 to 2017.
SAF also took out a $900,000 "off budget" loan in 2015 to cover the new iMIS
database and initiate other program improvements; in March of 2018, the Board
voted to pay off the remaining balance
left on that loan.
In 2017, the Board agreed on a new
strategy to work toward financial sustainability. We have established new policies
intended to achieve a balanced budget, to
maintain or increase the principal in the
Reserves, and to exercise careful use of the
earnings, as described below.
FROM THE LEADERSHIP n Page 3