10 golden rules when developing forestry standards
CMO is facilitating the process of updating of the Liberian Forest Harvesting Code of Practice and the document is currently being used to conduct mock field inspections of forest operators in the country. I have been involved in forestry standard setting for many years – at both a national level such as with this code, or internationally, such as the development of forest certification standards.
Over the years, I have come to realise that without certain key ingredients, a standard will not produce the desired effect. The following are key to standard setting:
? Use a risk-based approach and focus on the high risks when developing indicators. Forget about measuring tolerable risks. An overdesigned standard produces the opposite result to what is required.
? Include parameters that measure the effectiveness of the management systems that are required (Plan/Do/Check/Act)
? Stay away from building in requirements for operators to have to complete field checklists in order to demonstrate compliance – there is a limited need for checklists in forestry operations but too often they are only there to please the auditors and the technical staff as a "CYA" tactic. Rather focus more on Planning instead of Checking.
? Specifically don’t overdesign your safety system – this will make operations more dangerous – not less so.
? Include all 5 parameters that measure field performance - safety, productivity, environment, quality, social (what we call SPEQS)
? Be mindful of not developing silos in each performance area – the SPEQS performance areas above function in a harmonious and integrated manner.
? Involve all stakeholders, but don’t allow the process to be derailed by those with extreme views and those who are overly vocal in the process.
? Set the bar at a realistic level in the overall system. We aim for a pragmatic solution – not the ideal world.
? Keep the wording in the standards simple, to the point and auditable. Use the least possible words to describe the objective you are trying to achieve.
? Finally, field test, field test and field test! Develop the standard in the forest – stay clear of board rooms and ivory towers.
Forest Engineer
4 年perfect!
Head of Corporate Responsibility & Sustainability for Wood Products
4 年Thank you Michal for all the advice. However, I don't completely agree with you about "We aim for a pragmatic solution – not the ideal world". Standards are there to create change. If they are unattainable, we agree that they will not produce any. However, the bar must be raised above standard practices whenever possible. Standards should lead to a raising of the overall level, not a levelling down.
Good stuff Michal! alot of forest management standards setting schemes could learn from these tips... one bottleneck I found haven lead standards development processes myself, are the rigid systems put in place by organisations to guide the development of implementable standards. In a lot of cases, these are at parallel with reality. To address this, it seems to me better for forest management standards setting schemes to stay at Policy levels, clearly defining what they expect of good forest management and let people on the ground do the job as they are best fit for it... I should add to your golden rule list, a periodic review of forest management standards to check for relevance and incorporate new themes when and where needed. thanks for your insight!
Environmental and social impact assessment I auditing and assurance services I mining, renewable energy & forestry
4 年Really enjoy this article - thank you!
Chainsaw Training Specialist at BC Wildfire Service
7 年Sage advise for any forest industry lead process to become successful.