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Wisconsin's Forest Action Plan.
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If you have questions, contact:
Kristen Tomaszewski
608-266-5202

Statewide Forest Action Plan Part 2: StrategyTheme D: Forests as economic contributors

The goals, strategies and actions below describe possible steps to address the issues that have the potential to significantly impact Wisconsin’s forests. You can also read detailed descriptions [PDF] about the goals and strategies on this page.

N. Forest ecosystem services have economic values that are realized and managed to maximize the benefits to society and improve quality of life

Ecosystem services are functions performed by natural ecosystems that benefit human society, such as hydrological services, protection of the soil, biomass, carbon sequestration, habitat for wild species and recreation opportunities.

37. Strategy: Invest in forest conservation to contribute to a strong economy and provide clean water and air, wildlife and other ecosystem services.

Possible actions:

  • 37.1. Develop data sets to characterize and estimate potential benefits/forest values (e.g. water and wildlife) by ecological landscape, watershed or other common unit of measure.
  • 37.2. Develop regional long-term plans to provide for conservation (i.e. maintenance, development and enhancement) of forest benefits.
  • 37.3. Support efforts to address forest conservation in local comprehensive planning and implementation process.
  • 37.4. Identify key source water protection opportunities that can be protected through forest conservation.
  • 37.5. Protect and sustainably manage forest lands to produce the benefits of ecosystem services (e.g., water conservation, carbon sequestration and improving air quality).

38. Strategy: Encourage communities to invest in their urban forest canopy as part of a long-term plan for a community's quality of life.

Possible actions:

  • 38.1. Develop urban forest plans for all communities.
  • 38.2. Implement tree maintenance programs in all communities.
  • 38.3. Encourage collaboration and participation among governments, businesses, nonprofit organizations, citizens and communities to plant and manage local urban trees and the tree canopy.
  • 38.4. Develop regional and community foundations/funds to receive and disperse tree planting and management funds from individual and corporate philanthropists and leverage investments.
  • 38.5. Exempt urban forestry expenditures from property tax levy limits.
  • 38.6. Provide funding for communities to sustainably manage their urban forests.
  • 38.7. Encourage communities to create and enact aggressive tree preservation/protection.
  • 38.8. Encourage communities and the state to change "generally accepted accounting principles” to allow designation of their trees as a capital asset.

39. Strategy: Build public understanding about the benefits provided from investing in forest conservation.

Possible actions:

  • 39.1. Develop stable funding for forestry K-12 education programs.
  • 39.2. Promote general awareness of forestry-related contributions in Wisconsin, including development of a center for forestry education.
  • 39.3. Target marketing to the public using ideas people have shown interest and understanding in (e.g. water quality).
  • 39.4. Connect forest investments to the broad range of benefits such as improved health, protection of water quality, sustainable timber products and energy conservation.
  • 39.5. Increase the number of municipalities that promote the benefits of their urban forestry programs.
O. Wisconsin is a hub of green forest product markets, producing a diversity of value added solid wood, fiber, energy and ecosystem services

40. Strategy: Support existing forest products companies so that they are competitive domestically and internationally.

Possible actions:

  • 40.1. Fund participation for Wisconsin representatives in international trade missions.
  • 40.2. Develop annual reporting methods to provide reliable timber product output data.
  • 40.3. Provide business development services for process improvement, business capital, technology improvements and planning and permitting to streamline business expansion.
  • 40.4. Develop a unified forest products trade organization to represent the industry.
  • 40.5. Regularly produce data to characterize the potential supply of primary and secondary forest product raw materials.
  • 40.6. Produce sustainably managed forest products to add value to the marketplace.

41. Strategy: Encourage the development of new markets and companies that leverage sustainable (e.g. third-party certified) supply and ecosystem services in emerging markets.

Possible actions:

  • 41.1. Determine the feasibility of developing a cooperative biomass energy facility.
  • 41.2. Facilitate new partnerships between green building organizations and trade associations for both rural and urban wood.
  • 41.3. Build a forest products research community that can focus on opportunities for Wisconsin companies (e.g. biomass, composites, advanced fuels, chemical feedstock development, etc.).
  • 41.4. Develop Great Lakes regional branding to market sustainably produced products.
  • 41.5. Create a Great Lakes biomass exchange
  • 41.6. Develop a state agency strategy (Dept. of Administration, Dept. of Commerce, Dept. of Agriculture, Trade, and Consumer Protection, DNR) to support new forestry business development and a positive business climate.
  • 41.7. Establish incentive programs that encourage market development for energy and ecosystem services (e.g. carbon and water).
  • 41.8. Adopt policies that encourage communities and institutions to use sustainable wood supply for construction, heat and power.
  • 41.9. Develop new markets for urban wood including potential uses in biomass and bioenergy.
P. Forest management/protection providers, business and other organizations in the forestry community have increased capacity to protect and sustainably manage forests

42. Strategy: Develop collaborations and partnerships to engage all forestry stakeholders.

Possible actions:

  • 42.1. Support and expand the role of the Wisconsin Urban Forestry Council in representing the voice of urban forests in the state.
  • 42.2. Create a Wisconsin Forestry Association that represents the forestry community and which helps set direction while fostering greater involvement and buy-in to collaboratively address items and issues facing both the resource and owners of that resource.
  • 42.3. Establish research priorities for forestry and mechanisms to implement those priorities.
  • 42.4. Establish clear roles and common goals between public agencies and nongovernmental organizations.
  • 42.5. Continue providing fire departments with needed resources so that they remain a strong partner for wildfire initial attack.
  • 42.6. Develop partnerships to more efficiently deliver and expand public land management and outreach programs.
  • 42.7. Continue to provide training and tools for public agencies and partners to administer programs efficiently and effectively.
  • 42.8. Continue to improve consultation with Native American tribes to insure their rights on lands, protection and management of natural resources.
  • 42.9. Develop and implement a communication strategy to inform public officials, business, nonprofits and residents of the value and services trees provide them.
  • 42.10. Increase the membership in forestry landowner organizations and forestry cooperatives.
  • 42.11. Develop forestry ambassador programs in local communities.
  • 42.12. Grow partnerships between organizations, agencies and landowners working to fight invasive species.

43. Strategy: Increase the number of students who enter forestry related studies or a forestry profession in order to recruit and hire high quality and diverse individuals.

Possible actions:

  • 43.1. Provide low interest education loans, grants or scholarships for students who choose a career in a forestry-related profession.
  • 43.2. Provide information on careers at high schools, job fairs, etc. to encourage people to enter the forestry profession.
  • 43.3. Provide stable funding sources for programs to encourage students to enter forest product manufacturing programs.
  • 43.4. Promote Wisconsin as being a great place to be a forester or other forestry-related professional.
  • 43.5. Provide more opportunities for students to gain field forestry skills (e.g., through internships with professional foresters or field courses).
  • 43.6. Work with educational institutions to promote forestry as a green career.

44. Strategy: Increase the number of private businesses (loggers, cooperating forester firms, tree planters, arborists, timber stand improvement contractors, etc.) that provide high quality goods and services to effectively and efficiently reach more forest landowners and sustainably manage more forest.

Possible actions:

  • 44.1. Develop and deliver courses on business management for forestry related businesses.
  • 44.2. Provide incentives for cooperating foresters to work on the large number of practices that public foresters are not able to take on due to workload and often are not implemented because of their low commercial value.
  • 44.3. Provide low interest business loans for forestry-related companies just starting up or expanding capacity, including hiring of new employees.
  • 44.4. Provide incentives for foresters, arborists, loggers and other forestry-related professionals to attend high quality, certified training courses.
  • 44.5. Increase the number of private foresters practicing sustainable forestry.
  • 44.6. Provide incentives to landowners to hire private consulting foresters.
  • 44.7. Develop programs to maintain and strengthen the professional logging industry.
  • 44.8. Educate the public and landowners on the benefits of professional resource managers (rural and urban).
Q. Diverse recreational opportunities are available and have minimal impacts on forest ecosystems

45. Strategy: Plan for a range of recreation opportunities at a statewide level suitable to the capability of the land and with minimal long term impacts.

Possible actions:

  • 45.1. Determine the types of individual or group recreational activities and where additional facilities should be located that are easily accessible to the public, paying particular attention to those areas close to urban areas.
  • 45.2. Determine if recreational areas and activities can be best provided by public or private entities.
  • 45.3. Foster communication amongst recreational user groups to accommodate a variety of forest recreational activities and educate users on why not all activities should be provided everywhere.
  • 45.4. Provide educational materials and outreach to inform recreationists what impact resources have and how to reduce it.
  • 45.5. Support communities in developing forest recreation opportunities to increase local economic diversity.

46. Strategy: Provide sustainable recreation opportunities on forested public lands.

Possible actions:

  • 46.1. Continue to purchase or lease lands that provide recreational opportunities for the public.
  • 46.2. Complete and keep up to date master plans on public forests.
  • 46.3. Design, construct and maintain trails and other recreational facilities using funding sources that adequately meet the financial and personnel needs of the facility.
  • 46.4. Research, develop and share sustainable recreation design, construction and maintenance practices.
  • 46.5. Increase capacity for friends groups to build, maintain and manage facilities and trails.

47. Strategy: Increase acreage of lands open to public recreation in areas where public land is not abundant.

Possible actions:

  • 47.1. Continue providing incentives for private landowners to open lands for public recreation.
Last revised: Tuesday October 13 2015