MANAGEMENT PLANS THE NATIONAL FORESTS 17 



THE AREAS TO BE LISTED 



There are many points to be taken into account in choosing the 

 areas to be cut and in listing them for cutting. So far as it is prac- 

 ticable the silvicultural condition of a stand should be the governmg 

 factor in a decision as to its place in the cutting budget; the areas 

 that are most overmature and decadent as a rule should be cut over 

 first. Timber stands that are in good condition and are growing in 

 quantity, quality, and price should be placed in future budget 

 periods. Then, too, the forester should not lose sight of that ideal, 

 the normal forest, and arranging the order and location of his oper- 

 ations should have constantly in mind an approach to normality in 

 the next rotation. 



But, as stated before, it is seldom that silvicultural conditions are 

 the sole or dominating influences in the allocation of the cut. It is 

 frequently necessary to build expensive and extensive transportation 

 systems in a working circle. The progressive extension of such a 

 system has to be taken into account and sales laid out accordingly. 

 The future wants of existing operations have to be planned for and 

 prospective sales listed with an eye to fitting those needs. Business 

 strategy will often suggest an allocation and order of cutting de- 

 signed to stimulate competition, to find a bidder for an undesirable 

 tract, to force the clean-up of some relatively undesirable area, or to 

 attract an operation of a certain desired type and character. In the 

 national forests the harvesting of timber depends upon its sale to 

 private enterprise and timber can not be sold unless some one wants 

 it. Merchantability is an essential requirement for each area listed 

 in the budget. 



The chief purpose of a cutting budget, to bring about a systematic 

 harvesting of the predetermined yield for the period involved, may 

 be defeated, or at least impaired, if it is entirely inflexible. After all 

 it is only a means to an end and is by no means sacred. All plans 

 should provide that the managing forester keep the program under 

 constant scrutiny and that he initiate steps to remedy or improve it 

 as soon as a change in circumstances or the acquisition of new knowl- 

 edge warrants a change. In order to give the man on the ground 

 more leeway for good silviculture and the exercise of business judg- 

 ment, it is frequent practice to put into the budget a number of 

 alternative areas or to leave a certain part of the indicated cut unal- 

 located by area. 



With all the information and skill available it can not be expected 

 that cutting budgets can be made, even for short periods, to antici- 

 pate every contingency that may arise — it is essential that ample 

 provision be made to keep the program in harmony with circum- 

 stances. If the management plan is to come to anything it is essen- 

 tial that it be practicable; the budget is the direct contact between 

 the idea and the action, and if it can not be put into effect on the 

 ground the whole plan fails and the time, money, and thought put 

 into its preparation are lost. 



THE MANAGEMENT-PLAN REPORT 



The way in which a plan is presented has much to do with its 

 effectiveness and value as a tool of management. The purpose it is 



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