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Operational aspects of continuous cover silviculture
Practical implementation of silvicultural prescriptions. 
Photo: Martin Price, Bangor University
ObjectiveProvide forest managers with useful and relevant guidance on operational aspects of continuous cover silviculture. BackgroundA number of projects within the programme are examining the scientific basis for this type of silviculture and making recommendations on regeneration and stand interventions. The main focus of this project is to produce guidance for forest mangers on how these recommendations can be put into practice using modern methods and equipment, within the current regulatory framework for forestry in Britain. An important link for the project will be the 12 long-term, large scale CCF (Continuous Cover Forestry) demonstration woodlands established by the Forestry Commission since 2000 (McIntosh, 2000). At one of these demonstration woodlands, Trallwm in Wales, a joint Forest Research/University of Wales study has been carried out with Professor Colin Price and Martin Price (Price and Price, 2006). In addition, there are many forest managers in the non-state sector who have valuable operation experience of managing forests in transformation or as CCF and it will be important for the project to make best use of this valuable expertise. Current work areas- Review of operational experience in the Forestry Commission demonstration woodlands
- Joint project with University of Wales, Bangor on the costs and economics of transformation to continuous cover silviculture
- Study on the harvesting impacts on advance regeneration of Sitka spruce.
Main contactDuncan Ireland ReferencesMcIntosh, B. (2000). Role of continuous cover silvicultural systems in the management of the Forestry Commission estate. CCFG Newsletter 16: 5-9. Continuous Cover Forestry Group, Tyddyn Bach, Llanegryn, Tywyn, Gwynedd, LL36 9UF. Price, M. and Price, C. (2006). Creaming the best, or creatively transforming? Might felling the biggest trees first be a win-win strategy? Forest Ecology and Management 24(3): 252-257.
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