Old Growth Sample Clauses

The 'Old Growth' clause defines how old-growth timber or forests are identified, managed, or protected within the context of an agreement. Typically, this clause specifies criteria for what constitutes old-growth, such as tree age, size, or ecological characteristics, and may restrict logging, harvesting, or development activities in these areas. Its core function is to ensure the conservation of ecologically significant forests by setting clear guidelines and limitations, thereby preventing the depletion of irreplaceable natural resources.
Old Growth. The dispersed nature of the old growth forest of several EVCs in the Region including Shrubby Wet Forest and Wet Forest, is such that in some cases, it would be necessary to include a considerable area of non-old growth of already well-represented EVCs in order to achieve comparatively small gains in old growth forest protection. This would have resource availability implications. Reserving small isolates of old growth also presents operational and management problems particularly in relation to the identification of old growth forest in the field and the delineation of identifiable boundaries. The national reserve criteria provide for protection by prescription when certain values are dispersed in the landscape and it is not practicable to place reserve boundaries so as to capture them effectively or efficiently. The Agreement recognises that further protection is afforded to old growth forest values outside of the formal and informal CAR reserve elements through areas identified by the Code of Forest Practices for Timber Production prescriptions for exclusion of timber harvesting from streamside buffers and slopes of 30 degrees or more.
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Old Growth. The dispersed nature of the old growth forest of several EVCs in the Region is such that in some cases, it would be necessary to include a considerable area of non-old growth of already well-represented EVCs in order to achieve comparatively small gains in old growth forest protection. This would have resource availability implications. Reserving small isolates of old growth also presents operational and management problems particularly in relation to the identification of old growth forest in the field and the delineation of identifiable boundaries. The national reserve criteria provide for protection by prescription when certain values are dispersed in the landscape and it is not practicable to place reserve boundaries so as to capture them effectively or efficiently. The Agreement recognises that further protection is afforded to old growth forest values outside the formal and informal CAR reserve elements through areas identified by the Code of Forest Practices for Timber Production prescriptions for exclusion of timber harvesting from streamside buffers and slopes of 30 degrees or more. 1 Coastal Dune Scrub Mosaic 11,200 8,925 80 6,640 59 6,640 - - - - - 2 271 1,990 2 Coast Banksia Woodland 3,475 1,382 40 ▇ ▇▇▇ ▇▇ ▇▇▇ - - - - - - ▇▇ 569 *3 Damp ▇▇▇▇▇ ▇▇▇▇-▇▇▇▇ Woodland 40,883 14,306 35 E, V 7,884 55 7,877 7 - - - - - 438 5,944 ▇ ▇▇▇▇▇▇▇ ▇▇▇▇ ▇▇▇▇▇▇▇▇▇ 23 23 100 R, V 17 73 17 - - - - - 6 - - 6 Sand Heathland 8,289 7,402 89 6,795 82 6,795 - - - - - 2 302 304 7 Clay Heathland 683 685 100 R 605 88 319 287 - - - - - 0 79 8 Wet Heathland 14,390 7,408 51 6,629 46 6,428 201 0 88 0 - - 63 627 *9 Coastal Saltmarsh 7,710 7,059 92 E, R, V 4,391 62 4,391 - - - - - - 207 2,107 *10 Estuarine Wetland 8,377 12,266 146 E, V 6,641 54 6,641 - - - - - - 547 4,813 ▇▇ ▇▇▇▇▇▇▇ ▇▇▇▇▇▇ ▇▇▇▇▇▇▇ 59 59 100 R 59 100 59 - - - - - - - - 12 Wet Swale Herbland ▇▇▇ ▇▇▇ ▇▇▇ R 193 100 193 - - - - - - - - *15 Limestone Box Forest 1,430 746 52 R, V 330 44 188 142 - - - 34 - 10 361 16 Lowland Forest 258,999 116,680 45 39,932 15 17,247 22,685 476 32,271 1,834 2,952 0 1,277 37,925 17 Riparian Scrub Complex - 5 - - - - - - - - - - - 5 18 Riparian Forest 9,687 9,014 93 V 6,226 69 3,660 2,566 13 828 987 101 - 307 512 19 Riparian Shrubland 4,375 1,660 38 R 760 46 418 342 - 0 - - - 230 111 20 Heathy Dry Forest 88,161 85,014 96 53,345 61 41,061 12,284 582 18,989 6,174 817 - 182 4,871 21 Shrubby Dry Forest 272,744 263,821 97 127,961 47 69,760 58,201 3,219 95,620 24,177 1,301 - 102 11,429 22 Grassy D...
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Old Growth. Old growth is a generic term to describe forests with old trees. Old growth generally has a complex stand structure with many microhabitat niches that have developed over a long period of time. While there is no single definition, in British Columbia, for management purposes, old growth is often described based on the age of the trees - usually 250+ years on the coast and 140+ in the interior (Old Growth Review Panel 2020). For the purpose of this Management Plan, old growth refers to a stand of trees 250 years or older. Most of the operable area of the SQCF landbase has been previously logged, with most of the remaining old growth located at higher elevations and in difficult to access areas. Maintaining an appropriate level of old growth is one of the overarching goals for the Community Forest. SQCF is committed to managing for old growth through the application of provincial and district policies such as Landscape Unit Plan objectives. The primary mechanisms for managing and maintaining a component of old growth stands and structure within the Community Forest at the landscape and at the stand level are through consistency with established objectives for Old Growth Management Areas (OGMAs) and Wildlife Tree Retention Areas (WTRAs). Old growth structure will be maintained or promoted through appropriate harvest systems and block level retention strategies. When applied in younger stands, these strategies improve structural diversity and can lead to the development of old growth structure over time. Old growth may be recruited by not logging some areas that were previously logged. Various areas of the SQCF are prioritized for non-timber values and in which timber harvest is prohibited or restricted (i.e. Cultural Sites, Wildland Zone, Wildlife Habitat Areas and Ungulate Winter Ranges). Portions of these areas contain old growth or include younger stands which will develop into old growth over time, thus also contributing to the maintenance and recruitment of old growth values.
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Related to Old Growth

  • Target 3.1 The target is set out in Schedule 6 to this Agreement, as varied from time to time. 3.2 Whether the target has been met must be determined in accordance with Rule 6. 3.3 The Secretary of State may carry out a review of the sector commitment during 2016 for the target periods 1st January 2017 to 31st December 2018 and 1st January 2019 to 31st December 2020. The target may be varied to take account of the review in accordance with the procedure set out in Rule 12. 3.4 The target may also be varied in accordance with Rules 6, 9, 10 and 11.

  • Performance; Time Whenever any performance obligation hereunder (other than a payment obligation) shall be stated to be due or required to be satisfied on a day other than a Business Day, such performance shall be made or satisfied on the next succeeding Business Day. In the computation of periods of time from a specified date to a later specified date, the word “from” means “from and including”; the words “to” and “until” each mean “to but excluding”, and the word “through” means “to and including.” If any provision of this Agreement refers to any action taken or to be taken by any Person, or which such Person is prohibited from taking, such provision shall be interpreted to encompass any and all means, direct or indirect, of taking, or not taking, such action.

  • Professional Growth ‌ The policy of the District shall be to encourage continued and active participation on the part of classified employees in a program of professional growth activities designed to improve service to students and the District, and to assist in the personal and professional development of the employee. Professional growth is designed as a continuous purposeful program of study/training to retain and extend the high standards of the classified employees. The purpose of this program will be: 1. To improve the standard of service of the classified staff; 2. To extend and constantly improve the standards of on-the-job performance; 3. To provide opportunities for personal growth and advancement and thereby exert a concerted effort to retain qualified classified personnel. The policy shall be interpreted and implemented as follows: 1. Professional growth credit shall be given for unit credit collegiate-level coursework. Non- collegiate courses shall be evaluated on a case-by-case basis by the employee’s immediate supervisor and the Chief Human Resources Officer or designee. 2. Professional growth credit will be provided for coursework completed on the employee’s own time. Released time for on-the-job training to participate in study/coursework, etc., shall not result in professional growth credit. 3. Professional growth credit shall be given only for that coursework begun and completed subsequent to the effective date of the Agreement into which this proposal is incorporated. 4. All coursework for professional growth credit shall be job-related or related to advancement to another District job and subject to prior approval of the employee’s immediate supervisor and the Chief Human Resources Officer. The burden of proof of job-relatedness falls to the employee making request for professional growth credit. 5. If the District determines that the coursework is not job related, the employee may appeal this decision using an appeal process similar to the one now operating with working out- of-class provisions of the Agreement. 6. Upon promotion of the employee to a new classification, the units completed for professional growth credit shall be reviewed by the new supervisor and the supervisor’s vice president to determine whether the growth credits shall carry over. a. If units were gained completing courses which provided employee with prerequisite skills for the new position, the professional growth credit will not be carried over. b. If the credit is not job-related to the new position, the credit will not be carried over. c. In both “a” and “b” above, the appeal process of Paragraph 5 shall apply. 7. The District shall have the right to require appropriate coursework as part of any professional growth program for an employee. 8. An employee shall have three (3) years in which to complete any cycle of professional growth. Units will not be carried over if the cycle is not completed within the three (3) years. 9. Upon completion of twelve (12) units (within the three-year timeline), the employee shall be eligible for the first step of professional growth increment. 10. Upon completion of an additional twelve (12) units (within the three-year timeline), the employee shall be eligible for a second step of the professional growth. 11. Professional growth increment shall be a flat rate of $50.00 per month per step.

  • Evaluation Cycle Goal Setting and Development of the Educator Plan A) Every Educator has an Educator Plan that includes, but is not limited to, one goal related to the improvement of practice; one goal for the improvement of student learning. The Plan also outlines actions the Educator must take to attain the goals established in the Plan and benchmarks to assess progress. Goals may be developed by individual Educators, by the Evaluator, or by teams, departments, or groups of Educators who have the similar roles and/or responsibilities. See Sections 15-19 for more on Educator Plans. B) To determine the goals to be included in the Educator Plan, the Evaluator reviews the goals the Educator has proposed in the Self-Assessment, using evidence of Educator performance and impact on student learning, growth and achievement based on the Educator’s self-assessment and other sources that Evaluator shares with the Educator. The process for determining the Educator’s impact on student learning, growth and achievement will be determined after ESE issues guidance on this matter. See #22, below. C) Educator Plan Development Meetings shall be conducted as follows: i) Educators in the same school may meet with the Evaluator in teams and/or individually at the end of the previous evaluation cycle or by October 15th of the next academic year to develop their Educator Plan. Educators shall not be expected to meet during the summer hiatus. ii) For those Educators new to the school, the meeting with the Evaluator to establish the Educator Plan must occur by October 15th or within six weeks of the start of their assignment in that school iii) The Evaluator shall meet individually with Educators with PTS and ratings of needs improvement or unsatisfactory to develop professional practice goal(s) that must address specific standards and indicators identified for improvement. In addition, the goals may address shared grade level or subject matter goals. D) The Evaluator completes the Educator Plan by November 1st. The Educator shall sign the Educator Plan within 5 school days of its receipt and may include a written response. The Educator’s signature indicates that the Educator received the plan in a timely fashion. The signature does not indicate agreement or disagreement with its contents. The Evaluator retains final authority over the content of the Educator’s Plan.

  • Profitability The Board reviewed detailed information regarding revenues received by ▇▇▇▇ under the Agreement. The Board considered the estimated costs to ▇▇▇▇, and pre-tax profits realized by ▇▇▇▇, from advising the DWS Funds, as well as estimates of the pre-tax profits attributable to managing the Fund in particular. The Board also received information regarding the estimated enterprise-wide profitability of DIMA and its affiliates with respect to all fund services in totality and by fund. The Board and the Fee Consultant reviewed ▇▇▇▇’s methodology in allocating its costs to the management of the Fund. Based on the information provided, the Board concluded that the pre-tax profits realized by ▇▇▇▇ in connection with the management of the Fund were not unreasonable. The Board also reviewed certain publicly available information regarding the profitability of certain similar investment management firms. The Board noted that, while information regarding the profitability of such firms is limited (and in some cases is not necessarily prepared on a comparable basis), DIMA and its affiliates’ overall profitability with respect to the DWS Funds (after taking into account distribution and other services provided to the funds by ▇▇▇▇ and its affiliates) was lower than the overall profitability levels of most comparable firms for which such data was available. Economies of Scale. The Board considered whether there are economies of scale with respect to the management of the Fund and whether the Fund benefits from any economies of scale. The Board noted that the Fund’s investment management fee schedule includes fee breakpoints. The Board concluded that the Fund’s fee schedule represents an appropriate sharing between the Fund and DIMA of such economies of scale as may exist in the management of the Fund at current asset levels.