For most First Nations, the reserve forest does not, by itself, provide a sufficient resource base for a viable business. It is too small to offer long-term, full-time jobs for a core of key employees in this case, trained crews, experienced foremen/forewomen, managers and marketers. If there is insufficient work, these people, so important to the success of the business, will move on. Few businesses can survive when key staff are continually leaving.

Consequently, for long-term viability, many First Nations seek business opportunities beyond reserve boundaries. They look at off-reserve opportunities in harvesting, planting, silviculture, clearing for power line rights-of-way, road construction and fire protection or suppression. They may also investigate the feasibility of manufacturing specialty products. In short, as First Nations exploit various opportunities, managing the reserve forest becomes only one element of a forest-based, long-term development strategy that includes several different business initiatives.

Within the First Nation's long-term strategy, the role of reserve forest management varies over time. In the initial years, it provides opportunities for on-the-job training and direct work experience for First Nation members and for establishing credibility in the open market. In later years, it provides a core of guaranteed work which can be supplemented with off-reserve contracts.

The Role of Planning