1. Pieter Vangansbeke, Leen Gorissen, Frank Nevens and Kris Verheyen
Transition towards co-ownership in forest management: Bosland (Flanders, Belgium) as a frontrunner
Pieter Vangansbeke, Leen Gorissen, Frank Nevens and Kris Verheyen

2. Intro Forest in Flanders Low forest cover Small forest parcels
Disintegrated ownership
Challenges in forest management
Wide range of stakeholders
Fragmentation and urbanization
Need for new forest management approaches
Acting on a landscape scale, maximizing multiple ecosystem services
Uniting different forest owners and stakeholders
Forest cover: 11%. Average owner has a parcel = 1ha.
Fragmentation and urbanization + pollution, nitrification lead to a biodiversity loss, decreased resilience, decreased ecosystem service delivery, …
Case study

3. Bosland
Bosland has a total surface of ha of which approximately ha consists of open space (Coordination cel Bosland, 2012), containing almost ha of nature- and forest area. Public forest covers more than 4500 ha and ownership is divided between het municipalities and the Flemish community. The Flemish community owns about 2260 ha, while the municipalities own about 1850 ha (Lommel), 630 ha (Hechtel-Eksel) and 40 ha (Overpelt). Privately owned forests account for approximately 2250 ha, of which approximately 180 owners with a total of 515 ha are member of the local forest group. Nature outside forests is mainly heathland and grassland and is owned by the Federal state (1497 ha, inaccessible military domain), Natuurpunt (356 ha in management) and the Flemish community (66 ha).

4. Methods Learning history Study of policy documents
Interview with key stakeholders
Analysis of the tale of Bosland through transition lenses
Transition theory
Radical shifts from one system to another, implying changes in structure, culture and practice
Typically considered from a multi-level perspective
Changes in structure, culture and practice

5. Landscape Regime Niche After Geels, 2005 Time
Landscape developments put pressure on the regime. Creating windows of opportunity for novelties
New regime influences landscape
Regime
Regime is dynamically stable
Processes are ongoing on different dimensions
New configuration breaks through, thanks to windows of opportunity. Adjustments of regime occur.
Stabilization in new regime, which is not (yet) dominant. Momentum increases.
After Geels, 2005
Niche
Novelties on multiple dimensions occur, via co-construction different elements are gradually linked together
Time

6. Methods Learning history Study of policy documents
Interview with 10 key stakeholders
Analysis of the tale of Bosland through transition lenses
Transition theory
Radical shifts from one system to another, implying changes in structure, culture and practice
Typically considered from a multi-level perspective
Transition framework has been developed to understand transitions, to solve persistent problems and to promote sustainable development

7. Organization and development phase
The tale of Bosland
Preparation phase
Organization and development phase
Implementation phase
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
New communication plan
Project recognition
First public consultation
New legislation & Exploratory talks
Master plan
Long term vision &
Statutory partnership
Partnership widened
Second public consultation

8. Organization and development phase
The tale of Bosland
Preparation phase
Organization and development phase
Implementation phase
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
New communication plan
Project recognition
First public consultation
New legislation & Exploratory talks
Master plan
Long term vision &
Statutory partnership
Partnership widened
Second public consultation

9. Organization and development phase
The tale of Bosland
Preparation phase
Organization and development phase
Implementation phase
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
New communication plan
Project recognition
First public consultation
New legislation & Exploratory talks
Master plan
Long term vision &
Statutory partnership
Partnership widened
Second public consultation

10. Paradigm shift towards co-management
Equal collaboration and common understanding, also non-land owning stakeholders included as partners
Management on a landscape scale with an overarching long term vision
Top-down approach Management of isolated patches
-> Increased involvement and enthusiasm by all partners
Connecting long term vision and short term action
Long term overarching vision developed through co-creation -> medium term management plans -> short term action
-> Long term vision gives direction to short term action

11. Focus on participation
Stakeholder input during two envisioning processes
Survey, discussion walks, workshops
Brainstorming sessions
Permanent participation by including “Bosland parliament” in management structure
Management committee
Ecological house
Steering committee
Economical house
Coordinating cell
Social house
Working groups

12. Conclusion
Managing forests for multiple ecosystem services in a highly urbanized area asks for new strategies
Involving multiple stakeholders
Collaborating on a landscape scale
Long term envisioning
Bosland can be considered a frontrunner case in this respect
Bosland has been perceived as a success story and the approach has recently been copied in two new projects

13. Thanks for your attention
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