4.3 Mont Gosford

PLAN DIRECTEUR DE MISE EN VALEUR DE LA PROPRIÉTÉ TILLOTSON « MONT HEREFORD, NOTRE LABORATOIRE RÉCRÉATIF ET COMMUNAUTAIRE NATUREL » Présenté aux : MUNICIPALITÉS DE SAINT‐HERMÉNÉGILDE, D’EAST HEREFORD et à la : MRC DE COATICOOK Préparé par : 825, rue Raoul‐Jobin Québec (Québec) G1N 1S6 Décembre 2011 TILLOTSON PROPERTY DEVELOPMENT AND ENHANCEMENT MASTER PLAN EXECUTIVE SUMMARY BACKGROUND In 2009, the Tillotson Trust and the New Hampshire Charitable Foundation decided to transfer ownership of what is commonly known, in the area, as the “Tillotson property”, in reference to its former owner, Neil Tillotson. The property covers a total area of 5,632 ha, including the whole of Mount Hereford and part of the surrounding land. It is divided between two municipalities in the MRC of Coaticook, namely Saint‐Herménégilde (52%) and East Hereford (48%). The intention is for it to be handed over to the two communities through a non‐profit organization to be created by the end of 2012. To help the new non‐profit organization in managing and developing the Tillotson property, the two municipalities, with support and guidance from the MRC, have ordered a Development and Enhancement Master Plan for the property. MASTER PLAN PROCESS The Master Plan is based on an inventory of the property’s features and a series of targeted consultations carried out in the summer of 2011, to establish the community’s expectations and needs in respect of the property. Based on this information, a profile of the property’s resources and uses was drawn up, revealing a number of strengths, weaknesses and development opportunities. Basically, the property’s primary value lies in its natural resources. It encompasses several sensitive environments of interest, as well as productive forest stands, a significant number of maple stands, and an abundant wildlife population. Infrastructures have also been built to facilitate these activities and other recreational uses. They include a road network, hiking and mountain biking trails, and an electricity transmission line to the summit of Mount Hereford. The property’s weaknesses derive mainly from a lack of planning. Its forest stands have deteriorated, access for hunting is limited to members of the local hunting club, and there have been no structured wildlife management, habitat development or activity diversification initiatives. The property’s distance from major population centres and low accommodation capacity must also be considered when establishing a vision and a position for the project. Some preliminary guidelines were used to structure the proposed development approach: ▪ Permanently maintain Mr. Tillotson’s vision. ▪ Obtain designation for the property as a natural protected area. ▪ Structure the property’s development. ▪ Promote multiple resource use and a diversity of functions. ▪ Mobilize the community and make it accountable. ▪ Develop cross‐border connections and dynamism. www.groupe‐ddm.com 1 Tillotson Property Development and Enhancement Master Plan Executive Summary DEVELOPMENT CONCEPT The vision for the Tillotson property, set out in the development concept, is to become “an integrated natural resource management laboratory for the benefit of the community”. To realize the vision, status as a Category V or Category VI protected area, in accordance with International Union for Conservation of Nature (IUCN) guidelines, will be sought. This type of designation is granted for sites where the interaction between humans and nature over the years has produced an area with its own, unique character. The property would be positioned as a “natural area of recreational and ecological interest, used for community, recreation and tourism purposes, and enhanced by forestry, wildlife and recreational activities”. The development concept for the Tillotson property is composed of several elements, as shown on the concept figure. Multiple resource use is regarded as a priority: ▪ Forest development focused on reconstruction of the forest resources capital and forest certification. ▪ Development of wildlife populations by restructuring wildlife harvesting activities and opening them up to the general public, in collaboration with the current hunting and fishing club. ▪ Leasing of roughly 200 ha of maple forest for maple sap production, through a call for bids. ▪ Development of the potential for non‐timber forest products. ▪ Hiking and snowshoeing will be developed by promoting loop trails. Horseback riding and cross‐country skiing will not be developed to any significant degree, while mountain biking, off‐ road vehicle and Jeep activities will be restricted to specific sites in order to limit their impacts on other activities. ▪ An educational and innovative community component will be introduced, to encourage the community to take over the area. ▪ An event component, including activities relating to astronomy and mountain biking, could also be developed. ▪ The property’s culture and historical potential will be enhanced. ▪ Existing exchanges between Canada and the United States will be maintained, and other types of partnerships are planned. ▪ Residential development should be limited to specific areas of the property, and should be planned as continuations of existing development. To help the new non‐profit organization to implement the development concept, the master plan presents some specific objectives, as follows: Objective 1 Constitution of the corporation ▪ Appropriation of land rights over the property by the non‐profit organization ▪ Clarification of current agreements ▪ Constitution of a board of directors for the non‐profit organization ▪ Hiring of a general manager ▪ Implementation of an infrastructure and investment plan 2 Tillotson Property Development and Enhancement Master Plan Executive Summary Objective 2 Conservation areas ▪ Introduction of accreditation processes, identification of qualifications required, etc. ▪ Consultation of conservation organizations to identify the best strategies, given the non‐profit organization’s need to protect its revenues ▪ Confirmation of possible sources of funding and partnerships ▪ Preparation of an implementations strategy Objective 3 Forest management ▪ Appropriation of operations via the general management ▪ Creation of a group of forestry experts to identify the best practices ▪ Adjustment of the forest management plan produced by Prentiss and Carlisle ▪ Introduction of a network of subcontractors to perform the work ▪ Composition of a sales network for forest products Objective 4 Wildlife management ▪ Introduction of an activity management protocol with the hunting club ▪ Development of a wildlife management plan and action plan ▪ Creation of a partnership with enclaved and peripheral landowners Objective 5 Maple syrup production ▪ Identification of an area of 200 ha suitable for maple syrup production ▪ Preparation of a call for bids to select a promoter ▪ Preparation of a maple stand leasing contract Objective 6 Recreation ▪ Preparation of a plan showing trails to be developed, improvement needed for road signs and start of implementation work ▪ Preparation of a Mount Hereford summit development plan ▪ Introduction of the shelter concept, with appropriate locations ▪ Introduction of partnership and management agreements with users – off‐road vehicles, mountain bikes and Jeeps ▪ Introduction of a scale of fees for recreational users Objective 7 Community and innovation component ▪ Contacts with elementary and secondary schools, colleges and universities ▪ Contacts with local community networks ▪ Contacts with applied forestry, wildlife, recreation and other compatible applied research networks ▪ Statement of interest in welcoming community, research and resource projects consistent with the non‐profit organization’s mission Objective 8 Heritage and culture component ▪ Preparation of a cultural heritage development plan www.groupe‐ddm.com 3 Tillotson Property Development and Enhancement Master Plan Executive Summary TECHNICAL FEASIBILITY The technical feasibility analysis shows that revenue will eventually be generated in four main sectors of development on the property: forestry, wildlife, maple syrup production and hiking with shelters. Table 1 shows financial feasibility for forest management, and is based on a harvest equivalent to 70% of the allowable cut for the property, as estimated by Lyme Timber. After payment of harvesting expenses and property taxes, forest management activities are expected to generate a net revenue of $26,000. Table 1 Anticipated revenue from forestry operations FOREST MANAGEMENT Revenue Logged volume: 70% of the allowable cut (7,500 m3) (85 to 250 ha) 423,000 Softwood volume (2,520 m3 (30% pulp, 70% lumber) at $58/m3 delivered to the mill) Hardwood volume (5,040 m3 (85% pulp, 15% lumber) at $55/m3 delivered to the mill) Expenditure Logging and delivery to the mill ($31.60/m3 X 7,500 m3) 237,000 Road maintenance and construction ($7.33/m3 X 7,500 m3) 55,000 Forest management and administration ($12/m3, manager’s salary and office expenses) 90,000 Property taxes (based on an increase from $70,000 to $100,000) 100,000 Net revenue ‐59,000 Reimbursement of property taxes ($775 X 150 ha X 85%) + (construction 2 km X $1,310 and improvement 10 km X 85,000 $765/km) max. $100,000 Net revenue 26,000 The wildlife development component provides for the harvesting of large and small game. The net revenue generated by these activities, as estimated in Table 2, is approximately $66,400. 4 Tillotson Property Development and Enhancement Master

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