Morice Land and Resource Management Plan
Recommendations for the LRMP
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- Non-Timber Forest Products
- Sector Development Strategy
- Identified Opportunities
- Development of a Wild Berry Business (Cultural and Traditional Use Non-Timber Forest Products)
- Opportunity Analysis
Recommendations for the LRMPPresently, it is doubtful that Morice could sustain a resident Tour Packager, however business opportunities exist for Tour Packing to be developed within the Tourism Sector. It remains important that a long-term strategy exists that would retain the natural attractions in the region, given the long-term lead times that the wholesale market requires. Recommendation - An inventory of key physical and event features needs to be implemented. Recommendation - Retain a proactive management policy of the Sports Fishery in the Morice. Recommendation - Carefully manage and maintain riparian zones. Recommendation - Manage areas within tourism corridors in order to maintain positive visual impact. Recommendation - Plan, develop and maintain public access to the landbase. Recommendation - Plan, develop and maintain a public trail system that links lakefront areas with natural and private attractions. Non-Timber Forest ProductsIntroductionNon-timber forest products are defined as botanical products of the forest that are not used for saw logs or pulpwood. Botanical forest products include edible products, craft materials and medicines. The promotion or orderly, sustainable development of non-forest products is a means of supporting self-reliant and stable rural communities within the Morice area. Sector Development StrategyThe Morice area has a diversity of ecosystems on which to build on a number of opportunities. Many locals appear to have detailed knowledge of the variety of uses for non-timber forest products. First Nations individuals in the area are at the top of this list. One of the top priorities in establishing an organized sector is to first collect information on the many uses of local flora and fauna. A group or agency should be established that coordinates the development of this economic sector. Next, an inventory of these species is required. Combined with research on the harvestability and sustainability of these species, groups interested in using them for financial gain will have the information they need to develop a business. Obviously, this presupposes that there is enough supply of a particular species to make a venture viable. Through the LRMP, management direction can be established that ensures the economic viability of various non-timber forest products. Without this management direction many potential opportunities may be lost due to industrial use of the forests. Identified OpportunitiesTable 21 lists the Economic Development action Plan Working Group’s non-timber forest products opportunities and their respective rankings. Table 21. Identified Non-Timber Forest Products Opportunities and Rankings
Three priority opportunities were selected for analysis in the non-timber forest products sector. The three opportunities are; cultural and traditional use products, manage species for pharmaceutical development and production of willow furniture. Due to the large number of cultural and traditional uses on the land base, berry picking, one of the most prominent uses was selected to represent this form of opportunity. The following sections explore the criteria and conditions for developing these opportunities. The Economic Development Working Group felt that the remaining opportunities had merit but recognized the technical limitation of analysing these opportunities at the expense opportunities in other sectors. For further information on these and other economic development opportunities interested individuals are asked to review the Ministry of Sustainable Resource Management, Building Blocks. Information on these Building Blocks can be obtained online at http://srmwww.gov.bc.ca/rmd/ecdev/analysis/building_blocks.htm . Development of a Wild Berry Business (Cultural and Traditional Use Non-Timber Forest Products)OverviewThe Morice TSA LRMP recommended exploring market opportunities for cultural and traditional use products within the spectrum of non-timber forest products. This represents a very diverse spectrum of products, which cannot be addressed in an opportunity analysis as brief as this. In order to provide some practical information in this area of interest, focus has been placed on one of the most accessible and perhaps marketable business sub-sectors of the non-timber forest product group, namely wild berry products. Opportunity AnalysisThe wild berry market, like the larger organic berry market, is small compared to the conventionally cultivated berry market, but it is growing every year as the general consumer becomes more health-conscious. Product lines in the sector range from fresh and frozen berries to processed berry products, such as preserves, syrups, fruit leather etc. Direct (wild berry) competition in this sector is generally localized but indirect competition from similar products such as organic and conventionally cultivated berry and tender-fruit products is significant. The wild berry business (raw or processed) is a suitable business opportunity for the Morice TSA. The supply of wild huckleberries and saskatoon berries is significant and easily accessible. The First Nations of the area have a long history of berry collection and therefore would likely have affinity with the collection, if not, the processing of the berry products. The major natural constraint to this opportunity is the management of the resource, which is unregulated but is harvested by casual pickers and affected by forest practices in the area. The market for wild huckleberries and saskatoon berries is local and external. Local tourist traffic and resident consumers can provide a small seasonal for fresh, frozen or process berries. However, a larger demand exists in the metropolitan centers to the south. Lack of affordable refrigerated shipping options will likely restrict marketing of berry products to processed products. To gain a market share in the external market, an entrepreneur(s) will need to focus on a particular niche (specific product or specific demographic). One niche for an aboriginal enterprise may be through gift stores that market First Nation or cultural products at historical sites in western Canada. Another niche may be through specialty or natural food stores. Download 1.06 Mb. Share with your friends:
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