Témiscamingue is one of the two constituent parts of the administrative region of Abitibi-Témiscamingue. Located in the far west of Quebec, it also borders Ontario to the south, Abitibi to the north, and leads east to the Outaouais region.
Abitibi means "where the waters part". Indeed, part of the rivers go north while another part towards the Pacific.
The Témiscamingue territory takes its name from the lake which largely runs along its western slope to flow into the Ottawa River. It has 19 municipalities of which Ville-Marie is the capital, two unorganized territories which cover nearly a third of the territory as well as four indigenous communities.
Lac du Témiscamingue - October 2019
Témiscamingue, a territory of recent conquest and ancient settlement.
Visit of the Fort du Témiscamingue
Through a visit to the Fort du Témiscamingue and a walk in the Enchanted Forest, Mr. Jean-Yves Parent from the Société d'Histoire du Témiscamingue presents a history of the settlement of the territory. This is a territory on which the first human traces were identified as early as 6000 BC. With the conquest of the territory by the settlers, the first inhabitants built their economies on the basis of hunting and trade by selling furs to the settlers. Fort de Témiscamingue (located in La Bannik) is one of the 6 forts in Témiscamingue where the first peoples met Europeans to exchange the products of their hunts. The fur was considered to be of excellent quality because it is cold and the animals have extensive furs. They traded for woolen blankets and brightly colored fabrics. They exchange the hunted animals for metals which are more durable.
The Fort du Témiscamingue is located 25 days by boat from Montreal. The cost of transporting the material is relatively high, while the skins are difficult to obtain and the tanning process is complex. The whole thus making the exchanges sometimes tense. The absence of a reference heel (gold equivalent for example) leads to situations of imbalance in the estimation of the market value of products. Ex: exchange of a gun for the cumulative height of the furs, ie about 1.50m of fur.
Algonquin boats are made with birch harvested in the spring. The wood is soaked to soften it before it can be worked. Algonquin villages are specified in trades. Living conditions are harsh because the cold can be intense and medicine not always very effective or even very present in the area. We are not sure of the longevity of the Algonquins.
Then, after the arrival of the colonists, the economy specialized in timber. The industrial revolution confirmed the strategic importance of this wood economy. At the turn of the century, there were around 250 lumberjacks supported by the work of 5,000 horses, all of whom specialized solely in logging. With the arrival of these populations of lumberjacks, we also witnessed the arrival of priests. So over the years he slowly established a community. American migrants also joined the Collons to populate Témiscamingue. In 2 or 3 generations, many different populations have mixed.
Until today, it is still agriculture and agroforestry that remain the main economic pillars of the territory.
Visit of the Enchanted Forest
The Strategic Planning of Témiscamingue (PST). By Mylène Grenier
The Regional County Municipality (MRC) is made up of 19 municipalities and therefore 19 elected officials sitting in the MRC with the Prefect of the MRC (Madame Claire Bolduc).
The main economic activities are agriculture, forestry and in recent years, tourism.
There are several important companies in the area, including the cellulose factory, a component of cosmetics and food processing. There are two factories of this type in the world, one located in France, in the region of Lyon and the other in Quebec, in Témiscamingue.
Agriculture is an important axis of development of the territory. The latest impulses from the MRC have placed the sector as a center of excellence. Efforts will be focused on this axis and in particular via conversions to organic farming and support for short circuits.
Tourism has gradually developed in recent years in Témiscamingue. The territory offers a setting "apart" from traditional circuits. The tourists who come are looking for peace and in a quality environmental setting.
The strategic planning of Témiscamingue (PST) is a multi-year process consisting in proposing a strategy shared mainly by the institutions of the territory but also in connection with the population in order to work together towards common objectives. Strategic planning is a five-year document. This is the 3rd strategic planning. It took 18 months of preparation before culminating in that of 2017. This planning is based concretely on a program of 290 actions to be carried out. The acceptance of this ambitious approach was facilitated by the arrival of a new team of elected officials, which made it possible to renew the gaze. Since 2017, 90% of actions have been carried out.
"The Témiscamingue since the arrival of the colonists is 130 years of history, we can still invent everything ... our challenge is to have confidence in our means and in our dreams". Claire Bolduc.
“Témiscamingue, a treasure too well kept”. Mylène Grenier
The participation of civil society is based on a call for candidates. The inhabitants individually submitted a file and 3 people were selected. The MRC takes this approach and proposes to 3 elected officials to examine the candidatures of the inhabitants who will be the future members of this civil society. Along with this one-off operation, there is a permanent consultation which also allows information to be fed back on a daily basis.
The main objective of the process is to reverse the downward demographic trend by increasing the Témiscamese population by 500 people by 2020.
This strategy is based on strengthening the economic attractiveness of the territory as well as improving the living conditions of the inhabitants. However, "we do not want to attract at all costs" but by orienting actions according to the values of the territory.
Thus, employment is an important driver of this strategy, but at the same time it is a question of proposing a territory offer based on what is “around employment”. We make sure that people can stay and settle there permanently.
Strategic planning is based on 5 areas of intervention:
Strengthen the "power of seduction"
Work on the promotion and attraction of the territory
Improve the reception and retention of populations
Boost the region's economy and jobs
Strengthen and facilitate the training of residents of Témiscamingue
In economic terms, PST is based on three poles of attractiveness:
The pole of excellence in organic & innovative agriculture which spreads across a rich and fertile territory. In the territory, 47% of farms are “small” farms that generate less than $ 50,000 in gross income per year.
A “nature and culture” tourist center based on a set of breathtaking lakes and rivers, “epicurean forest baths” and welcoming and warm human contact. Concretely, there are 30,000 rivers, 4 inland seas (over 100km²), more than 7,000 lakes that make up this nature offer. The strategy then consists of discovering the territory through national parks, hiking, biking, snowmobiling.
A renewable energy center with the ambition of promoting international economic development. In the world, most renewable energy is currently of solar origin. In the future, the sources will be based on biomass and hydroelectricity with significant economic benefits for the local population.
The demographic tipping point is expected in 2032, when the migratory share will bear most of the growth in the population of Quebec. Thus, it is already necessary to "make known what one is, and to manifest the territory". To facilitate the arrival of populations, it is essential to rely on the Quebec Selection Certificate as well as the more general selection process specific to Canada. This dual system makes access to the territory more difficult, which is why the actors of the territory wish to be able to have the time of Liaison Officer at the airport whose mission will be to present the territory of Témiscamingue.
Exploratory stay to come to the territory: place for young people
Among the interesting actions supported by the PST, it is proposed a discovery weekend to better understand the different qualities and offers of services in the territory and thus promote the integration of newcomers. To have access to this offer, the one-stop shop is set up via the “Carrefour Jeunesse Emploi”  . The offer initially offered to under 35s is now available to all ages.
Based on this proposal, companies direct new employees to the Carrefour Jeunesse Emploi to facilitate their integration into the territory and the sustainability of their facilities.
 Carrefour Jeunesse-emploi du Témiscamingue is an organization with multiple missions and in particular which helps in finding employment, which supports the process of returning to the regions. The Carrefour Jeunesse-Emploi is a useful interface for newcomers but also for residents who wish to initiate a process of returning to work. For more information: https://cjet.qc.ca/
The Rift is a cultural space which has the particularity of being partly carried by the population of Témiscamingue. The population contributed to the renovation of the art-deco building of the 1950s. It was a former garage of the Ministry of Transport disused and doomed to destruction when this project was set up.
It now fulfills many socio-cultural functions:
Art exhibition and varnishing room
Performance hall (hosting nearly 40 shows per year)
The project was funded at 50% by the municipality of Ville-Marie and the other municipalities the rest.
Presentation of the new image / branding of the territory, Attractiveness strategy and spokespersons, by Catherine Drolet-Marchand
Building the territorial identity
Carried out in the Axis of "promotion and attraction of the territory", the territorial identity of Témiscamingue was explored with 250 people met and required 16 months of reflection. At the end of this work, several results can be put forward, namely better "targeting" of the target audience, better adapted message proposals and more suitable communication vectors, greater use of social networks.
The target audience :
The territory wishes to see its young people return:
The notion of coming back to “build” may appeal to them, and “modernity” is also a symbol on which it is also necessary to rely.
Sense of belonging is a lever of all communication
Families are targeted through several messages:
"Here we have access to nature"
" The time to live "
Proximity to the living environment
Migrants are also targeted in order to bring new skills to the territory
Strategy to "make known" the territory:
By correcting certain prejudices, the aim is to increase the notoriety of Témiscamingue
By stimulating conversation and commitment to Témiscamingue: Through the blog, through a greater presence in national media, magazines, etc.
A promise :
Témiscamingue is a land of welcome and opportunity
Living in Témiscamingue means taking the time to live, whatever that means to us.
Visits to the agricultural sector
Organic farming :
Visit of the Nordvie Farm, St-Bruno de Guigues, producers of berries, spirits and drinks and producers of organic vegetables and agricultural succession.
Ce sont Normand et Sylvie qui, lors de leur installation ont associé une partie de leurs noms pour donner ‘’Nordvie’’ et cultiver des fruits de plein champ. Ils sont tous les deux agronomes et ont, en parallèle de leur exploitation, exercé une activité professionnelle en tant que consultant en agronomie et en tant qu’enseignante. Ils ont choisi les méthodes de l’agriculture biologique pour produire et commercialiser les productions via des circuits courts. Comme tous les précurseurs, l’investissement personnel et financier a demandé un engagement important pour développer et pérenniser l’entreprise.
A l’origine, l’exploitation oriente sa production principale vers la fraise. L’autocueillette et les paniers de fraises vendus sur les marchés et en épiceries, constituent l’essentiel de la commercialisation. Puis à la production des fraises, s’ajoutent celles des framboises, de la rhubarbe, ainsi que la production de légumes. Pour l’entreprise, l’innovation réside surtout en la transformation des produits et la fabrication de boissons alcoolisées, dans un premier temps, puis de boissons sans alcool. Quelques noms évocateurs : Fragaria (liqueur de fraises) Larme blanche (boisson à base de fraises vertes), racine Barbare (liqueur de rhubarbe), Guizou de fraises (pétillant)… L’entreprise est régulièrement récompensée pour ses produits, elle a obtenu la coupe des nations ainsi que la Finger Lake International Wine Competition.
L’engagement des parents est à la base de la vocation de leur fille Madeleine. A l’origine, Madeleine est Ingénieure en électromécanique et a travaillé pendant 11 années dans les mines plus au nord du Québec. Madeleine a choisi de mettre en accord ses valeurs et son métier et c’est donc tout naturellement qu’elle s’installe et prend la relève des ses parents. Marc-André, son conjoint a un parcours professionnel dans le domaine de la communication numérique (web et jeux vidéo) et le marketing.
C’est à partir des valeurs, de l’expertise et des compétences de chacun que la stratégie de Nordvie va s’établir et va promouvoir ses produits de haute qualité.
Organic farming :
Visit of the Bergeroy Farm, goat breeders and organic cereal production.
Après l’acquisition d’une ferme en 1990, la question de la valorisation du lait produit s’est posée rapidement et le choix s’est alors porté vers la fromagerie artisanale. C’est en 1996 que la fromagerie a ouvert ses portes, avec la production de fromage en grains servant dans la recette de la célèbre Poutine. L’ensemble de la production était alors commercialisé localement.
Des travaux de recherche ont abouti, quelques années après à la commercialisation d’un tout nouveau fromage : Le Cru du Clocher. Il s’agit d’un Cheddar au lait cru qui est aujourd’hui commercialisé dans des boutiques spécialisées au Québec.
A la suite d’un incendie qui a détruit une partie de la ferme qui approvisionnait jusqu’alors la fromagerie, les producteurs se sont tournés vers leurs voisins leurs proposant l’achat dune partie de leurs productions. Cette ouverture vers les producteurs locaux a permis à l’entreprise de poursuivre son parcours et d’innover vers des produits plus diversifiés. Citons notamment la production d’un formage à pâte molle, puis l’Angélus, le Cendré de Notre Dame, le diable aux vaches, Fleur d’Ail. Ce sont aujourd’hui 12 fromages différents qui sont commercialisés.
En 2016, Anne Barrette a rejoint l’entreprise assurant ainsi la relève de l’entreprise familiale.
Visit of La ferme Benoît Lafond, Ferme Baril bon lait Inc
This is a dairy farm under a free stall regime and a milking robot in St-Bruno-de-Guigues.
Bobby is 30 years old, his partner, Méagan is 23 years old. Bobby moved 7 years ago to his parents' farm, then he was joined by Meagan later 5 years ago. Meagan teaches primary school, supplementing the farm's income.
Even if the installation was prepared for a long time, the structures too distant accompanied them and in a "rather distant" way.
The Lafonds have invested $ 3 million in infrastructure and in particular in the livestock building in order to ensure that they have a sufficiently autonomous system in terms of labor to produce the quantity of milk in the quota per person while being respectful. animal welfare. The system therefore relies mainly on robotization and work organization to achieve productivity progress. Indeed, the work in the barn is often difficult and requires a constant workforce that is increasingly difficult to recruit. The scarcity of human resources is one of the most important reasons for the technical orientation of exploitation.
Several robots take turns to distribute food, identify heat waves and isolate animals in the infirmary area. The farm also has a massaging robot, a "wolf", a robot that distributes food to the valleys. The farm has also acquired a milking robot. Starting up the robot was a bit difficult and production dropped slightly, but since then everything has returned to normal and the production level has returned to normal. The farm currently produces 1,300,000 liters of milk per year for 90 cows (with a yield of $ 0.70 / l. 60% of the turnover is devoted to reimbursements and remuneration of farmers.
The quality of the milk is monitored regularly in order to gain access to national and international markets. The criteria which are particularly observed are the level of bacteria, total cell, and protein.
In general, operators pay great attention to animal welfare and this involves both care and an improvement in technique. At the macroeconomic level, free trade agreements tend to increase farms.
Visit of the Mondou et Robert Farm and the Témiscamingue Grain Center, Lorrainville.
Mondou et Robert ® farm is a prim'Holstein dairy farm. The farmers acquired the business three years ago (in 2016). The main part of the production is carried out in reasoned agriculture without pesticides the year of the seed, and with contributions of fertilizer. Currently, sustainable agriculture benefits from a premium. Farms that succeed in their sustainable production often convert to organic farming. Pesticides or herbicides are only used with the authorization of the expert agronomist. Regarding the downstream of the sector, the various buyers of grains use them for human consumption. Under these conditions, the specifications are very strict.
The wheat is exported outside of Témiscamingue and will be mixed with that of other regions and other producers. Consequently, the main difficulty for Storage Bodies is to maintain production of equal quality regardless of the origin of the production. To be consistent on quality, the operation has a mini combine harvester that will take samples in the fields. The agronomist will then identify the ideal time to harvest. Within the farm itself, there is a mixture of wheat to homogenize the quality. The harvest period begins in August and generally ends on Sept. 15th. It is mainly winter wheats that are cultivated.
Currently, there is no orientation of production towards other types of sectors such as gluten-free for example, but it is likely that this will happen in the coming years and we will have to adapt to it.
The visit to the laboratory of the operation made it possible to understand that it is positioned on a high level of quality and monitoring thereof. The samples taken are used to analyze the quality and thus direct either to human or animal food. One of the main clues observed is the falling index, which involves analyzing toxins in order to sort the grains.
Companies and strategic workforce of the territory
Visit of the Agri-Food Research Station at the University of Quebec in Abitibi-Témiscamingue (UQUAT). By researcher Carole Lafrenière and Director Isabelle Ouellet
UQUAT is a network of public universities set up in the 1960s to make university studies accessible to all regions of Quebec. In Abitibi-Témiscamingue, the 5 RCMs got together in the 1970s to found a University with several research stations, which was complemented by new lines of research. That of Témiscamingue is oriented in agrifood, agriculture and biology. Researchers are working on carbon sequestration in agroecosystems and the role of root traits. Most of the work relates to crop production.
The construction of the building required $ 8.8M and the funding was distributed as follows: $ 4.2M MDEIE + $ 3.6M industry Canada + $ 1M of community subscription. The eco-constructed building (in the buildings, the ceilings are high to facilitate the circulation of water by gravity) was built in 2011 on land donated by the Municipality.
For its operation, a portion of the funds allocated to the province is transferred directly to the university.
Currently, 3 researchers are working full time in construction in beef production and soil management science.
The training program currently consists of 2nd cycle microprograms in fodder agriculture.
Regarding future projects:
The university has acquired the material resources to provide an analysis service for farmers.
A “phosphorus in soils” project is in preparation with a private company. A researcher is working on phosphorus and the territory's hog farms are having difficulty in applying phosphorus standards. Researchers will connect with companies to respond to the challenge posed by this new standard.
A Network of 10 organic farming farms is also being set up in order to constitute a set of technical references necessary for the dissemination of organic farming. This project still needs to secure funding, however, it is ready to be presented to the public and to the various partners.
Concerning the functioning of the University, the recruitment of professors is based on a contractual basis of 3 years during which the young professors come to teach and to research it but after these 3 years, they must absolutely pay completely their posts. Finally if they have flesh, in this case they are fully funded both for their workstations and for their research.
The challenge for teachers is to be recognized by the community and thus integrate research into local needs.
Visit of the Agri-Food Research Station at the University of Quebec in Abitibi-Témiscamingue (UQUAT). By researcher Carole Lafrenière and Director Isabelle Ouellet
2019, 50 years of the creation of Témiko with its founders
Mr. Ghislaine Bellehumeur and Mr. Ghislain Lemire
Source: Radio-Canada / Tanya Neveu
In 2011, the company experienced a fire that devastated the buildings. In 2012, the factory was rebuilt and improves its productivity by relying on a welding robot. Today 100 employees are currently at work in the company for a turnover of $ 30 million. In 50 years, the company has been sold twice to management employees of the company.
Témisko's markets are located in the North American region corresponding to the USA and Canada. The core business of the company is the construction, sale of parts and repair of trailers. In this business segment, one of the most important challenges for the company is to find mechanics specialized in welders, and specialized labor. The models are drawn on demand for the customer.
Recruitment is carried out by the director of human resources. It networks with institutions and also with competing companies to find positions. Most of the employees live in Témiscamingue.
The company is working with the agents of strategic planning to build a partnership on the image of the company and the territory. Attachment to the territory is an important element in the anchoring of local businesses like Temisko.
Visit of the Cooperative-convenience store of Rémigny and Meeting of the mayoress of Rémigny, Isabelle Coderre and the president of the Coop.
Rémigny is a municipality located northeast of Témiscamingue on the road leading to Rouyn-Noranda. The municipality was incorporated in 1978 and is home to 269 inhabitants. Its location far from cities is considered a "chance" by the president of the cooperative to sell products. Rémigny's multi-service trade is far from the catchment areas of large cities, which for its inhabitants is the only alternative to dozens of km around.
The cooperative was established in 1950 on public land. It was initially a question of carrying the activity of logging. However, very quickly, robotization allows only a few people to continue producing wood and making a living from logging. The other employees had to leave this field of activity to turn to other activities and often by moving away from Rémigny. The moves have accelerated over the years and Rémigny is now experiencing serious demographic difficulties. The average age of the inhabitants is 66 years and the number of inhabitants continues to decrease to reach a critical threshold for the maintenance of services.
While the facilities for new people diminish, the municipality continues to attract tourists thanks to the activities offered around the lake. In summer there are as many people in the campsite as in the whole village. In all, 1000 people spend the summer on the territory compared to 250 people in the winter.
From the end of October to the beginning of April, the village enters a period of very sharp decline in activities. The store has existed since 1945. The creator has left and the son did not want to take over and it is the inhabitants who take turns in order to keep the business open. However, the lack of staff forces the manager to reduce the hours as there is no one to recruit.
This public / private participatory economic model was seen as a possible solution for maintaining services in remote rural villages. Since then, three surrounding villages have started to rethink their commercial activities on the same model as this cooperative! The cooperative also became a social meeting place called "Place à Poutine"
Meeting with Pascal, "The big trapper", fur craftsman and taxidermist and his partner Claude, manager and seamstress in Nédélec
"From brut to luxury"
Pascal presents himself as a "guy in the woods", he is a 3rd generation trapper. Pascal was raised in the forest by his grandfather and in the 70's-80's his family experienced a Golden Age of fur. This had a very incentive effect towards this activity. In fact, 1 beaver skin was worth $ 100 in the 1980s. Since then, prices have collapsed and today, a beaver skin is only worth $ 15. There was a “black hole” in the 1970s, but since then some young people have come back to trapping techniques.
This decrease led to Pascal being in the factory because he could no longer live from the trap activity. Unhappy in the factory, he tried to return to the trap activity as much as possible. Pascal's return to the professional trap was made possible by the association with Claude to improve the sales and marketing approach. They sought the complementarity between the hatch, design and taxidermy. The distribution of tasks as follows: Claude manages the entire store, sales and marketing strategies. She sews and offers new products. Pascal carries out the trap, tanning, he specialized in taxidermy, hunting guide, predation hunting. He plans to develop weekends in the heart of nature to overcome the traps and share his passion.
In Quebec, wolves, bears, racoons and weasels are sometimes considered pests. They are therefore hunted by trappers to regulate the species. Wolf hunting is important because wolves prey on moose.
Pascal uses a special trap called "humanitarian" insofar as each capture is used to the maximum, everything is used the tongue for medicines, bones, meat ... In addition, the animal must die in less than 45 seconds .
Moose are also hunted for their fur, meat and taxidermy. A processed fur lasts more than 100 years but in nature, it decomposes in less than 6 months.
In the process of taxidermy, we put on a false bust and then we put the skin of the animal. There is no school of taxidermy but a companionship to learn the techniques. Each shape is unique and must be ordered separately.
Pascal and Claude work with around thirty local trappers (Abitibi-Témiscamingue) in order to benefit from their traps. The sampling authorizations are not large enough to be able to hope to make products for sale. It is necessary to associate with others to have the quotas. However, Pascal and Claude make sure that all practice the trap with the same “spirit” and by relying on “humanitarian” traps. The Canadian Fur Association validates the traps and improves them very significantly. At the same time, for the past few years a network has been created to improve techniques.
Tanning is a practice that was common in the territory. However, many techniques exist. Pascal and Claude draw a lot of inspiration from Native American techniques with fewer chemicals. For example, they use citric acid that is found naturally, citric acid (lemon) will kill bacteria, release the fibers which then swell. Pascal will remove some of these fibers which will be in excess because they will have swollen too much. Then you have to stabilize the fur by washing it with different products.
All these steps are internalized in Pascal and Claude's workshop, because this allows to have total control of the quality and the products used.
The relationship with the indigenous peoples is relatively peaceful with, however, some occasional friction, but cohabitation is going very well overall.
Natural resources and territorial resources
Visit of the Parc Opémican and presentation of the site by the director Dany Gareau and the assistant director Carine Bergeron.
Presentation of the Park
Covering an area of 252.5 km2, the park is divided into three distinct sectors: the Rivière-Kipawa sector, the Pointe-Opémican sector and the Lac-Marsac sector.
In 2019, it's the grand opening of Parc national d'Opémican! In addition to the Rivière-Kipawa sector, inaugurated in 2018, the Pointe-Opémican sector is revealed. A campground of around sixty sites under the tall pines, a small village of 11 ready-to-camp Étoile near Lake Témiscamingue and its sandy shores, a paradise for water sports, an ideal family destination, a walk in the heart of the history of timber floating, the Pointe-Opémican sector is a compendium of pleasures for all in an enchanting setting.
According to park officials, it is ranked on various websites as 1 of the 11 “coolest destinations in the world”. The park was inaugurated in June 2019. Administration, security and visits require 22 people in total. The Park is part of the network of Federal National Parks. He is one of the few to allow access to dogs.
Within the perimeter of the Park, there is no heavy industry. It is a semi protected wildlife reserve with only a few hunting authorizations. There are 40 wildlife reserves in Canada.
At the opening, the Park decided to offer an entry ticket to each inhabitant of Témiscamingue so that they become aware of the “rough diamond” that is this territory. During the summer of 2019, 7,000 visitors were expected, and the results were 12,000 visitors. The operation of the Park was however put in difficulty with a strike notice as well as the closure of part of its space due to flooding. 40% of visitors come from Ontario.
Word of mouth has done a lot to promote the Park. However, an important communication was carried out by a consortium of actors supported by a tourist agency. It relied on a network of journalists specializing in travel. There have been a lot of product items. It was not only a question of promoting the park but of showing people around Témiscamingue, and in this strategy, the Opémican Park is one of the leading gondolas. The awareness campaign is also relayed on the internet. The marketing has been very worked and thought over the first 3 years of operation of the park (until 2021). The promotion was made in Quebec but also in Canada, Europe and Australia.
The Opémican deposit is a former forest exploitation area. In the early 1800s people came here to look for wood: red pine, white pine. Pine was the most widely used species of all those that were mined.
To transport the wood, we make huge rafts of 20 logs to put them in the river to take them to Montreal following the course of the water.
During times of expansion of the paper industry, bundles of lumber were very large, up to 100,000 logs stretching over 2km of convoy.
The forge manufactured here all the parts necessary for the wood industry.
The boats which transported foodstuffs and supervised the convoy arrived using charcoal, wood, oil and finally diesel.
Presentation of tourism projects and the adventure-nature tourism cooperative with Julien Van Simaeys (Development Officer at the MRC) and Dany Laperrière (Adventure-Nature Advisor at the SDT). Presentation of the Onimiki project.
During this meeting, two initiatives stemming from the Témiscamingue Strategic Plan were presented: the Adventure-Nature Tourism pole of excellence as well as the outdoor cooperative project.
In both cases, the strategy is above all to be able to talk about the quality of the territory and the welcome that corresponds to what we have to give. The first impact is to make the inhabitants “proud of their territory”. It is about developing pride in being in the territory so that each inhabitant can speak positively about it and thus act as a communication relay and thus allow outsiders to get to know the Témiscamingue territory better.
Current tourism projects led by Julien:
- Update of the Témiscamingue tourist map,
- Promotion of the summer season 2019,
- Meeting of the actors of memory of the waterways,
- Participation in the tourist ideation day of Abitibi-Témiscamingue (brainstorming) dedicated to tourist reception),
- Participation in the Organizing Committee of the opening party of the Opémican National Park, - Reflection on promotional tools for agro-tourism,
- Participation in the project: lake tour
There is an observatory that will produce a tourist portrait of the 5 RCMs for outdoor tourism.
Many people come to Témiscamingue to hunt, the idea is to make it an opportunity for them to also visit Témiscamingue. The messages disseminated focus on “a gourmet territory” with agro-processors and the Foire-Marie, a “festive territory” with outdoor festivals and events, and a cultural and heritage territory.
Danny is invested in his mission to create an “outdoor cooperative”. It is a solidarity cooperative that will offer outdoor services by pooling fragmented offers. The business plan is being developed. The cooperative supports project leaders in outdoor activities.
Questions asked during the discussions:
- No exploitation of cultural tourism and in particular relying on the first nations?
Presentation of the cardboard factory on the road to North Bay
The factory is located near the large town of Nord bay. It is a factory whose vocation is to manufacture cardboard. The factory is having a lot of difficulty recruiting as the city of North Bay aspires people to live in the city. The skills are therefore lacking to fully develop this activity. In addition, there is competition between the North Bay factories and the Témiscamingue cardboard factory. North Bay factories offer higher wages but an estimated cost of living 3x higher.
The strategy to attract employees is to try to get the message across during the job interview. In addition, the municipality of Témiscamingue is supporting the effort to recruit employees by granting a subsidy in the form of a leisure ticket to allow young people to stay in the territory to carry out their activities.
Secondary 1-2-3 students (12 to 15 years old) have access to 2 tickets per year but for students over 15 years old, it's free! It is also about offering young people easy access to culture and thanking them for staying.
Time for exchanges and discussions.
Everyone was asked to take a few minutes at the end of these meetings in order to propose actions to support the development of the territory, within the limits of their skills and functions.
Three working rules:
- Kindness of proposals
- Transparency of reasoning, it is also a question of stating the reasons which lead to this analysis and to these proposals
- Feasibility of the actions to be carried out