Moose Factory Master Plan

TABLE OF CONTENTS

EXECUTIVE SUMMARY ...... iii Introduction ...... iv The Opportunity...... v The Market ...... vi The Development Concept ...... vii The Business Case ...... x Financial Support...... xi The Benefits ...... xii

1. BACKGROUND & CONTEXT ...... 1-1 1.1Terms of Reference ...... 1-2 1.2 Aims and Objectives...... 1-5 1.3 Understanding the Issues ...... 1-5 1.4 Planning Context and Site Description ...... 1-6

2. MARKET ASSESSMENT AND DEMAND ...... 2-1 2.1 Market Assessment ...... 2-2 2.2 Financial Analysis ...... 2-19 2.3 Projection of Income & Expenses...... 2-21

3. COMMEMORATIVE INTEGRITY STATEMENT ...... 3-1 3.1 Commemorative Intent: Reasons for the Site’s National Importance ...... 3-2 3.2 Commemorative Integrity ...... 3-9

4. A VISION FOR MOOSE FACTORY DEVELOPMENT CONCEPT 4-1 4.1 Development Proposal ...... 4-2 4.2 Capital Costs Summary & Breakdown ...... 4-14

5. INTERPRETIVE STRATEGY ...... 5-1 5.1 Planning Sessions and Workshops...... 5-2 5.2 Interpretive Design Concepts ...... 5-4 5.3 Thematic Framework (Draft Only)...... 5-12 5.4 Interpretive Panel Visual/Design Concepts ...... 5-41 5.5 Branding Development ...... 5-44

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6. ORGANIZATION AND MANAGEMENT ...... 6-1 6.1 The Board ...... 6-2 6.2 Staff Needs ...... 6-3 6.3 Institutional Policies ...... 6-5 6.6 Memorandum of Understanding ...... 6-8

7. FUNDING STRATEGY ...... 7-1 7.1 Regional Heritage Tourism Initiatives...... 7-2 7.2 Potential for Private Sector Participation ...... 7-3 7.3 Fund Raising and Donations ...... 7-4 7.4 Notional Breakdown of Funding Sources ...... 7-5

APPENDICES:

APPENDIX A: Project Team APPENDIX B: Statement of Intent & Statement of Intent Application

LIST OF ABREVIATIONS

MCFN MOOSE CREE FIRST NATION

MOCREBEC MOCREBEC COUNCIL OF THE CREE NATION MFTA MOOSE FACTORY TOURISM ASSOCIATION OHF ONTARIO HERITAGE FOUNDATION MFLSB MOOSE FACTORY LOCAL SERVICES BOARD ONTC ONTARIO NORTHLAND TRANSPORTATION COMMISSION NWC NORTHWEST COMPANY HBC HUDSON’S BAY COMPANY

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EXECUTIVE

SUMMARY

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EXECUTIVE SUMMARY

Introduction

Moose Factory Master Planning Study is a unique and significant initiative focusing on one of Canada’s important sites representing a major strand in the culture, economy, exploration, and settlement of the nation. Moose Factory was designated of National Historic Significance in 1957.

For the First Nations of Moose Factory Island the site has a resonance and memory that goes back in time for many, successive generations. For Northern Ontario and in fact, for Ontario as a whole, there has been a long standing interest and fascination with the Moosonee/Moose Factory communities situated on James Bay, at the Northern terminus of Ontario Northland’s Polar Bear Express. This concept of ‘Gateway - North and South’ is one which has been used to describe the strategic location of Moose Factory.

Telling the story of Moose Factory from the First Nations perspective is an incredibly important development. Telling the story to Ontario, and Canada, and ultimately the world gives the Moose Factory project both a national and international resonance. Equally important is telling the story in the manner that the First Nations residents of the Island want to tell it. Moose Factory Island is an active community of over three thousand people. They are being asked to showcase their community and provide an Island wide experience for visitors. The key advisors to the project are the Islands residents themselves – young people, elders, community organizations, people who have moved away with family connections there – all those with an interest and a voice who will be listened to, and their respective ideas taken seriously as input into the Master Planning Process. A number of previous attempts have been made to initiate a program of restoration and redevelopment, but little concrete action has been undertaken to bring these plans to realization by the local community. It is clear that any attempt to restore buildings, provide interpretive displays must come from the local community.

The project is being managed by the Moose Factory Tourism Association. The project is complicated by the fact that the most of the land under discussion is owned by Northwest Company who leases it to Ontario Northland Transportation Commission, who in turn has a management agreement with the Moose Factory Tourism Association. ONTC pays the Tourism Association a stipend to run the park on their behalf. To complicate matters even more the Ontario Heritage Foundation owns the Staff House along with 3 relocated historic residences. Again there is a management agreement between the OHF and the MFTA to open the Staff House to the public and to utilize parts of the house as offices for the MFTA. At the present time this arrangement is cumbersome nearly all the responsibility has been shifted to MFTA and insufficient financial compensation is available to cover basic operational needs.

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If, this management hurdle can be overcome the Moose Factory Tourism Association’s intent is to interpret the physical ruins and the story of Moose Factory Fur Trade Post and its role in shaping this Island community and the surrounding region situated on James Bay. The Moose Factory Tourism Association proposes to make Moose Factory a nature and cultural island destination. The remaining buildings and Hudson Bay involvement will serve as a jumping off point and as a vehicle to tell the story from the Cree perspective. The Cree see the Hudson Bay Post as a ‘Blip’ in their history and would like to tell the story of a people who have occupied these lands long before white settlement and railways.

Commonwealth Historic Resource Management Limited was retained to prepare this master plan consisting of a site conservation strategy, historic research, archaeological assessment, interpretive plan and a business plan to meet the Moose Factory Tourism Association’s and the Historic Sites Working Group’s needs and to guide capital improvements for an Island wide interpretive strategy. As well, we have prepared contract documents and specifications for the restoration of the Blacksmith Shop and the Powder Magazine. The product of this commission includes the following four volumes:

Volume 1: A MASTER PLAN FOR MOOSE FACTORY ISLAND

Volume 2: HISTORICAL AND ARCHAEOLOGICAL ASSESSMENT

Volume 3: ARCHITECTURAL Conservation Report

Volume 4: HUDSON’S BAY COMPANY CEMETERY Conservation Report

The Opportunity

The redevelopment of Moose Factory as a heritage, nature and cultural island tourism attraction can serve many important objectives for the Island and Region’s cultural and economic programs:

• Commemorates, articulates (and celebrates) the keynote roles of the site in the history of Moose Factory Island from the perspectives of Moose Cree First Nation and MoCrebec Council of the Cree Nation, exploration, the fur trade and white settlement. • Adds a significant heritage attraction to the tourism product mix of the region • Identifies those features (both extant and lost) that together define the whole Island and charts a well thought out conservation strategy. • Identifies and frames the interpretive themes and strategy for programming and presentation. • Provides a business approach with an emphasis on employment and spin-off entrepreneurial activity for the local community. • Provides an educational venue for visitors and residents alike.

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Respecting Our Heritage: The historical values embodied in Moose Factory Fur Trade Post and the James Bay Cree are rich and diverse. Canadian history traditionally has been written from a Euro-Canadian perspective. First Nations have tended to be seen through European eyes as they were encountered by explorers, fur-traders, and missionaries and these records colour our understanding and convey the one view point. This is evident even today from such writings as Daniel Francis and Toby Morantz 1984 study on the fur trade of James Bay. In their opening sentence: ‘Eastern James Bay is an inhospitable country.’ Inhospitable to eighteenth century Europeans yes: but certainty not to people who have called it ‘home’ for many centuries. This endeavor will approach the subject from the community’s perspective and tell the story of the James Bay Cree from their perspective. It is hoped that commemoration and interpretation of this view of history, through restoration and display will provide a fresh legacy for present and future generations of Cree.

The Challenge for Tourism: A strong and vibrant tourism sector is crucial to the Moose Factory Island’s economic health. The Polar Bear habitat in Cochrane, Cree Village Ecolodge and Wa-sh-ow James Bay Wilderness Centre (in development) are three examples of product offering unique tourism opportunities. However, for the last number of years the area has seen a decline in tourism and the warning signals for further deterioration are on the horizon. There is a need to offer guests more than good lodges and attractive settings. Recent surveys of customers and the industry have pointed out that there is a distinct lack of quality attractions and “things to do”. Tourism market trends suggest a much greater interest on the part of customers in a destination’s people, culture, history and natural resources. It is with this trend in mind that suggests there is potential to offer a uniquely fashioned experience which can be packaged and offered to clientele.

The Market

A project can only be successful through its markets; those who have an interest and will support the project. Each project has its own unique set of market circumstances from two perspectives:

1. Access to markets 2. Product market appeal

For both access and market appeal the tourism product at Moose Factory is very unique. This uniqueness warrants a different approach to marketing and product packaging than might otherwise be the case. If the Island destination product is to be successful in sustaining itself financially, it needs to appeal to, and access, a broader market than the local market and the few who now “streak” through.

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Packaging of various tourism resources for the Aboriginal tourists to Moose Factory should ensure a number of additional nature/historical experiences are included with the Aboriginal products. This is a “natural” for Moose Factory, given the rich and evident history and the incredibly varied nature setting of the Island. Moose Factory either offers, or has the potential to offer many of the experiences desired by these groups, and at a strong international competitive level.

To make Moose Factory Island a tourism destination several things will be required:

1. Identify tourism products 2. Bring these products to standards expected by tourist 3. Train operators 4. Engage the community in the planning and delivery of tourism; “the community needs to reinvent itself with respect to tourism” (quote in a meeting) 5. Package various product combinations (on Island and off Island) “To be effective the MFTA will need to connect better with those who deliver tourism here and elsewhere” 6. Develop programs that are unique to Moose Factory from the perspective of its residents 7. Market Moose Factory and its products as a unique tourism destination 8. Provide group insurance for all operators 9. Improve and provide excellent products and programs - consistently

It is our opinion that Moose Factory has the product potential in its cultural, historical, and nature products to compete very effectively with other global destinations.

The Development Concept

The concept was developed in consultation with the client through a series of workshops and site visits held in October, early November, December, February, and March of 2003-2004. A number of decisions have been taken to modify the work plan and adjust the scope of work. The major change has been a decision to shift the focus from the concept of Fur Trader Village and a shift away from the Hudson Bay story to one that more aggressively tells the story of the Cree at Moose Factory. Linked to this decision is a desire to focus interpretation on the entire island rather than to concentrate and centralize development. As a result in the first phase, existing site structures will be adapted, rather than undertake a campaign to build a new purpose built museum. It was the groups feeling that the story of the Cree could be more effectively told through a series of interpretive pods located throughout the Island. Once an infrastructure is in place a new heritage centre would be developed as a second phase or development.

The central theme around which the development concept is organized is:

Moose Factory Island: A Gateway to History, Nature and Culture

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Selection of this theme provides a pivotal activity in the Cree history predating European activity through to today and a ‘hook’ for marketing. It does not preclude interpretation of other historic themes, activities and events associated with Centennial Park and the Island. A full menu of interpretation can be effectively delivered by building on the story of a gateway and the Cree as traders, mariners, hunters, trappers and conservationists. It is important that the story of Moose Factory be told with a Cree voice.

In keeping with the significance of the organizing theme, the concept encompasses plans for • Coordination of Island wide/regional attractions, • Restoration work to specific properties reflecting a spirit of commemoration, • Introducing business opportunities, and • Developing a management structure that accommodates multiple property owners, stakeholders, the community and investors.

There are three groups with ownership/management responsibility. These are the Northwest Company (NWC) who owns the majority of the site; the Ontario Northland and Transportation Commission (ONTC) who holds the prime lease for the lands, and the Ontario Heritage Foundation (OHF) who own 4 buildings on the property. The Moose Factory Local Services Board (MFLSB) made up of the Moose Cree First Nations (MCFN) and MoCreebec Council of the Cree Nation (MOCREBEC), has entered into a funding agreement with both Federal and Provincial Governments to assist all parties in financing the upgrading and redevelopment of the tourist attraction. And finally, the Moose Factory Tourism Association (MFTA) a non-profit corporation, who provides the coordinating role for these different players. A strong public/private partnership is indispensable to this project’s success. Roles and responsibilities must be clearly defined for each stakeholder group; a facility use agreement authorizing the management of privately owned lands and, most important the will to subscribe and commit to the economic development program.

A Concept Plan has been prepared which sets out the key components of the overall vision for Moose Factory. It focuses on changes to the physical fabric and setting and on the means of implementing theses changes. Upon arrival to the Island, visitors should experience a sense of uniqueness and perhaps a sense of coming to a distinct, if not foreign place. The boat taxi from Moosonee establishes a transition and is a bit of an experience in itself. From arrival at the dock and throughout their Island visit the programming, the interpretive displays, the signage and the support facilities should serve to introduce the visitor to important aspects of the Cree history and to the various sites as seen through the Cree perspective.

The concept responds to the need to make the operation sustainable. It will include retail outlets, a restaurant, bed and breakfast operation and an in-bound tourism operation.

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The principle components are summarized in the chart below.

Area Development Component

Management Structure • In-Bound Tourism Operating Co. • Public/Private Partnership & Facility Use Agreement • Moose Factory Tourism Association • Implementation of Programs • Education • Training • Brokering and Financing • Marketing Programming & • Major Events, Festivals Interpretation • Site Entertainment Programs • Interpretive Exhibits and Signage • Linkages to Nature Attractions • Animation & Guided Tours • Craft Development and Training • Youth Facilities Heritage Tourism • Heritage and Interpretive Pods Attractions • Trade Shop Restaurant at Staff house • Museum Upgrade • St. Thomas Church • Centennial Park buildings and Landscape • B&B Services in Historic Properties Heritage Restoration • Restoration of Key buildings at Centennial Park • Rehabilitation of Small Houses and the Staff House for B&B Operation • Restoration of the HBC Cemetery Infrastructure & Operations • Waterfront walkway and Park system • Development of Skate Boarding Park • Development of Interpretive Pods • Wharf and dock area development • Outdoor Lighting & Street Amenities • Lodging & Associate Attractions

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It is proposed that the central management agency be the Moose Factory Tourism Association Inc., which would have as its mandate the implementation of the agreed vision for Moose Factory. MFTA will:

• Undertake to secure funding • Serve as broker and facilitating mechanism for private sector investment • Enter into Facility Use Agreement with Ontario Northland Transportation Commission, Ontario Heritage Foundation and the Northwest Company • Implement an animation and interpretive program for the community • Develop the plans and related documents approved in the Master Planning Exercise

Because of the nature of the plan and the multiple ownership of lands, a strong partnership is imperative. Roles and responsibilities must be clearly defined for each stakeholder group, and each must subscribe and commit to the economic framework.

The Business Case

The business approach to developing and operating the Moose Factory Heritage Attractions is both exciting and practical. It recognizes that the First Nations and the Community cannot be expected to finance and maintain such an operation. The implementation mechanism is identified in this study as the Moose Factory Tourism Association. The study describes the objectives, functions, implementation mechanisms, and organizational structure for the corporation, as summarized in the following diagram:

One of the guiding principals outlined for the project is “to run the site as a self-sufficient community heritage initiative”. Achieving this goal will be a challenge and requires that significant planning and that a spirit of cooperation be shown in the identification and development of revenue generating opportunities within the overall project. The Moose Factory Tourism Association proposes to make Moose Factory a “Nature and cultural Island Destination”. An integral component of this development will be the creation of an inbound tour package company. The purpose of this company will be to combine individual tourism products into a single trip package and market it for tourists. These packages would include transportation, accommodation, food, attractions, and activities to create a unique, well organized and enjoyable travel experience sought by today’s consumers.

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Financial Support

Start - Up Ongoing Operations

Capital: Revenue Base as a Stand • Provincial/Federal alone attraction: Government contributions ƒ Gate Fees • Ontario Northland ƒ Surcharge of $5 on Transportation Commission passenger tickets ONTC • Northwest Company ƒ Grants and funding • Ontario Heritage programs Foundation ƒ B&B Operations • MFTA ƒ Sale of food & beverage • Private Donations ƒ Direct or commission of cultural products Operations: ƒ Fees from special events ƒ Annual Contributions NWC, • MFTA authority to manage land LSB, OHF, MOCREBEC, MCFN. • Community Services in kind

• Ontario Northland Revenue Base for Moose Transportation Commission Factory as a Destination: • Ontario Heritage ƒ Commission from sales of Foundation all linked products thru • Northwest Co. MFTA • Community Futures ƒ Fees for delivery of training • ABC programs ƒ Surcharge in bound tourists ƒ Fees for School districts education linked to curriculum ƒ Provincial/Federal Grants

In the start-up Phase, it is necessary that the seed money financing for the initial work come from both Government and the local contributions. As partners are assembled for the various activities, the MFTA needs to be in a position to maintain an infrastructure and skeleton staff. To do this they require a guaranteed revenue stream. For the restoration financing, we are suggesting that MFTA serve as facilitator for the funding by providing the following services: on going protection and management of the physical resources, linkages to the community, public sector programs, and private corporations and access to public sector

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financial programs. We are recommending that the owners of the property and lease holders commit to financing the capital costs and ongoing operations and that both federal and provincial government commit to this initiative on a matching funding formula.

Preliminary cost estimates have been prepared for expenditures related to Centennial Park, the Church, and island wide discovery walking tour. It is estimated that the cost for phase 1 will be in the range of $1,353,000 over 4 years. A proposed funding and budget scenario has been put forward which will require a cooperative commitment from a variety of participants. The cost of Phase 2 is in the range of $2,530,000 over two years and Phase 3 will cost $4,000,000.

Phase 1 includes: Powder Magazine, Blacksmith Shop, HBC cemetery, Staff House repairs. McLeod House, Sackabuckiskum House, Turner House, Museum Exhibits, Maintenance Shed Washrooms, Bake oven, Skateboard Park and 2 nodes,

Phase 2 includes: landscape, the Church, 11 interpretive pods the Quick Stop, Shipwright and Staff House

Phase 3 includes: Heritage Centre

The ongoing operations as set out in the business plan will generate sufficient revenue to maintain staff, operate the staff house, museum and the park, There is no potential for repayment of debt and thus the use of traditional financing is not a viable source of revenue. Even with capital funding in the form of grants, the revenues are tight and the development must be run in a business like manner and marketing must form an integral part of management’s activities.

The Benefits

One of the real benefits of the proposed process will be to provide a model of sustainable development through the protection of important resources in an economically viable way.

Community Participation: Heritage nature and cultural tourism if properly directed can reach much further into the fabric of a community and a region. The argument to renovate 19th century Euro-Canadian examples of architecture and site development will only go so far if they are not linked to employment and income for the local population and an anchor attraction with popular appeal.

Charting a Sustainable Development Course: The master plan provides a framework which will need further elaboration and focus. The next stage for Moose Factory is to actually undertake capital works and go beyond the planning stages.

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Economic Diversification: Moose Factory, through its tourism association which represents all Island interests (MFTA), must take control of tourism on the Island and traditional territories in the region. “We need to position Moose Factory as the tourism destination, not the train end of a ride.” MFTA can lead Moose Factory and other James Bay communities to define and should chose elements of their territory, history, and culture to create a distinct tourism destination.

It is our opinion that Moose Factory has the product potential in its cultural, historical, and nature products to compete very effectively with other global destinations.

There is one caveat: the MFTA must create a tour packaging company. The role of this company will be to combine a number of tourism products into a series of products of significant draw and value for people to come to Moose Factory specifically for them. The packages must include enough activities and programs to draw and keep people on the Island for a period of time (2 or more days).

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Signed this ______day of ______in the year ______

For Moose Factory Tourism Association: ______

Witness: ______

For Moose Cree First Nation: ______

Witness: ______

For MoCreebec Council of the Cree Nation: ______

Witness: ______

For NorthWest Company: ______

Witness: ______

For Ontario Northland Transportation Commission: ______

Witness: ______

For St. Thomas Anglican Church: ______

Witness: ______

For Ontario Heritage Foundation: ______

Witness: ______

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Chapter 1:

BACKGROUND

AND CONTEXT

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1. BACKGROUND AND CONTEXT

1.1 Terms of Reference

Moose Factory Island is a unique and significant initiative. For the First Nations of Moose Factory Island, the site has a resonance and memory that goes back in time for many successive generations. For North Eastern Ontario, and in fact for Ontario as a whole, there has been a long-standing interest and fascination with the Moosonee / Moose Factory communities situated on James Bay, at the northern terminus of Ontario Northland’s Polar Bear Express. Telling the story of Moose Factory from the First Nations perspective is an incredibly important development. Telling that story to Ontario, and Canada, and ultimately, the world, gives the Moose Factory project both a national and international dimension. Equally important is telling the story in the manner that the First Nations residents themselves – young people, elders, community organizations, people who may have family connections there and who have moved away – all those with an interest and a voice who will be listened to, and their respective ideas taken seriously as input into the Master Plan process.

The study purpose is to undertake a process that will provide a Master Plan consisting of a site conservation strategy, and a business plan, to meet the Moose Factory Tourism Association’s, and the Historic Sites Working Group’s needs and to guide future capital improvements.

It will provide a clearly defined Master Plan for the Fur Trader Village that can be used as a management tool which:

• Articulates the historic and cultural values associated with the Fur Trader Village site, and reflects the perspectives of the Moose Cree First Nation, and McCreebec First Nation;

• Identifies those features (both extant and lost) that together define the whole site and charts out a well though out conservation strategy for these cultural resources;

• Identifies and frames the interpretive themes and strategy;

• Provides a business planning component to make this initiative financially sustainable, and providing additional employment for area residents.

The guiding principles for the historical re-development of the Moose Factory experience are:

• To develop and manage the project through a community based, community controlled process involving both Moose Cree First Nation and MoCreebec Council of the Cree Nation.

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• To pursue the project with a strong focus on historical accuracy.

• To run the site as a self-sufficient community heritage initiative.

• To share the history from the perspectives of both our Cree community, as well as, the Hudson’s Bay Company.

• To establish effective programming which will bring the history to life with period costume and activities as much as possible.

• To lead a community effort to develop plans for turning Centennial Park, and other key historic buildings, into a fully developed “Fur Trader Village at Moose Factory.

• To ensure individual and community involvement and an accurate accounting of the history.

• To help safeguard Aboriginal history and voice, through careful planning, soliciting the participation of the community and carefully managing selected professionals working for you.

• To ensure that your community remains in full control of your project.

Following a series of workshops and site visits in October, November, January and March (2003-2004) a number of decisions have been taken to modify the work plan and adjust the scope of work. The major change has been a decision to shift the focus from the concept of Fur Trader Village and a shift away from Hudson Bay story to one that more aggressively tells the story of the Cree at Moose Factory. Linked to this decision is a desire to focus interpretation on the entire island. We also considered the possibility of adapting the existing site structures as an interim step towards our ultimate goal and undertaking a campaign to build a new purpose built museum. It was the groups feeling that the story of the Cree could be effectively told through a series of interpretive pods located throughout the Island and to shift the focus to an Island wide interpretive story.

Immediate Strategy:

• practical needs for getting the ball rolling for the 2004 season, partially to illustrate to the Moose Factory community that something is actually happening at the site • centralize objects for safety concerns and controlling access by tourist outfitters • emergency building repairs to St. Thomas’ church, staff house, magazine and forge, construction of a community bake oven • develop standardized fee structure for immediate implementation • business plan and incorporation of a tour operation for inbound services • Interpretive training and thematic standardization (manuals, etc.)

The overall message or ‘hook’ we would like to present is the story of trade and the role that the Cree Nation in the Moose River Delta has played in the exchange of goods and services between the far north and the Upper Great Lakes Regions. The activity of trade and the Cree

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as traders is one that has played out long before European involvement. This message is summed up in the following:

Moose Factory Island: A Gateway to History, Nature and Culture

Linked to this theme is the story of trade, also the important role the area has played as destination for adventurers and explorers. Again, well before white men, the delta area was a summer gathering place for Inuit of the north and for traders and migrants from other areas.

The Gateway as a theme:

• rudimentary discussion of the fur trade as the focal point of regional employment • obvious ties to “skills” theme – full and seasonal part-time • discussion of seasonal grounds – for the Cree and their trade partners • items of trade on both sides of the counter – values of goods, furs, food, etc. • geographical mechanics for Cree traders, migration, summer gathering shipping, traditional winter hunting grounds • Cree history throughout Hudson and James Bays

Overview

• Moosonee has some interesting opportunities to link that community to the overall visit or experience including the nature preserve just south of the town, the Revillon Frères Museum & House, Fossil Island and Tidewater Provincial Park. o Revillon Frères House is in very poor condition o Nature environments including Fossil Island and Tidewater Provincial Park are poorly developed due to lack of funds o There is an excellent exhibit at the high school but it is inaccessible for part of the year o Neither airport nor the train station provides any sort of interpretive overview of what to see or do in either of the communities.

• Moose Factory Island has extraordinary potential as does Centennial Park Site: o structures, while in disrepair, are in situ (on the Island ) and salvageable o natural environment (facing away from community to water) is breathtaking o objects, while modest in number, have obvious provenance to the site o potential to capture large percentage of Polar Bear Express visitation o potential to provide inbound tourism services to help link activities and the facilities o Water access between Moose Factory and the mainland by water taxi is an important visitor experience. The water taxis are unique and the experience should be promoted as the “Venice of the North”.

• Centennial Park is an inappropriate working title; a new one is needed immediately o new title should include reference to “(James Bay) Cree” and “ Moose Factory”

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o “Moose Factory” name is necessary for branding purposes; its affiliation with the HBC facilitates national (and maybe international) tourism clout o HBC story is likely a significant part of the visitor expectation – for Euros anyway ƒ story told from the Cree perspective for sure, but the original HBC buildings and objects are part of the rationale for the “pilgrimage” to the Bay

1.2 Aims and Objectives

The Moose Factory Master Plan will complete the following objectives:

Objective # 1: to conduct Master Planning of the Fur Trader Village including historical and archaeological research, comprehensive heritage planning and business, marketing and operating plan development reflecting deficit free operations.

Objective # 2: to operate within a process of community management and decision-making.

Objective # 3: to ensure that the community’s capacity for planning, developing and operating the Fur Trader Village at Moose Factory initiative will be strengthened through the study project, in an appropriate manner and in conjunction with the development of the site and facility plans.

Objective # 4: to ensure that the planning and development of all historic buildings and exhibits will be consistent with our community standards, as well as the highest heritage and museological standards.

1.3 Understanding the Issues

The project has a number of issues which at first glance are not readily apparent but increasingly have and will continue to dictate the potential for success.

1. The Land Issue: Moose Factory is presently under three separate jurisdictions. The largest area, the north end of the island, is the Indian Reserve and it is governed by the Moose Cree First Nation Council. Provincially-owned land is under the jurisdiction of the Moose Factory Local Services Board. National Health and Welfare Canada oversees the federal crowns land. The land under discussion is owned by Northwest Company who leases it to Ontario Northland Transportation Commission, who in turn has a management agreement with the Moose Factory

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Tourism Association. ONTC pays the Tourism Association a stipend to run the park on their behalf. To complicate matters even more the Ontario Heritage Foundation owns the Staff House along with 3 relocated historic residences.

2. The Lack of Infra Structure: The MFTA must create a tour packaging company. The role of this company will be to combine a number of tourism products into a series of products of significant draw and value for people to come to Moose Factory specifically for them. The packages must include enough activities and programs to draw and keep people on the Island for a period of time (2 or more days).

3. Rules: The overwhelming control that ONLR and its local agent Two Bay, has on the tourism industry.

4. Extremely Limited Access to Markets: There are no Moose Factory based operators providing tours to the island, thereby providing visitors with an alternative, and enabling the residents of Moose Factory to offer visitors a tourism experience on their terms.

1.4 Planning Context and Site Description

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Moose Factory Island lies within the James Bay Lowland Eco-region which itself forms part of the Hudson Plains Eco-zone. This eco-zone encompasses the bulk of Canada’s wetlands which represents approximately 25% of the world’s wetland. It is the largest coextensive wetland on the planet and as such is very significant ecologically.

The James Bay Lowland extends west from the Quebec side of James Bay to the Attawapiskat River in northern Ontario. The area has a high perhumid boreal eco-climate which is marked by short cool summers and cold winters, with a mean annual temperature of -2 degrees C. It lies within an area of transition known as the Taiga between the southern coniferous and deciduous forests and the northern tundra.

The area of the Hudson and James Bay Lowlands is a giant floodplain underlain with sedimentary rocks, mainly limestone, dolomites and shales. The extreme flatness of the terrain and the moisture holding quality of the marine clay combined with the presence of discontinuous isolated patches of permafrost have resulted in poor drainage, thus, the lowlands are largely waterlogged. The higher banks along the major rivers systems such as the Moose, provide better drainage and protection and have resulted in the growth of trees such as black spruce and balsam poplar. Open stands of white spruce dominate the drier areas, while low stands of willow, black spruce, and tamarack are common on the wetter more exposed sites. The topography slopes gently from south to north with elevations marked by relic beach ridges evidence of isostatic rebound, a result of past glaciation.

Wildlife in the Hudson and James Bay area is abundant. The mammals most commonly seen in the area include black bears, wolves, rabbits, moose, martin, beaver, fox and muskrat. James Bay is on what is called the, 'North Atlantic Flyway', a major migration route for geese, ducks and many other migrating species. As a result, spring and fall migrations provide spectacular bird watching. It is possible to see thousands of birds including Canada Geese, Snow Geese, White Fronted Geese, Brant's Geese, Surf scoters and many other sea ducks. The region also boasts a great number and variety of Shorebirds and Warblers.

Except for the few main settlements, including Churchill, Moosonee, and Moose Factory, the general population for this area is under 10,000.

While the eco-zone is ecologically diverse, it is not well endowed with timber or minerals resources. Instead tourism, hunting, fishing, and trapping provide the main economic base.

Moose Factory is located in the district of James Bay, 51 degrees 15' North longitude and 80 degrees 17' West latitude. Moose Factory is an island that lies 18 km south of the mouth of James Bay and 1km due east from Moosonee. Moose Factory is 4.8km long and 1.25 km wide and is approximately 1300 acres. Moose Factory is located 300km from its two closest major centres, Timmins and Cochrane. Moosonee has a railway line connecting it to Cochrane and an airport with regular scheduled flights to both Timmins and Cochrane.

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Access to the island is by boat (‘freighter canoe’) from Moosonee through spring and fall. Close enough to the bay, the island experiences high and low tide and navigable routes between the island and Moosonee change between high and low tide. In winter the ‘freighter canoe’ is replaced by the ice road. Only for the short period between complete freeze and break up is access to the island cut off. Emergency access is still available via helicopter.

The Omushkegowuk or swampy Cree have held an intimate relationship with the Moose River and surrounding wetlands for countless generations. Traditionally, Moose Factory was their summer meeting place. The Hudson Bay Company arrived in Moose Factory in 1673. Moose Factory was the Hudson's Bay Company's second North American post. (www.jamesbayfrontier.com)

The Moose Cree First Nation (MCFN), formerly the Moose Factory First Nation signed a treaty with the Crown (Britain) in 1905. Treaty #9 set aside two reserves, part of Moose Factory Island as reserve (#1), as well as another reserve (#68) which is located approximately ten miles from the island on the French River.

Moose Factory is presently under three separate jurisdictions. The largest area, the north end of the island, is the Indian Reserve and it is governed by the Moose Cree First Nation Council. Provincially-owned land is under the jurisdiction of the Moose Factory Local Services Board. National Health and Welfare Canada oversees the federal crowns land.

There are 527 homes on the island, 363 of which are on reserve, First Nation owned, and 164 homes, which are off-, reserve. Most homes off reserve are privately owned or under a program of the Canada Mortgage Housing Corporation. MoCreebec (www.mocreebec.com). The overall population of the community is approximately 2,700. The total Moose Cree membership is 3,215. As of January 31st, 2002 the on-Reserve population was 1,388 (www.moosecree.com/community-profile).

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Chapter 2:

MARKET

ASSESSMENT

AND DEMAND

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2. MARKET ASSESSMENT AND DEMAND

2.1 Market Assessment

A project can only be successful through its markets; those who have an interest and will support the project. Each project has its own unique set of market circumstances from two perspectives:

1. Access to Markets 2. Product Market Appeal

For both access and market appeal the tourism product at Moose Factory is very unique. This uniqueness warrants a different approach to marketing and product packaging than might otherwise be the case. If the Fur Trader Village product is to be successful in sustaining itself financially, it needs to appeal to, and access, a broader market than the local market and the few who now “streak” through.

The access to markets is very different because of a combined set of circumstances:

ƒ the region is only accessed by air or rail ƒ the air and train terminals are located in Moosenee across the river from the Island of Moose Factory, necessitating an additional and time taking mode of transportation ƒ most train visitors a probably travelling to enjoy the unique train ride in wilderness than the destination at the end of the ride ƒ most train passengers typically spend only a few hours in the region coming on the Polar Bear Express in packages sold by Ontario Northern Railway (ONR) ƒ Two Bay Tours, located in Moosenee, essentially offer the only tour service for ONR passengers and have their website linked to ONR to facilitate this ƒ Moose Factory is not a focus of Two Bay Tours, as it is only one of several products offered by them ƒ there are no Moose Factory based operators providing tours to the island, thereby providing visitors with an alternative, and enabling the residents of Moose factory to offer visitors a tourism experience on their terms

The consequence is that with this extremely restricted access to markets there is correspondingly “extremely” limited money spent by tourists on Moose Factory and correspondingly almost “negligible” economic and employment benefits.

Product market appeal relates to the location:

ƒ From a historical perspective the story is strong

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ƒ From a culture perspective given a small Island with two First Nations communities and a provincial municipal area and a federal area there is much of interest ƒ This product on its own likely does not have the strength to attract markets, except as an add-on product, and even then it will take effective animation ƒ This product of the Fur Trader village, combined with other island products if well packaged and animated and presented by the First Nations, can improve its profile considerably with polar bear Express Passengers and, thereby, provide greater benefits to the Residents of the Island ƒ If we extend this packaging to include the outstanding nature and culture experiences on the land and waters away from the Island, and including overnight accommodation at the superb Cree Village Ecolodge, the new upscale Norm and Jean’s B & B, Wa-sh-ow, and/or out on the land, this can become a strong competitive destination product

The results would be a diminished reliance on the Polar Bear Express passengers as a source of visitors and/or an addition of other longer stay packages by ONR, and transfers directly from the train station at Moosenee to island based operators. The benefits to the Island residents would now be substantial.

The question is; “what do we need to do to make this happen?”

Methods

The market assessment utilizes a number of information sources to identify and describe various groups of people (target markets) that are most likely to visit the Fur Trader Village at Moose Factory. These sources include:

ƒ Community Meetings ƒ Personal Interviews ƒ Site Visits ƒ Operator Records ƒ Government Documents ƒ Tourism Studies ƒ Website Visits

Important information about the needs/wants/preferences is provided for each target market. The existing tourism resources in Moose Factory are also described. Relating market preferences with existing product attributes facilitates the identification of areas of strength and needed development in product offerings. These should be used to design and develop a Fur Trader Village, and overall tourism destination in Moose Factory, with significant market appeal and a strong likelihood of success!

The information on existing markets is quite limited for the simple reason that the markets have been very limited and essentially all visitors come from the one source mentioned above - The Polar Bear Express.

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Target Markets

The market segments most likely to visit Moose Factory include Aboriginal/culture tourists, and soft outdoor adventure enthusiasts, genealogical and Hudson’s Bay Company history buffs. The community, culture, and environment of Moose Factory have the potential to meet, and surpass, the market desires of these groups. Our objective would be to shift from the Polar Bear Express as a destination experience to Moose Factory first and surrounding area as the destination. Utilize the Polar Bear Express as one of the tourism attractions with a learning experience including a cultural car.

Aboriginal/Culture Tourists

The Travel Activities and Motivation Survey – Aboriginal Tourism Report (Lang Research, September 2001) examined the interests of Canadian and American travellers in Aboriginal events and attractions while travelling (e.g. attending Aboriginal cultural experiences in a remote or rural location, attending a powwow or other Aboriginal celebration). Strong interest was communicated by both the Canadian and American populations:

ƒ 26.2% of the U.S. market participated in or expressed an interest in vacation activities of this nature o 9.7% (16,615,000 participated) o 16.5% (28,266,000 interested) ƒ 15.3% of the Canadian market expressed interest o 6.1% (1,196,000) participated o 9.2% (1,809,000) interested ƒ Among Canadians, participation and interest was highest in Ontario, PEI, New Brunswick

These numbers represent a large potential market of people interested in the type of experiences that Moose Factory has to offer. In other words the markets for the products are there, with the right product offering and approaches which “reach’ the markets.

In Canada, those most likely to exhibit an interest in vacation activities associated with Aboriginal tourism were:

ƒ Senior singles (22%) ƒ Mature singles (20%) ƒ Mature couples (17%) ƒ Senior couples and mature couples (16%) ƒ Females (17%), more likely than males (14%)

Their interest increased with education, yet decreased with income. Those with advanced degrees (21%) were the most interested. The trend with income may reflect the interest of retired individuals who tend to have lower incomes.

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In the United States, those more likely to exhibit an interest in vacation activities associated with Aboriginal tourism were:

ƒ Senior couples (33%) ƒ Senior singles (31%) ƒ Mature couples (28%) ƒ Mature singles (27%)

The Americans’ interest was more evenly spread over education levels than Canadians were. Again, those with lower incomes were more likely to be interested in Aboriginal tourism experiences.

Marketing efforts and product development at Moose Factory should focus on the needs and wants of the maturing populations in terms of service requirements, accessibility, and program development. This does not mean a total focus on the maturing markets, because the combined adventure product potential at and near Moose factory will be of strong appeal to younger people and to families.

People who were interested in Aboriginal tourism experiences were also most likely to seek out exploration (historical sites, natural wonders) and learning (hands on opportunities) during their vacations. Those who had participated in Aboriginal tourism activity and, to a certain degree, those who expressed an interest were more likely to have engaged in natural sight-seeing activities or visited a museum.

Packaging of various tourism resources for the Aboriginal tourists to Moose Factory should ensure a number of additional nature/historical experiences are included with the Aboriginal products. This is a “natural” for Moose Factory, given the rich and evident history and the incredibly varied nature setting of the Island.

Packaging should also consider that these people were more likely to have camped, stayed in a lakeside or wilderness lodge, or remote fly-in lodge. Moose factory is in the “wilderness”. Therefore, presentation of the product as an Aboriginal culture product in a wilderness nature setting will appeal to the markets.

To gather information for their vacations, these individuals consulted a number of information sources:

ƒ Print - newspaper, magazines, travel info offices, or travel guides were the most important o National Geographic, general interest magazines, and news magazines ƒ websites were also used frequently o older audience may not be as responsive ƒ TV would be the least effective

Advertising and promotional materials should emphasize the natural, cultural, and learning opportunities available at and near Moose Factory.

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Soft Outdoor Adventure Tourists Another market segment of significant importance to the Moose Factory product is the “soft outdoor adventure enthusiast.” The Travel Activities and Motivation Survey (TAMS) defined this group as those who “have had some recent Canadian tourism experiences and exhibit a particular interest in soft outdoor adventure.” In 2000, the Canadian domestic market for soft adventure was approximately 4.4 million adults (soft adventure enthusiasts who had taken a trip within Canada in the past two years). In the United States there were 7.1 million soft outdoor adventure enthusiasts who had taken a trip to Canada in the last two years.

Some of the most popular activities in which Canadian and American outdoor soft adventure enthusiasts participated include:

ƒ hiking ƒ wildlife viewing ƒ motor boating ƒ kayaking/canoeing

All are either offered in the Moose Factory region, or can easily be offered combine with culture and nature (Table 1). This makes for a powerful product in the market place.

Table 1: Soft Outdoor Adventure Activities ACTIVITY CANADIAN AMERICAN Hiking/backpacking in wilderness 58% 47% setting Wildlife viewing 47% 53% Fishing (any) 46% 44% Cycling 38% 37% Motor boating 37% 39% Kayaking or canoeing 37% 38% Wildflower/flora viewing 32% 40%

The American outdoor soft adventure enthusiast had a stronger interest in heritage activities than Canadian soft adventure enthusiasts. About 51% of Americans visited local history museums, while only 38% of Canadian outdoor soft adventure enthusiasts visited these establishments. Americans also visited historic sites (40%) and Aboriginal events (25%) more often than their Canadian counterparts (Table 2).

This information suggested that:

ƒ the American market holds strong potential for Moose Factory ƒ packaging for the American outdoor soft adventure enthusiast should include more diverse components than packaging for Canadians

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Table 2: Heritage activities ACTIVITY CANADIAN AMERICAN General history museum 38% 51% Local festivals or fairs 34% 50% Historic sites 20% 40% Historical replicas of cities/towns 18% 31%

Powwow or other Aboriginal 11% 25% celebration/attractions Geneological Research 22% 35%

It is also important to understand the demographics of this market. Who and where are these “soft outdoor adventure excursionists?”

They tend to be younger than the Aboriginal tourists discussed earlier:

ƒ in Canada, 70% of these enthusiasts are between 18 and 44 years ƒ in the US, 53% are between 18 and 44 years

Their incomes span a large range with Canadians having lower average incomes than Americans.

ƒ Canadian average household income was $58,200 a. 34% under $40,000 b. 26% $40,000 - $59,999 c. 28% $60,000 - $99,999 d. 13% $100,000+ ƒ American average household income was $71,000 a. 21% under $40,000 b. 21% $40,000 - $59,999 c. 37% $60,000 - $99,999 d. 22% $100,000+

The education levels were relatively high with most enthusiasts having some post-secondary education.

ƒ Canadians a. 27% completed secondary b. 40% some post-secondary c. 26% graduated university ƒ Americans a. 14% completed secondary b. 45% some post-secondary c. 35% graduated university

Soft outdoor adventure enthusiasts tended to read a number of print media sources, thus print advertising would be effective in reaching this market (Table 3).

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Table 3: Print Media Read MEDIA CANADIAN AMERICAN Daily Newspaper (any) 84% 89% Weekday edition 73% 76% Weekend edition 72% 81% Travel section of weekend edition 47% 63% Magazines (any) 89% 94% News magazines 46% 47% Hobby 41% 42% Travel 32% 42% Canadian/National Geographic 34% 34%

A quick recap of important information for these market segments:

ƒ Aboriginal/culture tourists and soft outdoor adventure enthusiasts all tended to participate in various types and numbers of activities while on vacation. Packaging should consider the preferences of each group and include these in the product offering ƒ Moose Factory either offers, or has the potential to offer many of the experiences desired by these groups, and at a strong international competitive level ƒ Aboriginal/culture tourists were older and may require greater “comforts” ƒ soft outdoor adventure enthusiasts want their participation to include activity ƒ The tourists with an interest in Moose factory will tend to have higher levels of education. Their vacations were opportunities to learn more. Consider hands-on learning opportunities in programming ƒ Income levels for all groups were higher than average ƒ Marketing plans should include print media, as this media was utilized by each group described

Existing Market

As a single tourism product not well packaged with other island or region products, the Fur Trader Village at Moose Factory will need to draw its clientele from the existing tourists to Moosonee, or to Moose Factory. As mentioned above, this market predominantly arrives by trains operated by Ontario Northland Transportation Company (ONTC)

Ontario Northland Transportation Company ONTC operates two trains to Moosonee: Polar Bear Express and Little Bear. The Polar Bear Express is a tourist train running for ten weeks during the summer (June 25 – September 5, 2004), with August as the peak month. The Little Bear operates year round, services more local markets, and has more regular stops along the journey. In 2003, 12,868 people rode the Polar Bear Express, while the Little Bear had 31,892 passengers (Table 4).

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Table 4: Ontario Northland Ridership YEAR POLAR BEAR EXPRESS LITTLE BEAR GROUPS PEOPLE(GR) 2001 13,496 38,438 N/A 2002 13,054 38,547 2,879 (68) 2003 12,868 31,892 1,852 (51)

Group travel declined from 2002-2003. In 2002, 68 groups brought 2,879 people on the train, while only 51 groups with 1,852 people traveled in 2003. This decline was attributed to lower overall travel within Ontario due to SARS, the war in Iraq and Mad Cow Disease. Industry projections for 2004 are much more positive. The safety of the train and northern Canada could be a strong market image to enhance in the coming season. Also, we must not forget that the train while time consuming is an inexpensive method of travel. There is potential to utilize the train to provide cultural experience with a special car that provides a museum presentation. This can serve to broaden market appeal.

There are few destinations, if any, with the quality of tourism resources in the wilderness and with the Aboriginal cultural and history that can be accessed so inexpensively and relatively easily by North Americans.

As the train servicing tourists, the Polar Bear Express is of particular interest to the Fur Trader Village at Moose Factory. The following demographic information and survey results were provided by, ONTC, April, 2004.

The primary target markets for this journey are people 35-55 years of age, with people aged over 55 years being a secondary market. Children, and therefore families, were not a major portion of the market. In 2003, over 80% of the passengers were over the age of 31 years:

ƒ 60 + 34% ƒ 46-59 29% ƒ 31-45 20% ƒ 18-30 9% ƒ Under 18 8%

Well over half of the passengers were from Ontario. Southern Ontario accounted for 49% of those surveyed, while northern Ontario made up 20%. Many respondents were also from the USA (19%), while very few were from other provinces (1%).

Passengers tended to be well educated, with over 50% having some post-secondary education (Table 5). Most, also, had relatively high household incomes (Table 6).

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Table 5: ONTC Survey – Education Table 6: ONTC Survey - Income

EDUCATION PERCENTAGE HOUSEHOLD INCOME PERCENTAGE High School 37% 20,000-30,000 15% College 25% 31,000-40,000 15% University 21% 41,000-50,000 15% Post graduate 15% 51,000 + 55%

The survey also queried the “Purpose of Trip” (Table 7). Only 8% indicated that their main purpose was the “train ride.” More indicated that their purpose was to have a “wilderness adventure,” “environmental experience,” or “cultural experience.”

Table 7: ONTC Survey - Purpose of Trip

PURPOSE PERCENTAGE Wilderness adventure 21% Environment experience 18% Cultural experience 13% Historical experience 9% Visit family and friends 9% Train ride 8% Personal business 3% More than 1 selection 19%

These demographics fit relatively well with those outlined for the Aboriginal/Culture tourists and Soft Adventure Outdoor Enthusiasts discussed in the previous sections:

ƒ age = 31 years + ƒ education levels = post-secondary ƒ income levels = above average

The fact that more than 60% of current riders come from within Ontario indicated that there is substantial room for growth in other areas of Canada and in the United States.

This growth could be initiated with a strong campaign to make Moose Factory a destination attraction. As outlined above, most people visit for a number of reasons with “wilderness adventure,” “environment experience,” and “cultural experiences” being the most often stated. The campaign would be strongest if initiated by the community of Moose Factory, specifically the MFTA, who are the most able to provide these experiences and represent all interests on the Island. This campaign will first require consistently strong product offerings and more diverse/inclusive product packaging.

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Most people arrive and leave Moosonee the same day (table 8). During the summer, the Polar Bear Express arrives daily in Moosonee at 12:50 pm and departs for Cochrane at 6 pm (except Mondays). Given this schedule, most passengers spend approximately 5 hours in the region.

Table 8: ONTC Statistics YEAR SAME NIGHT OVERNIGHT PACKAGES 2001 N/A N/A 2002 10,175 2,863 2003 11,026 2,530

In addition to the daily excursion, ONTC now offers three travel packages:

ƒ Explorer Package: 3days/2nights. Includes an afternoon guided bus tour of Moosonee/Moose Factory in addition to pre and post night accommodations in Cochrane ƒ Adventurer Package: 4days/3nights. Includes a “Wilderness Excursion” on the Moose River, a “Moose Factory Island” guided tour and one night accommodation in Moosonee/Moose Factory. In addition pre and post night accommodations are provided in Cochrane ƒ Frontier Package: 5 days/4 nights. Includes a “Fossil Island Tour,” an optional “Twilight bus tour,” the Wilderness Excursion,” “Moose Factory Island Tour,” and a hike onto the Muskeg. In addition, to the pre and post tour accommodation in Cochrane, two nights accommodation are provided in Moosonee/Moose Factory

The tour services offered in these packages are provided by Two Bay Tours of Moosonee. The package descriptions on the ONTC website (www.polarbearexpress.ca) have direct links to the Two Bay website (www.twobay.com) for tour information.

The Polar Bear Express is planning for “unprecedented growth in ridership and room nights to the James Bay Frontier travel region.” An increase in the critical mass of attractions in northern Ontario is key to this growth because tourists require a number of quality attractions grouped together to attract them to a region (The Final Report of the Superior James Bay Regional Excursion Regional Link Project, May 1999).

The Polar Bear Education Centre planned for Cochrane is an important addition, and will be a significant draw for tourists to the area. Initial market projections indicate that 40,000 people will visit this Centre. Of these, 50% are expected to take the Polar Bear Express into Moosonee. This increased ridership will provide a larger market base from which to draw visitors to the Fur Trader Village at Moose Factory.

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Moose Factory Tourism Resources

While the discussion above focused on the markets, we alluded to the importance of the product offering, the packaging, and the presentation by the first nation residents of Moose Factory. The markets information provides good guidance for the types of products and packages which Moose Factory can provide to meet market expectations. What is really great is these are “natural” to Moose factory. The Moose Factory region is blessed with the spectacular wilderness, the Island abounds with history, and the First Nations of Moose Factory are the true Aboriginal of the region. Only they can legitimately lay claim to providing an Aboriginal culture experience in the Moose Factory region. Only they can take people on the land and present and interpret nature from the eyes of the people of the land; “the way it was, the way it is.”

The following list includes some of the many products and programs identified during our visits to Moose Factory. All are assets which give the Island a strong and unique tourism destination character:

ƒ Centennial Park with its historic resources ƒ potential for traditional room rentals at the HBC Staff House and the smaller houses in the Park ƒ the “tea house” in the old church hall, operated during the summer by the church ladies. At present it is operated, with frustration, to serve the tourists who come to the Island on tour buses. Currently many of the buses do not always stop, and too often only very briefly. The group serves tea, bannock, soup, sandwiches and hot dogs. They also sell art and craft products, local cookbooks and a book on the church history. An interesting feature is the pictures of the community for people to look at. This service could be enhanced and possibly moved to a better location nearer the future centre of activity. ƒ St. Thomas church, built in the mid 1800’s, has impressive history and features that are of interest to visitors. The large graveyard surrounding the church is very impressive ƒ Cree Cultural Interpretive Centre; currently a good experience with potential to be enhanced ƒ dog sled operator(s): day trips and 4-7 day trips (mid January – mid March) - $400- $500/person/day – should tie in with boat trip and activities on the land such as bird watching ƒ Cree Village Ecolodge – first class facility - tremendous potential as a base for Moose Factory destination tourists ƒ Kesagami Lake Lodge – well established successful fishing lodge ƒ Norm & Jean’s B & B – new at Moose Factory with three guest rooms – very well done ƒ Wa-sh-ow; James Bay Wilderness Centre (about to open) ƒ trips on the land and to camps in James Bay (day or longer) ƒ experiences on the land ƒ boat tours on rivers and up to the Bay ƒ guided hunting

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ƒ guided fishing – pike, walleye, sturgeon, trout ƒ tours on the Island with operators such as Moose Cree Outdoor Tourism Discovery Adventures ƒ well established snowmobile tour operators with lodge base ƒ beach walks ƒ ski tours (ski with the Cree) ƒ Haunted House ƒ Tidewater Provincial Park ƒ Nicabaw Lake Camp ƒ camp outs ƒ traditional goose camps ƒ sea kayaking ƒ airplane tours ƒ traditional foods preparation ƒ discovering fossils ƒ wildlife viewing with tremendous variety of land mammals from polar bears, to whales, to seals, to many others, and huge numbers and variety of bird life ƒ visits to the Ship Sands bird sanctuary ƒ Polar Bear habitat in Cochrane, Polar Bear Express up to viewing area at Sawayan Point.

This list outlined a number of tourism opportunities currently available or planned for Moose Factory. The physical features of many listed above are not sufficient, on their own, to create the positive visitor experiences required by Aboriginal/Culture tourists or Soft Adventure Outdoor enthusiasts. Often, in planning for historic/cultural attractions, considerable focus is placed on the physical interventions while program elements are somewhat ignored. Delivery of programs linked to the physical developments is what brings the place to life and excites visitors; this is the animation.

To attract and interest visitors so they feel they have had an educational and entertaining experience, certain things are required in the preparation and delivery of programs. While no “one” element is a necessary condition, their combination serves to enhance the programs and visitor experiences. The following are some of the possible program elements which were introduced directly or indirectly in the many meetings and one-on-one interviews held with a large number of Moose Factory and Moosenee residents/operators/officials:

ƒ Interpretation and programs require Cree content and culture presented from a Cree perspective. There is a strong feeling in the community that the European, rather then the Cree perspective has been presented and interpreted: “… entrepreneurs telling the tourists what they think they want to hear, not the real story.” There is a unique Cree perspective to be told and demonstrated at Moose Factory: “… the interface of two cultures which affected them both.” The Cree also have a profound knowledge of the land and connection to it that can be shared with tourists. They should tell this story of themselves, and not have other Canadians telling it about the Cree. This will require interpersonal interaction with Cree people; something which does not occur now

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ƒ “In the long term we need education programs, even with our own people. We need to go into the schools” ƒ A traditional medicine garden at the historic site would be an opportunity for a good educational and interest program. There is still one person in Moose Factory who has this knowledge and practice ƒ Theatre with re-enactments ƒ Tell and enact legends and how it used to be – the Cree experience ƒ Music and dance, special performances and events, art, drama, merchandise, exhibit, interpretation ƒ Education programs that are interactive, active, animated ƒ Learning traditional skills and ways ƒ Bring visitors to traditional cultural camps with detailed programs about the history of living on the land ƒ Develop programs around watching spring break-up, along with the return of the birds, and the awakening of nature ƒ Boat building was a traditional activity at Moose Factory. Perhaps a program could centre on this activity as a demonstration project, and potentially be one of commercial revenue ƒ Develop a tour or program that shows a “time stream’ of life on and about the Island ƒ Interpret the significance and uniqueness of the churches, schools (including residential), and hospital ƒ Northern Lights

These ideas should be incorporated into the physical developments on the Island to create the visitor experience sought by Aboriginal/culture tourists and the soft adventure outdoor enthusiasts. This process will most effectively be completed by Cree members of the Moose Factory communities.

Critical Success Factors

Internationally, there are numerous examples of tourism attractions where the community/culture on display receives few economic benefits. The benefits instead flow to outside operators who bring tourists to the community without active participation or control by the cultural group. Currently, this situation is occurring in Moose Factory.

Moose Factory receives very minimal benefits from the tourism that comes to the region or to Moose Factory. The main beneficiaries are the tour operators and ONTC. Very little employment of Moose Factory residents occurs, and tourist expenditures at Moose Factory are few. The cultural history of Moose Factory and its people are sold to attract tourists to Moosenee, but when they arrive, very few are brought across to Moose Factory Island. The residents of Moose Factory are aware of this situation, and have spoken about it quite clearly and strongly to those responsible, but there is little action to correct this wrong. “We need to embrace tourism on our own terms…” (Chief Mo Creebec Council of Cree Nation).

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Moose Factory has many assets which lend it a destination character, in addition to the obvious cultural and historic resources. Some of these are located on the Island and others are provided in the surrounding region by the residents of the Island, or former residents who live in the region.

Centennial Park with its historic buildings is one of the tourism assets of the Island and its people. While much of the history related to the introduction of the European culture is embodied in the Park, the cultural tourism of the community is better represented by the many other assets and knowledge that the First Nations people of Moose Factory can provide. The sharing of this knowledge with visitors, through the other facilities and programs identified in this report, is the real strength of this potential. “The Hudson’s Bay Company is part of the story, but not the story…” (Quote at community meeting).

The long term success of tourism in Moose Factory should be measured by:

1. full participation by Island residents in tourism as an industry 2. revenue to the community and its people 3. numbers of visitors to the Island 4. guest satisfaction

In order to achieve the stated objectives for the Fur Trader Village at Moose Factory, the community must:

ƒ gain greater control over tourists’ access and movement on their island ƒ determine the cultural story they want to tell, and the best methods through which to share these with tourists ƒ develop mechanisms/structures through which to gain economic benefit from the tourists

The island geography of Moose Factory makes it possible to track access and guide movements on the island. Creative methods with which to achieve these goals are required.

Partnerships

The Fur Trader Village at Moose Factory will provide an important historic component to the overall tourism attractiveness of this island. On its own, this Village is not a significant enough attraction to draw people to Moose Factory, yet the history and story it tells add significant value to a trip in the Moose Factory/Moosonee region.

Partnering with other tourism operators will be essential. A key partnership must be Ontario Northland. Because of the physical location and accessibility of Moose Factory, The Polar Bear Express provides your largest and most important target market, and partnerships and/or cross-promotions must be developed with this organization. These could be accomplished in a number of ways:

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ƒ Develop a tear off coupon for a discounted guided tour of the Village that could be included in their train itinerary or ticket. ƒ Develop promotional materials to include with the information sent to The Polar Bear Express clients. o create a link directly off their website to a Fur Trader Village at Moose Factory website ƒ Collect a surcharge from all passengers travelling on the Polar Bear Express for visiting the region. A conversation with an ONTC official indicated that $5/passenger was reasonable.

Destination Attraction

Moose Factory, through its tourism association which represents all Island interests (MFTA), must take control of tourism on the Island and traditional territories in the region. “We need to position Moose Factory as the tourism destination, not the train ride.” MFTA can lead the Moose Factory communities to define and sell chosen elements of their territory, history, and culture to create a distinct tourism destination.

To make Moose Factory a tourism destination several things will be required:

1. Identify tourism products 2. Bring these products to standards expected by tourist 3. Train operators 4. Engage the community in the planning and delivery of tourism; “the community needs to reinvent itself with respect to tourism” (quote in a meeting) 5. Package various product combinations (on Island and off Island) “To be effective the MFTA will need to connect better with those who deliver tourism here and elsewhere” (quote) 6. Develop programs that are unique to Moose Factory from the perspective of its residents 7. Market Moose Factory and its products as a unique tourism destination 8. Provide group insurance for all operators 9. Improve and provide excellent products and programs - consistently

It is our opinion that Moose Factory has the product potential in its cultural, historical, and nature products to compete very effectively with other global destinations.

One element of this requirement is for MFTA to create a tour packaging company. The role of this company will be to combine a number of tourism products into a series of products of significant draw and value for people to come to Moose Factory specifically for them. The packages must include enough activities and programs to draw and keep people on the Island for a period of time (2 or more days).

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Marketing Tools

Success will be achieved through creating awareness and interest in the Moose Factory tourism product. The most effective marketing tool is word of mouth. However, there are two conditions for that to be effective:

1. You first need to create awareness, so visitors will hear of Moose Factory and want to visit 2. Second, when they visit you need to provide a great experience, such that they will return home and tell others about it, and want to return themselves.

Various methods of marketing are currently used by the operators at Moose Factory. Following are some of these methods, and more with potential to be used further as development occurs:

ƒ Creating marketing partnerships, such as with ONTC o develop direct links from their website (like Two Bay Tours) ƒ Providing a range of experiences combined and packaged, such as accommodation with experiences on the land, or visiting community attractions ƒ Implementing surveys and research to assure a keen awareness of visitor wants and preferences, as well as their reactions to the product you are providing ƒ Developing a website and linking to well visited tourism sites ƒ Attending trade shows ƒ Designing and distributing brochures ƒ Placing magazine ads ƒ Writing articles in travel magazines, such as with the local airlines ƒ Hosting familiarization trips

Most importantly, take care of your customers so the powerful word of mouth works for you.

Studies indicate that print advertising was the most effective tool for attracting both aboriginal tourists and outdoor soft adventure enthusiasts. The web is also increasingly being used as a source of information, particularly among the younger tourists. In addition, both culture and soft adventure tourists utilize more information gathering tools than does the average tourist to Canada. They seek a number of sources to increase their confidence that their choice in vacation will provide the benefits sought. A series of print advertisements and publicity should be developed and placed in specific publications. These advertisements can direct people to your website for more information.

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Revenue Generating Opportunities

One of the guiding principles outlined for this project is “to run the site as a self-sufficient community heritage initiative.” Achieving this goal will be a challenge and requires that significant planning and effort be invested in the identification and development of revenue generating opportunities within the overall project.

As a stand alone attraction, the Fur Trader Village at Moose Factory has some good, but limited revenue generating opportunities:

ƒ Gate fees (more in the form of guided tour fees and surcharges) ƒ Direct or commissioned sale of food and beverages ƒ Direct or commissioned sale of cultural products (weaving, hymn book, local cook book, Cree/English syllabics, recordings, hides products, fur products, bead work….) ƒ Fees from special events ƒ Surcharge of $5.00 per passenger on train tickets (a possibility indicated by ONR personnel) ƒ Fee to come on Island with tour operations

The following are additional potential sources of revenue for the Moose Factory Tourism Association if it takes on added functions leading towards product development, marketing, and sales of Moose Factory as a tourism destination:

ƒ Commissions from sales of all linked products which are marketed through the MFTA (tours, accommodation, guided experiences, trips on the land, etc.) ƒ Fees from delivery of training programs ƒ Surcharge of $5.00 on tickets for all tour bus passengers taken to Moose Factory by off Island operators ƒ Fees from special events ƒ Fees from school districts for providing education programming linked to curriculum o grade 7-8; courreur de bois o grade 3; pioneer life o grade 6; Aboriginal people & European explorers / relationship between Aboriginal people and Europeans / relationship to the land / the Hudson’s Bay Co. and the Northwest Co. / early settlement of Canada o grade 8; Indian act of 1876 and impact on Aboriginal people (children leaving, no welfare, work restrictions, lost status) o lots of tie-ins for high school

The potential for large revenues that sustain the MFTA, and significant revenue to Moose Factory businesses and community members increases significantly with the larger role of the MFTA. In addition to the financial benefits, the increase in community control of tourism development and the resulting community pride will be substantial.

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2.2 Financial Analysis

The assumptions underlying the attached Projected Income Statement reflect the consultant’s judgment as to most probable set of economic conditions and planned course of action over the first three operating years after the completion of the core project. Since the projections are based on assumptions regarding future events, the actual results will vary from the information presented even if the hypothesis occurs, and the variations may be material.

Targets are made on the assumption that all capital costs will be covered with initial fund development campaign, and thus there will be no financing costs.

Revenue Assumptions

Moving towards a program of financial self-sustainability is an important goal for the developments at Moose Factory. While it may take some time to achieve this and, also, considerable effort in some areas, it is an important direction to set if the full potential of the project is to be realized. This is also important because it will remove continuous fund sourcing pressures from the managers so they can appropriately focus on project and program delivery. As a result, we have planned a number of revenue generating operations (see following Table).

Revenue Generating Components

Operation Year round Seasonal (300 days) (May-September) Bed and breakfast - cottages Bed and breakfast – staff house Food and beverage sales Gift store Island tours/gate Surcharge on ticket sales

Bed & breakfast -cottages: The three cottages are expected to operate no more than 150 days per year. Year 1 has 60% occupancy. Year 2 occupancy rates are 70%, and Year 3, 80%. Rates are at $75.00 per cottage and includes breakfast.

Bed & breakfast – Staff House: The Staff House is expected to operate 300 days per year. Year 1 has 60% occupancy. Year 2 occupancy rates are 60%, and Year 3, 70%. Rates are at $85.00 per room including breakfast.

Food services: Food services will be provided to a very limited extent at the staff house. The breakfast which is paid as part of the room charge will be a simple continental style breakfast. Additional to that we envisage a simple lunch service for guests and other visitors, snacks foods for tour visitors and no dinner food service. The room rate includes self-serve breakfast. With this limited of a food service and number of guests, it is not anticipated the

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food service will generate any revenues beyond what it will take to provide the food. It will be a challenge to break even with this low a number of visitors. For purposes of this analysis, it is assumed food services will be planned to operate at cost. At the time the MFTA might become an inbound tour operator/marketer, attracting long stay destination tourists, food services should be reconsidered with a view to providing more options, including some form of dinner service, and with the idea of making a profit.

Site / Island tours & surcharge: At this time it is very difficult to have any sort of gate fees because of the site configuration and also because there is little to charge for in terms of programs. Rather, we suggest the fees be for site and Island tours. Two Bay Tours have indicated a willingness to consider placing a fee of $5.00 per person on all tours to Moose Factory. ONR have indicated a willingness to consider a $5.00 surcharge on all Polar Bear Express passengers to be applied to MFTA site operations.

Gift shop: Based on an average total spending of $3 for each visitor. Some will purchase high priced items while others won’t purchase anything.

The revenue generating opportunities at this time are quite limited. This is mostly because Moose factory has limited infrastructure for tourists, and limited programming. However, there is incredible potential to relatively easily set up the infrastructure and programs, and provide the training to effectively deliver the programs.

As discussed in the above markets section, Moose Factory and region has the very resources tourists seek and they are of high quality. They are; natural environment, isolation, incredible variety of wildlife, spectacular geography with unique landscapes, fascinating settlement history and Aboriginal culture. Very few places in Canada possess all of these together and in such an incredible array as does Moose Factory. A challenge will be in the local people who deliver and plan the tourist programs to recognize this uniqueness in their own back yard.

To become a more viable operation, it is necessary for the Moose Factory Tourism Association, as operators of this project to find revenue generation opportunities outside of those identified in the above table. To that end we have listened to the advice of many whom we interviewed, and who said; “we need to go beyond the ONR market if we are to have viable tourism”. This mean Moose Factory needs to sell itself as a destination and not as a ½ or 1 day ONR stop. Therefore, are strongly recommending the need for MFTA to assume the lead role in establishing itself as an inbound tour operator. Details of this recommended program are appended. The results of this program are many: needed revenue for the MFTA; more viable tourism business operations because of more visitors and longer stay visitors; more employment and incomes; more employment training opportunities; and an ability to provide a service compatible with traditional knowledge and skills.

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2.3 Projection of Income & Expenses

Labour Expenses

Labour expenses are provided for the site:

ƒ 1 General Manager ($60,000 including benefits) ƒ 1 Marketer/Programmer ($40,000) ƒ 1 Accommodation Manager (300 days) ($30,000) ƒ 1 Housekeeping (300 days) ($25,000) ƒ 1 Seasonal Tour Guide (100 days) ($7,000) ƒ 1 Part-time Maintenance Person (1/2 time) ($20,000) ƒ 1 Part-time Gift Store Operator (120 days) ($8,000) ƒ 1 Food Service Operator (300 days – costs covered by revenues) ƒ 1 Security (seasonal) ($12,000)

Other Expenses

ƒ gift store cost of sales are 50% of sales (industry standard 100% mark up) ƒ marketing at fixed $25,000 and increasing by $10,000/year – this will need to increase substantially with a new inbound tour operator role for MFTA) ƒ travel – fixed at $50,000/year ƒ office and miscellaneous – fixed at $10,000 year ƒ liability insurance – fixed at $10,000 year ƒ maintenance/utility costs – $25,000

A simple income statement is provided in the following schedule. It demonstrates and on- going deficit which will require to be supported on an on-going basis. It also shows a strong dependency on ONR follow through with their verbal indication of favourable consideration of a $5.00 per passenger surcharge to be passed on to MFTA. As well it show dependency on being able to collect from a $5.00 per passenger charge operators such as Two Bay Tours would charge their clients for the experiences at Moose Factory.

With these two strong dependencies it becomes important for the MFTA and operators at Moose Factory to take control of their tourism at Moose Factory, through the creation of an inbound tour operator service to market Moose Factory as a unique long stay destination.

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PROJECTION OF INCOME AND EXPENSES MOOSE FACTORY B&B Nov 30, 2004) Servants Houses NUMBER OF ROOMS: 6 900 Staff House NUMBER OF ROOMS: 6 1,800 2,700 Year 1 Year 2 Year 3 Year 4 OCCUPANCY 35.00% 40.00% 57.00% 65.00% AVERAGE DAILY RATE 80.00 80.00 80.00 85.00 OCCUPIED ROOMS 945 1,080 1,539 1,755 REVENUE: - - - ROOMS 75,600 86,400 123,120 149,175 Gift Shop 27,000 30,000 33,000 37,000 Island Tours 30,000 40,000 40,000 45,000 Surcharge on ticket Sales 90,000 95,000 100,000 115,000 Management Stipend 100,000 100,000 100,000 100,000 Other Income (NET) 829 948 1,350 1,540 TOTAL REVENUE 323,429 352,348 397,470 447,715

EXPENSES LABOUR 210000 210000 235000 265000 MARKETING 25000 30000 45000 50000 COST OF FOOD COST OF GOODS 13000 15000 15000 20000 TRAVEL 15000 25000 25000 25000 OFFICE MAINTNEANCE 10000 10000 10000 10000 HEAT 15000 15000 15000 15000 LIABILITY INSURANCE 12000 12000 12000 12000 MAINTENANCE & OPERATIONS 18000 18000 20000 24000 TOTAL EXPENSES 318000 335000 377000 421000

NET REVENUE 5429 17348 20470 26715

NOTES: 1. Markets to Moose factory rely on ONT passengers Polar Bear Express 50% of all Polar Bear express passengers visit Moose Factory. 2. Polar Bear Express Passengers are assumed to be: Year. 1 18,000 Year. 2 20,000 Year. 3 22,000 3. The $5.00 per person Island tour is dependent on providing own tours and convincing other operators to levy and pass on the fee. 4. The $5.00 per passenger Polar Bear Express surcharge is dependent on ONR follow through with their indication of this surcharge if this does not occur a very different strategy will become necessary. 5. Management Stipend shared between 5 organizations – Ontario Heritage Foundation, Northwest Company, Ontario Northland Transportation Commission, MoCreebec, Moose Cree – each contributing $20,000.

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Chapter 3:

COMMEMORATIVE

INTEGRITY

STATEMENT

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3. COMMEMORATIVE INTEGRITY STATEMENT

3.1 Commemorative Intent: Reasons for the Site’s National Importance

Introduction

The Moose Factory Tourism Association proposes to make Moose Factory a nature and cultural island destination and suggests that Moose Factory Tourism association coordinate a regional effort to adopt an approach aimed at conserving natural, cultural and historical resources while encouraging recreation activities and resource development. The proposed orientation for each theme is as follows:

1. Environment: Conservation of significant ecosystems and natural environment.

2. Recreation: Encourage recreational experiences within a preserved natural environment.

3. Regional Integration: Moose Factory Gateway as a part of the James Bay region.

4. Heritage: Conservation of cultural landscape, archaeological resources and architectural heritage relating to the region including repatriation of artefacts.

5. Management: A coordinated management structure.

6. Symbol and Communication: A Canadian Gateway to history, culture and nature.

This conservation management strategy developed within the context of this Master Plan reflects the intent to foster commitment for a cultural landscape with each of these themes. It represents a proposal currently under discussion and not a formal commitment.

Heritage Values

The organization of this section follows to some extent that of the Commemorative Integrity Statement prepared by Parks Canada for national historic sites. It sets out a hierarchy of values, objectives, and messages that guide management priorities and actions.

Moose Factory Island and specifically the Hudson Bay Fort have been commemorated as a national historic site and shares many of the same kinds of values associated with them. It is recommended that the Moose Factory Tourism Association take a management approach that parallels Parks Canada’s management of national historic sites under its cultural resources management policy; hence the relevance of the Commemorative Integrity Statement and its methodology, and the reason why it is being used as a model for this chapter of the report.

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Formal Heritage Status

The Island of Moose Factory as well as buildings associated with the second Hudson’s Bay Company post were designated in 1957 as being of national historic significance. Additionally, a plaque commemorating Phillip Turnor, the Hudson’s Bay Company surveyor who explored the Athabasca, is designated as a person of national historic significance. The HBC Staff House although owned by the Ontario Heritage Foundation is not designated.

Historic and Geographic Context of Moose Factory Island

Moose Factory Island: Pre-European

The history of Moose Factory Island prior to the arrival of Europeans is not well understood. As indicated by Judd in her 1980 land use study of Moose Factory Island, “It is not presently known whether Indians lived permanently on the shores of James Bay, and specifically on Moose Factory Island, before the arrival of Europeans.” (Judd 1980b: 48). That she would even raise the question of ‘permanent’ settlement suggests a lack understanding or appreciation for the nomadic settlement pattern adopted by hunter/gatherer populations. Consequently the concept of permanent settlement should be replaced with one of seasonal migration through a broad and diverse territory which offered different resources during different seasons of the year.

Given its position of prominence within the Moose River system, it is quite likely that Cree peoples occupied Moose Factory Island on a seasonal basis long before the arrival of Europeans. The fact that Radisson and Governor Charles Bayly visited the Moose River in 1671 to trade with the “People of that place” (Arthur et al 1973: 8) is a clear indication that a seasonal Cree population inhabited the environs of the Moose River. Physical evidence of pre-European occupation of Moose Factory Island is notably absent. To date, there are no known reports of pre-contact Cree artifacts being uncovered on the island.

The post-contact history of Moose Factory Island has been well detailed elsewhere (Judd 1980b; Judd & Ray 1982) so will not be replicated here. However, it is beneficial to provide a historical framework within which to understand the evolution of the Moose Factory fort/post. The following information is condensed from the histories written by Judd (Judd 1980b) and Kenyon (Kenyon 1975).

Moose Factory Island: The First Fort

After Radisson and Governor Charles Bayly’s visit to the Moose River in 1671, the HBC chose Hay’s Island (Moose Factory Island) in the Moose River for the site of its second post in the watershed of Hudson and James bays. Built in 1673, the small post was built about a mile from the western end of the island. Although there has been considerable debate as to its

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location, Judd places the site in the area of Point of Pull (Judd 1980b; Appendix A). The post was occupied from 1673 until 1686 when it was attacked and captured by a French force led by the Chevalier de Troyes.

The only known contemporary description of Moose Fort was provided by the Chevalier de Troyes following his 1686 capture of the fort. According to the Chevalier de Troyes: “it is in the form of a square, thirty paces from the bank of a river, on a little height of land, surrounded by a stockade seventeen or eighteen feet in height and flanked by four bastions, lined within by stout planks, with an earth terrace about a foot thick.” (Judd 1980b: 52).

Control of the fort and access to the fur trade on the bays was hotly contested by both the French and British until the 1713 signing of the Treaty of Utrecht which returned all territorial claims on the bays to the British.

Moose Factory: The Second Fort

The original Moose Fort site appears to have been largely abandoned between 1686 and 1730, when a second post was built about a mile up river (Judd 1980b: 53). Based on various measurements gleaned from the HBC records, Judd places Moose Factory II “near the present Anglican Church, or immediately to the west of the present Hudson’s Bay Company staff house.” (Judd 1980b: 72). However, it is quite clear from the Hudson’s Bay Company records that the fort that was constructed on the remains of the flankered 1730 fort foundations.

As no overall description or plan of the post has survived, its general configuration has also been compiled from daily journal entries (Judd 1980b: 72-73). Based on the fragmentary evidence, it appears that the factory consisted of four flankers (bastions) and four sheds connected by curtain walls. The flankers were two stories high with interior staircases. Brick or stone stoves and brick chimneys were built in at least two of the flankers. Over the first few years of construction, the documents also reference the construction of a brick oven and a ‘powder house’, the excavation of a cellar, along with the erection of a ‘brewing place’, a palisade and a lime kiln. The location of these various structures is not known.

Disaster struck the post on December 26, 1735 when fire swept through the post destroying everything but the smith’s shop and the sloop (Judd 1980b: 76-77). The post was rebuilt apparently on the same location and was not considered to be completely finished until 1762 (Judd 1980b: 84).

With the change in command came an apparent switch in focus from defence to general operation and maintenance of the post (Judd 1980b:85). The momentum of construction and repairs continued through the late 18th and early 19th centuries. By mid-19th century the pace of construction had slowed and buildings often fell into disrepair before being rebuilt or replaced. Judd’s documentation of the period brings forward fascinating details of structural development, labour unrest and changing priorities.

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The earliest surviving plans of the post, dating between 1891 and 1928, depict Moose Factory as an amalgamation of workshops, storehouses and residences, surrounded by gardens, potato fields and hay fields (Judd 1980b: 100). All activities and structures were evidently focussed along the eastern shore between the southern dyke and the Point of Pull. It is this same area that is the focus of the current study.

Commemorative Significance as Management Tool

The Statement of Commemorative Significance – the reasons for designation or commemoration – is a conceptual Framework that serves as a management and planning tool by helping to focus the site’s planning and decision –making issues. It is a method of assessing a site in terms of its core heritage values and the probable impact of management options on these values and the individual heritage resources. Achieving Commemorative Integrity or heritage Integrity The ‘Statement of Significance’ is a new tool developed by Parks Canada for entries to the Canadian Register of Historic Places (CRHP), a component of the new Historic Places Initiative (HPI). It is intended to describe historic places of all kinds: structures, buildings, districts, landscapes, and archaeological sites.

The Statement of Significance has three components:

• Description of Historic Place o This paints a picture of this historic place in one or two sentences, describing very generally what the recognition applies to, the principal resources, and the general nature of the historic place. It includes reference to what may have been designated or formally recognized by an authority.

• Heritage Value o This section describes the core heritage values of the historic place. It may refer to the aesthetic, historic, scientific, educational, cultural, social, or spiritual importance for past, present, or future generations.

• Character-Defining Elements o This section identifies, in point form, the principal features of the historic place, such as the materials, forms, spatial configurations, uses, and cultural associations or meanings that must be protected in order to preserve its heritage value.

In the CRHP database, the first field is restricted to 2,000 characters, and the other two to 4,000 characters each. The total length is therefore no more than three pages. They are intended to be succinct and readable by a general audience.

This draft Statement of Significance is proposed for discussion and revision by the Moose Factory client group and stakeholders.

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Historic Place

We have presented alternative descriptions of the Historic Place for discussion.

Alternative 1

The historic place consists of Moose Factory Island, a low-lying, treed-and-grassy island in the tidewater delta of the Moose River, near its outlet into James Bay, and opposite the town of Moosonee; and it includes nearby Charles Island, Sawpit Island, and the small Flats Island. The historic place comprises all natural and man-made landscape features, buildings, structures, current and traditional uses, and cultural associations.

Alternative 2

The historic place consists of the Moose River delta, including the river and adjacent lands from a point in line with the southern boundary of Moose Factory I.R. 68 to the mouth of the river. This includes, but is not restricted to, Moose Factory Island, the town of Moosonee, the Moose River and its islands, and Moose Factory I.R. 68. Ship Sands Island at the mouth of the Moose River which was used as a safe harbour for the larger ships being offloaded to Moose Factory. There are two ‘ships holes’ still evident on the Island. Charlton Island (transhipment station) for Moose Factory as well as East Main and Rupert House are also important components of the Hudson Bay Story.

There is a logic in selecting either of the alternatives. Alternative 1 is very manageable and has clearly defined limits and will avoid the potential of intruding on the jurisdiction of other agencies or individuals. Alternative 2 is more easily defined as a cultural landscape encompassing most of the components set out in the preamble to this chapter. We are recommending Alternative I – not because we believe it to be the best but because it is the most likely to be accepted by all of the parties participating in this assessment. As such this draft statement of heritage value refers to Alternative No. 1 – the historic place as Moose Factory Island and the adjacent islands. It will require adjustment if another historic place is selected.

Heritage Value

The historic place has heritage value as being: Part of the land of the Omushkegowuk people for millennia; As the site of an important Hudson’s Bay Company trading post for nearly three centuries; For having been a meeting place between Cree and European people; For its associations with the activities of missionaries and explorers;

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As the political, economic, and social focus of the southern James Bay region for two centuries; and For being Canada’s oldest surviving English-speaking community.

The Omushkegowuk (dwellers of the muskeg), a distinctive Cree group, have lived, hunted, and traded in this region for thousands of years, leaving the landscape with intangible and tangible records of their rich cultural heritage. Over the millennia the historic place has witnessed the many social, economic, cultural, and spiritual activities of the Omushkegowuk people, and perhaps their ancestral group(s), and resounds with their traditions, stories, and spirituality.

Traditional Cree burial sites located primarily in the south-western portion of the Island north and south of Front Street. The continuation of the traditional Cree lifestyle as it relates to living off the land.

European values were overlaid and partially integrated with those of First Nations following the establishment of fur-trading posts by the Hudson’s Bay Company, first at the mouth of the Rupert River in 1668, and then on Hayes Island in the Moose River in 1673, and finally on Moose Factory Island in 1730. As an important trading post in the Hudson’s Bay drainage, Moose Factory (originally called Moose Fort) witnessed many events and interactions between First Nations and Europeans, and also among different European groups, many of which contributed directly to the formation of the Canadian nation. Moose Factory was the epicentre of struggles between English and French for dominance in the fur trade, including having been captured, recaptured, and burned on various occasions.

The activity of Christian missionaries in Moose Factory since the middle of the nineteenth century, including Bishop John Horden and others, has impacted in many different ways upon the Cree people, not only in Moose Factory and James Bay, but also to a much wider population because of the propagation of Cree syllabics by missionaries based in Moose Factory. Bishop John Horden’s collaboration with John Peck in developing the Inuit syllabics.

As a result of the policies of the Hudson’s Bay Company and the activities of the Moose Cree, Moose Factory became the primary political, economic, and social focus of the southern James Bay region. For nearly two centuries, Moose Factory has been an important meeting place for both Cree and Europeans, and has provided a variety of social, health, and educational services to the wider region, including developing a hospital that has served, and continues to serve, a broad area. The economic importance of Moose Factory has declined since the arrival of the railway to Moosonee in 1931, and the consequent reduction in importance of water transportation from Hudson and James Bays.

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Moose Factory continues to have significance as a meeting place, being the headquarters of the Mushkegowuk Tribal Council, providing a home to the MoCreebec and the European- Canadians who have migrated here during the past century, and being a destination for visitors who come from all over Canada and around the world.

The Significance of Moose Factory

Parks Canada defines a cultural landscape as ‘any geographic area the has been modified, influenced or given special cultural meaning by people’ ( Parks Canada Operational policies 1994). Cultural Landscapes are classified as designed, organically evolved, and/or associative. For the purpose of commemorative significance, Moose Factory Island is a cultural landscape which, exhibits characteristics predominately of an organically evolved landscape.

Character-Defining Elements

• Moose River and its tributaries. Transportation corridor.

• Road system on Moose Factory Island. Front Street, Pehdabun Road, Horden Street, and Veterans Road.

• Buildings in Centennial Park, including: o Joseph Turner House o William McLeod House o Ham Sackabuckiskum House o Hudson’s Bay Company Blacksmith’s Shop o Hudson’s Bay Company Powder Magazine

• Hudson’s Bay Company Staff House and associated landscape to the east, west and south of the building.

• HBC yard within the area now occupied by the North West Quick Mart.

• Hudson’s Bay Company Cemetery, including its burial markers and the picket fence.

• Cree encampment area south of Front Street extending from Hospital Drive easterly to the Staff House.

• St. Thomas Anglican Church and its Cemetery and artefacts, including its burial markers

• Catholic cemetery located adjacent to GG’s Convenience Store.

• Point of Pull (Fort Garry) where the first Hudson’s Bay Company post is reputed to have been located.

• Remnants of wharf and docking structures located along the south-eastern shore of the Island.

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• Archaeological sites and artefacts associated with the sites identified on the Island.

• Moose Cree First Nation Reserve.

• Cree Culture Interpretive Centre and its collections

• Historic Hospital. Only the second hospital remains on the Island.

• Weneeybayko General Hospital

• Ministick Public School

• Roman Catholic Church

• Pentecostal Church

• Cree Gospel Chapel

• Cree New Life Church

• Historic artifacts in the landscape, including capstan, cast iron cannon, bronze cannons, and fur press.

• Former boat landing facing Sawpit Island

• Remaining cuts in the shoreline where boats were pulled up for repairs and winter storage.

• Undeveloped land in northern portion of the Island, including the nature trails

• Channel between Charles and Sawpit Islands

• Access to Flats Island

• Boat landing in the village

• Tidewater Provincial Park on Charles Island

• Long-time continuous occupation by Moose Cree

3.2 Commemorative Integrity

Moose Factory is significant as a distinctive cultural landscape. It exemplifies and represents the traditional hunting fishing trapping and trading of the Cree Nation that traditionally occupied these lands. The evolved built elements of the landscape and buildings on Moose Factory Island document the coming together of two distinct cultures.

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Given its position of prominence within the Moose River system, it is evident Cree peoples occupied Moose Factory Island on a seasonal basis long before the arrival of Europeans. The fact that Radisson and Governor Charles Bayly visited the Moose River in 1671 to trade with the “People of that place” (Arthur et al 1973: 8) is a clear indication that a seasonal Cree population inhabited the environs of the Moose River.

The Island and the records both oral and written document the Cree occupation and use of the Islands for multiple generations.

The Island symbolizes the nucleus of the role of the Cree played in accommodating the Hudson Bay Company and the fur industry into their traditional life style

Moose Factory Island from 1730, is significant as an important trading post in the Hudson’s Bay drainage. Moose Factory (originally called Moose Fort) witnessed many events and interactions between First Nations and Europeans, and also among different European groups, many of which contributed directly to the formation of the Canadian nation.

Moose Factory was the epicentre of struggles between English and French for dominance in the fur trade, including having been captured, recaptured, and burned on various occasions.

Moose Factory is commemorated for its role as the major location supply centre in trade in North America both pre and post European settlement.

Moose Factory’s strategic location was integral to access all water transportation into the heart of Canada.

As a result of the activities of the Moose Cree, and the policies of the Hudson’s Bay Company, Moose Factory became the primary political, economic, and social focus of the southern James Bay region.

For nearly two centuries, Moose Factory has been an important meeting place for both Cree and Europeans, and has provided a variety of social, health, and educational services to the wider region, including developing a hospital that has served, and continues to serve, a broad area.

The activity of Christian missionaries in Moose Factory since the middle of the nineteenth century, including Bishop John Horden and others, has impacted in many different ways upon the Cree people, not only in Moose Factory and James Bay, but also to a much wider population because of the propagation of Cree syllabics by missionaries based in Moose Factory. Bishop John Horden’s collaboration with John Peck in developing the Inuit syllabics.

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The surviving structures at Moose Factory represent significant examples of early fur trade architecture, missionary and medicinal, and educational services provided by both colonial and Canadian government.

Communication of Reasons for Commemorative Value

The messages of Significance make the public aware of the reasons why Moose Factory Island is recognized as an important cultural resource. It is essential that effective means of communicating these messages are established in order that as many people as possible understand that:

Proposed Interpretive Nodes and Themes

1. Theme: Welcome and Orientation

2. Theme: Health and Medicine

3. Theme: Moving with the Seasons

4. Theme: Education

5. Theme: Spirituality

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6. Theme: Trade History

7. Theme: Cree Culture with Elders

8. Theme: Transportation

9. Theme: The Moose Cree First Nation

10. Theme: The Moose Cree Community

11. Theme: Physical Geography and Geology

12. Theme: Traditional Ecological Knowledge

13. Theme: Eco-Tourism in the Area

14. Theme: The Cree World and MoCreebec

Conservation Strategy

The development of a conservation strategy for the buildings is complicated by ownership issues. The MFTA manages the buildings within Centennial Park which is owned by the Northwest Company. Centennial Park in turn is leased to the Ontario Northland Railway. The Powder Magazine and Blacksmith Shop are owned by the Northwest Company. The Turner, McLeod and Sackabuckiskum Houses (Chattels) are owned by the Ontario Heritage Foundation and set on property owned by the Northwest Company. The Staff House is owned by the Ontario Heritage Foundation as is the property that the building sits on. Saint Thomas Anglican Church is owned by the Anglican Diocese of Moosonee.

It is recommended that the overall conservation strategy for the Powder Magazine and Blacksmith Shop be preservation. The Ontario Heritage Foundation restored the Blacksmith Shop to the 1934 period of significance. Preservation is a program of maintenance and intervention designed to prevent further deterioration of the heritage fabric and to keep a building or resource ‘as is’ – that is to respect the present form, material and integrity. Emphasis is placed on the conservation of existing material.

It is recommended that the overall conservation strategy for the Turner, McLeod and Sackabuckiskum Houses be preservation of the exterior. Preservation is a program of maintenance and intervention designed to prevent further deterioration of the heritage fabric and to keep a building or resource ‘as is’ – that is to respect the present form, material and integrity. Emphasis is placed on the conservation of existing material. Adaptive reuse of the interiors to provide accommodation with interpretation to the periods of significance as detailed in the OHF development proposal: Turner House 1864: Sackabuckiskum House 1926 and the McLeod House (1880’s) 1981.

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It is recommended that he overall conservation strategy for the Saint Thomas Anglican Church be preservation. Preservation is a program of maintenance and intervention designed to prevent further deterioration of the heritage fabric and to keep a building or resource ‘as is’ – that is to respect the present form, material and integrity. Emphasis is placed on the conservation of existing material. A full basement is proposed for the structure however, this will have little impact on the external appearance of the structure.

It is recommended that he overall conservation strategy for the Staff House be preservation. Preservation is a program of maintenance and intervention designed to prevent further deterioration of the heritage fabric and to keep a building or resource ‘as is’ – that is to respect the present form, material and integrity. Emphasis is placed on the conservation of existing material. The building will be fitted up for accommodation, a Museum and Tea Room all of which have historically been located in the building.

Development proposals include the construction of a Boat Works; a reproduction of the original building circa 1926. Hudson’s Bay Company records are adequate for the design development phase. Additionally a small Bake Oven modeled on historical precedents will be constructed and located adjacent to the Staff House.

Conservation practise differentiates between levels of intervention that can be applied to heritage resources. The most pertinent Levels of Intervention for a project of this nature are:

Preservation is a program of maintenance and intervention designed to prevent further deterioration of the heritage fabric and to keep a building or resource “as is” - that is, to respect the present form, material, and integrity. Emphasis is placed on the conservation of existing material. The process should include an ongoing maintenance program.

Restoration is the process of returning a property to the appearance of an earlier time by removing later material and by replacing missing elements and details. There are two variations to this approach, the first one more moderate and the second more extreme. Both have in common the criterion of authenticity – that is, respect for the value of the fabric as a document of the past. The process should include an ongoing maintenance program. Composite Restoration is a form of restoration in which all significant architectural or other features from all historical periods are left intact. The process becomes one of revealing the continuity of the history of the resource. Newer material that is judged to be of little or no value may be removed if this will expose intact historical features of greater value. Missing elements may be replaced, but only when this does not obscure the historic fabric. This approach requires concerted effort at research and documentation. Period Restoration is the process of returning a setting to its appearance at an earlier time. This is an exacting form of restoration that, in most cases, is undertaken only when a compelling case for it can be made on the basis of exceptional architectural or historical importance of the state to which the setting is to be restored, or when removal of later additions will reveal the unity of the original work.

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Rehabilitation is the process of returning a property to a useable state through repair or alteration. Rehabilitation makes possible an efficient contemporary use while preserving those portions and features that are significant to the property’s historic, architectural, and cultural values. Rehabilitation can be further defined as either continued-use or adaptive re-use, depending on the reasons for and the nature of the intervention. The process should include an ongoing maintenance program. Continued-Use Rehabilitation is the process of improving a building, which continues to be used for its original purpose. Changes can range from minimal to extensive, depending on the condition of the building, the needs of the owners and users, and the economics of the project. Changes can include upgrading to meet building and life-safety codes, installation of new electrical and mechanical systems, and upgrading to improve access for the handicapped and for energy-conservation measures. Adaptive Re-use Rehabilitation is the process of converting a building to a new use when it has outlived its previous function. In addition to the interventions described for Continued- Use Rehabilitation, some modifications to the building may also be required to accommodate the new programmatic, spatial and circulation needs.

Reconstruction is the process of reproducing previously existing historic features that no longer exist. The new construction exhibits the shape, material and detailing (and often construction methods) of the resource as it once appeared. Authenticity is dependent upon the amount of historical and pictorial evidence available for the original resource. There should be a minimum of conjecture, and great care should be taken to avoid confusion with an authentic historic element.

Renovation is an intervention that makes extensive changes and/or alterations to an existing building internally and externally, in order to renew the structure. These changes are often made in response to the need for more space, or for the need to repair, make general improvements, or address new uses. Renovations may be made in harmony with the existing building, although conservation of heritage fabric is not the first priority of the intervention. The process should include an ongoing maintenance program.

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Chapter 4:

A VISION FOR

MOOSE FACTORY

DEVELOPMENT

CONCEPT

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4. A VISION FOR MOOSE FACTORY DEVELOPMENT CONCEPT

4.1 Development Proposal

The proposed development options for each area will be described briefly below, followed by the conceptual site plan for this interpretive node – the Trading Post Node.

Centennial Park Interpretive Node: Detailed Design

The Centennial Park Node was identified by the client and project steering committee as an area of high priority and so Centennial Park Node was inventoried, analyzed, and assessed in sufficient detail to allow for detailed design of the area. This node which includes the Village Core, encompassing an area from the HBC Cemetery on the east, to the HBC Staff House on the west, from the shoreline on the south, to the entrance to Centennial Park on Museum St and Centre Road on the north.

Prior to design a detailed analysis of existing conditions and an inventory and assessment of landscape and architectural features was undertaken. The archaeological review is documented in Volume 2. The architectural inventory and assessment is detailed in a separate chapter. This section deals specifically with landscape features and their assessment. The nodes character defining features were identified as were contemporary functional issues, both of which influenced design solutions. The results of the landscape analysis and resource assessment were compiled for presentation to the client at the March 2004 workshop and are presented below.

The Centennial Park Node is perhaps the most complex of the interpretive nodes, given its historical resources and central function in the community. The overall theme of trade defines this node. This node consists of 11 distinct functional areas, they are:

1. Landscape 2. Village Core 3. Playground 4. Interpretive Community Centre 5. HBC Cemetery 6. Shipwright / Boat Building 7. Residential Buildings Homeguard 8. Powder Magazine 9. Forge / Blacksmith 10. Hudson’s Bay Company Staff House 11. St. Thomas Anglican Church

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1. Landscape

• Landscape Use & Capital Works: ○ structural outline (stones, log corners) of HBC buildings (or palisade) at a given era ○ boardwalk – link site assets and direct visitor experience from structure to structure - develop natural history themes – Cree usage to European botanists - discussion of eras of Moose Factory – Cree camps to HBC buildings ○ wharf and formal gateway at waterfront – boat landing and front-of-house • Landscape and façade treatment to clean up the quick stop building • Bake oven – move residence across road • Close the road to vehicles and create an entrance gate into Centennial Park • Use fencing and palisade to help direct visitors and to establish more secure environment • Boardwalk – link buildings interconnect the various pods • Landscape gathering plants • Use trees and shrubs to help define the area also to reinforce interpretive themes ○ Caragana ○ Dogwood • Bell Tower; Look-out; Flagpoles

2. Village Core

Use & Capital Works

• To strengthen and define the area around the Quick Stop as a village centre; • Improve circulation; define and articulate through paving vehicular and pedestrian areas; • Façade and building improvements; • Improve linkages to neighbouring areas; and provide visual screening where required.

“Quick Stop” Building Use and Restoration

• NWC land / building • Large Northwest Company Store (Quick Stop) as the site centerpiece; accessed from the River ○ obvious ties to site, voluminous space and centralizing the presentation ○ main floor as a dedicated open-concept program space – small theatre ○ basement for storage and curatorial space, washrooms • Interim Programming / Community Space • Office Space • Must house current exhibits from Museum

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• Theatre / Seating • Art Gallery • Askigan – Shape of Winter House – suggested shape for either new building or could use some design details from that concept for renovations to current building (it apparently soon needs a new roof, so it was suggested that if that were going to be done, then that would be a good time to add a second storey to current building to gain public and office space).

Theme Development and Programming

• Oral Histories • Story of Housing • Current collections from museum setup here • Art Shows • Community Events • Film and theatre space

3. Playground

• Develop 2 distinct playgrounds for older and younger children in vacant land across from Centennial Park.

4. Interpretive / Community Centre

• Repair, restoration, and rehabilitation of historic buildings and landscape architectural features; • Re-establish historical community area for interpretation / community gathering; define and articulate area; • Adaptive reuse of HBC Staff House; • Construct historic community bake oven; • Re-establish historic formal garden for interpretation; • Construct historic wood pier for look-out and as interpretive node.

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5. HBC Cemetery

Site Use and Restoration

• Locate missing stones • Research to define property lines; archaeology to define original limits • Restore / Repair / Rehabilitate existing stones • Fence / Gate • Cemetery Plantings (possible replanting)

Theme Development and Programming

• Interpretive Plaque • Who’s buried there and their stories • Visitors can watch Cemetery Restoration – interpretive / education opportunity • Ghost Stories (Staff House); Spirit Walk – gather local stories

6. Shipwright / Boat Building

Building Use – New Building

• New Building located on Right of Way • Design based on original floor plans • Used for Craft Display / Demonstration, Music – fiddling, dance, song • Boat Repair – Canvas stretched over frame & nailed • Used by local woodworking

7. Residential Buildings Homeguard

Building Use and Restoration

• B & B Basic Operation (tourist season only) • Furnished in simple, primitive style • Minimal restoration needed • No cooking facilities – breakfast at Staff House • Operations Overview required • Electric Heating for cooler nights in summer • Décor Style – use local product (i.e. handmade quilts on beds)

Theme Development and Programming

• Exterior signage for interpretation and labelling of houses as private use by vacationers who rent the space • Interpretation supplied by OFC using Denis’ plan and to be produced in style that fits with final design specifications

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8. Powder Magazine

Building Use and Restoration

• Restoration – vault • Palisade Fence – partial • Home Guard • Original Footprint of Fort, distance from other buildings (warehouse, storage, lumbering)

Theme Development and Programming

• Powder for gun barrels – schematic • Cannons – land, ship, Sea Battle

9. Forge / Blacksmith

Building Use and Restoration

• Restoration demonstration / interpretation – 1 season process ○ Animation – Moore family was B.S. during HB period ○ Trade – Education (Contact Algonquin College to arrange work force)

Theme Development and Programming

• Demonstration to public and Product Development • Tell where stone came from ○ Square nail ○ Architectural hardware (Hinges) ○ Fire place tools

10. Hudson’s Bay Company Staff House

Building Use and Restoration

• B & B upstairs (8 rooms; 3-4 washrooms) • Café; Exhibit focusing on trade with a retail store as part of the interpretation; Public Washroom downstairs

Theme Development and Programming

• HBC History • Pre-Contact Barter • Trade & Commerce / Barter / Trade Value ○ Gun Changes ○ Innocence / Sacred • Traditional Skills (i.e. – moccasin making, craft goods, pelts, bead work) • Local Produce (i.e. jams and jellies)

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11. St. Thomas Anglican Church

Building Use and Restoration

• Repair foundation for whole building • Vestry – full foundation / Add mechanical system • Interior Finishes • Lighting (Traditional)

Theme Development and Programming

• Interpretation (interior & exterior; speakers – press button to turn on / motion detection) • Choir / Speakers / Taped Music • Artifacts • Hymn Book • Graveyard / Memorial – Local Stories • Link this with site with Cree Burial Grounds (spirituality) • Other Churches – Burial Sites / Religions located on map / local genealogy • Graveyard – locate unmarked graves prior to expansion

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- Development Options

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4.2 Capital Costs Summary & Breakdown

The capital costs set out here reflect current estimates based on working in Northern Ontario. Section 4.3 provides a summary of the estimated capital costs for each component of the plan as developed in the Architectural and Interpretive Strategy document. Detailed cost breakdowns are provided for the landscape components including hard and soft landscape as well as interpretive elements. Detailed costs are also provided for the Powder Magazine, Blacksmith Shop, HBC Cemetery, Bake Oven, HBC Staff House, McLeod House, Sackabuckiskum House, Turner House, St. Thomas Anglican Church, Boatworks/Meeting House, Centennial Museum as well as the washroom facility in Centennial Park.

Given the difficulties in obtaining funding primarily due to a lack of a commitment on the part of potential funding partners it is difficult to develop a funding and budget scenario for the proposed work that will be relevant. It is more effectual to prioritize the work based on the current state of each building and the need to develop a core attraction that will continue to service the community and the tourists.

The development of Centennial Park is the first priority, including landscape and buildings as set out in the strategy document. This would include the restoration of the Powder Magazine and the Blacksmith Shop as well as the development of the landscape components within the park. The capital costs for the development has been broken down into phases to facilitate future planning.

Phase 1 includes the restoration of the Powder Magazine, Blacksmith Shop and the HBC Cemetery as well as upgrades of the washroom facility in Centennial Park. Additionally, a cost for moving the current exhibits and artefacts from the Centennial Museum (condemned due to its poor condition) to the Staff House has been included.

Phase 2 include the construction of a Bake Oven, the redevelopment of the HBC Staff House, the McLeod, Sackabuckiskum and Turner Houses into Bed and Breakfast operations as well as a cost for stage II archaeological work around the St. Thomas Anglican Church. Phase 2 also includes the landscape development in and around Centennial Park.

Phase 3 includes the construction of a new Boatworks/Meeting House as well as the development of the balance of the landscape components. Some of the landscape components could be reallocated to Phase 4 given the $700,000 cost.

Phase 4 includes the restoration of the Saint Thomas Anglican Church.

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Summary & Breakdown

SOFT COSTS ARCHITECTURAL CAPITAL DESIGN CONST. DESIGN CONST. DESIGN CONST. DESIGN CONST. COMPONENTS DESIGN GST GROSS COST COSTS MANAG. 2005 2005 2006 2006 2007 2007 2008 2008 TRAVEL Phase 1: POWDER MAGAZINE $371,085 $250,100 $49,515 $22,094 $16,016 $337,725 BLACKSMITH SHOP $165,325 $118,729 $27,811 $10,009 $8,776 $165,325 HBC CEMETERY $35,352 $15,698 $18,413 $1,242 $35,352 WASHROOM $16,000 $16,000 $0 $1,120 $16,000 Phase 2: BAKE OVEN $57,837 $38,410 $13,350 $3,238 $2,839 $54,998 HBC STAFF HOUSE $300,070 $217,175 $63,264 $19,631 $20,000 $16,052 $264,018 MCLEOD HOUSE $48,915 $34,282 $8,453 $3,200 $2,981 $45,934 SACKABUCKISKUM HOUSE $44,023 $31,694 $7,890 $2,096 $2,343 $41,680 TURNER HOUSE $46,172 $32,643 $8,096 $3,021 $2,413 $43,760 CENTENNIAL MUSEUM $8,346 $6,900 $900 $546 $8,346 PHASE 2 LANDSCAPE $191,516 $123,707 $51,136 $7,530 $9,144 $182,372 PHASE 2 INTERPRETATION $33,449 $28,077 $3,662 $1,709 $33,449 Phase 3: BOATWORKS/MEETING HOUSE $597,274 $426,468 $100,211 $39,074 $31,522 $565,753 PHASE 3 LANDSCAPE $728,478 $567,869 $126,043 $34,566 $41,973 $686,505 PHASE 3 INTERPRETATION $34,880 $29,279 $3,819 $1,782 $34,880 Phase 4: ST THOMAS ANGLICAN CHURCH $1,099,737 $780,445 $189,662 $71,945 $20,000 $57,685 $1,022,052

TOTAL $3,778,459 $2,717,476 $672,225 $222,803 $33,936 $574,402 $26,628 $694,557 $73,495 $1,287,138 $57,685 $1,022,052

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Phase 1: Capital Costs Breakdown

Powder Magazine Projected Budget

Gross Square Footage: First Floor 416 Total Square Footage 416

SCENARIO 1: DISMANTLE AND REBUILD SOUTH AND NORTH WALLS AND UNDERPIN THE GABLE ENDS (EAST AND WEST WALLS)

No. Lineal Cubic Building Gross Work Description Sq.Ft Cost/Unit Items Ft. Ft. Cost Cost

Construction Documentation Photographic & Sketch Plans 1,500.00 Subtotal 1,500.00 Dismantle & Rebuild South & North Walls Structural shoring gable walls and roof 5,000.00 Dismantle and rebuild south wall (Concrete Backup Wall Masonry Veneer) 40,000.00 Dismantle and rebuild south wall (Concrete Backup Wall Masonry Veneer) 40,000.00 Subtotal 85,000.00

Underpinning Footings & Foundation Sequential Excavation and Backfilling by Hand 3025 2.00 6,050.00 Cast in Place Concrete Work 168 150.00 25,200.00 Concrete Damp proofing 82 10.50 861.00 Site Fencing 500.00 Floor Board Removal & Reinstallation 416 5.00 2,078.13 Site Grading 2% Slope 1,000.00 Subtotal 35,689.13 Exterior & Interior Masonry Walls Point 100% Ext. Elev. Parge 100% Interior North 320 15.00 4,800.00 Point 100% Ext. Elev. Parge 100% Interior South 320 15.00 4,800.00 Point 100% Ext. Elev. Parge 100% Interior East 320 15.00 4,800.00

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Point 100% Ext. Elev. Parge 100% Interior West 320 15.00 4,800.00

Subtotal 19,200.00 Roof Structure & Membranes Modifications Roof Deck Extension 40 10.00 400.00 Modifications Flashing Verge 40 15.00 600.00 Copper Roof Repairs 640 2.50 1,600.00

Subtotal 2,600.00 Windows New Screens 2 Vents 2 200.00 400.00

Subtotal 400.00 Doors Repairs/Maintenance 1 1,000.00 1,000.00 Subtotal 1,000.00 Interior Finishes New Crawl Space Access Hatch 250.00

Subtotal 250.00 Painting Interior White Wash 1000 2.00 2,000.00

Subtotal 2,000.00 Electrical Misc. Lights, Switches, Receptacles 1,000.00 Subtotal 1,000.00

Exhibit Design / Fabrication / Install Based on $50.00 / sq.ft. 416 50.00 20,800.00 Building Signage Construction 500.00 Subtotal 21,300.00

Construction Cost 228,800.00 250,100.00 Project Management 10% 22,880.00 25,010.00 Design Drawings 7.0% 16,016.00 16,016.00 Disbursements 5% 11,440.00 12,505.00 Stage 2 Arch. Mitigation Centennial Park 12,000.00 12,000.00 Project Manager (4 visits, 4 days) 21,360.00 21,360.00 Eng. Insp. (2 - 1 day visits, 4 days) 12,000.00 12,000.00 19,539.52 22,094.17 GST 7%

Total Cost 344,035.52 371,085.17

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Blacksmith Shop Projected Budget

Gross Square Footage: First Floor 596.25 Total Square Footage 596.25

No. Lineal Cubic Building Gross Work Description Items Sq.Ft Ft. Ft. Cost/Unit Cost Cost

Construction Documentation Photographic & Sketch Plans 1,000.00 Sub-total 1,000.00 Underpin Masonry Forge Excavation & Backfill by Hand 675 4.00 2,700.00 Cast In Place Concrete Work 104 150.00 15,600.00 Site Fencing 500.00 Site Grading 2% Slope 500.00 Concrete Slab for Limestone Pavers 140 6.00 840.00 Granular A 1,000.00 Sub-total 21,140.00 Footings & Foundation Excavation for foundation posts 6752.00 1,350.00 3/4" Crushed Rock Fill 675 2.00 1,350.00 8"x8 P.T. Lumber Sill Plates & Posts 146 10.00 1,460.00 2"x10"P.T. Lumber Plates 96 5.00 480.00 Floor Beam Repair/Replacement 2,500.00 Floor Board Removal & Installation 2,500.00 Floor Board Trimming Masonry Forge 500.00 Jack Building 24" +- 5,000.00 Vapour Barrier on Grade Crawl Space 500.00 Sub-total 15,640.00 Exterior Walls Skirt Board Removal/Repair/Installation 96 1,500.00 Repairs to feather board siding 1,000.00 Disengage Collar Ties from Masonry Forge 500.00 Repairs to Corner Boards, Trim, Fascia 1,500.00 Sub-total 4,500.00

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Roof Structure & Membranes New Asphalt Shingle Roof North Half 360 7.50 2,700.00 Ice & Water Shield Roof Underlay 720 1.00 720.00 Deck board replacement/repair 720 1.00 720.00 Base & Counter Flashing Galv. Metal 1,000.00 Sub-total 5,140.00 Masonry Forge Dismantle & Rebuild Brick Chimney above Roof 5,000.00 Repairs to Masonry Forge Pointing, Stone Replacement 5,000.00 Bellow Repairs 1,500.00 Chimney Cap 1,000.00 Sub-total 12,500.00 Windows Repairs/Maintenance 4 250.00 1,000.00 Shutters 6 250.00 1,500.00 New Attic Window Sash 1 350.00 350.00 Sub-total 2,850.00 Doors Repairs/Maintenance D101 1 1,000.00 1,000.00 Hardware 2 250.00 500.00 Ext. Security Door Board & Batten 1 500.00 500.00 Replicate D101 Install East Door 1 1,500.00 1,500.00 Oak Door Sills 2 500.00 1,000.00 Sub-total 4,500.00 Interior Finishes Floor Board Repairs 50 10.00 500.00 Masonry island pointing 300.00 Sub-total 800.00 Painting Exterior 874 2.00 1,748.00 Interior 500 1.25 625.00 Sub-total 2,373.00 Accessibility Access Ramp 1,500.00 Sub-total 1,500.00 Electrical Misc. Switches/Lights/Outlets 1,000.00 Sub-total 1,000.00

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Exhibit Design/Fabrication/Install Based on $50.00/sq.ft. 596 50.00 29,800.00 Building Sign Construction 500.00 Sub-total 30,300.00

Construction Cost 71,943.00 103,243.00 Contingency 15% 10,791.45 15,486.45 Project Management 10% 7,194.30 10,324.30 Design Drawings 8.5% 6,115.16 8,775.66 Disbursements 5% 3,597.15 5,162.15 Contractor Accom./Meals/Travel 10% 7,194.30 10,324.30 Stage 2 Archaeological Mitigation 2,000.00 2,000.00 GST 7% 6,974.87 10,009.41

Total Cost 115,810.23 165,325.26

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Phase 2: Capital Costs Breakdown

Hudson’s Bay Company Staff House Projected Budget

Gross Square Footage: First Floor 2036 Deck 2036

No. Lineal Cubic Building Gross Work Description Sq.Ft Cost/Unit Items Ft. Ft. Cost Cost

Interior Finishes New 5/8" FR Drywall Wall Museum 650 6.00 3,900.00 New 5/8" FR Drywall Wall Tea Room 650 6.00 3,900.00 New 5/8" Fire Rated Drywall Ceiling 2036 6.00 12,216.00 New 5/8" Drywall Kitchen Walls 495 6.00 2,970.00 Drywall Bathroom Walls 480 6.00 2,880.00 Hardwood Floor Refinishing 4072 3.50 14,252.00 New Ply Sub-floor & Vinyl Finish Kitchen 152 10.00 1,520.00 New Ply Sub-floor & Vinyl Finish Washrooms 140 10.00 1,400.00

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New Drywall Finishes 2nd Fl. Washrooms 560 6.00 3,360.00 New Drywall Finishes 2nd Fl. Exit Encl. 840 10.00 8,400.00 Subtotal 54,798.00 Painting Interior 8675 2.00 17,350.00 Subtotal 17,350.00

Doors Two 20 minute Door Assemblies 2nd fl 2 1,500.00 3,000.00 Intumescent Paint & Closer D102, D103 2 500.00 1,000.00 New Replicated Entrance Door D101 1 3,000.00 3,000.00 Hardware, Closers 2 500.00 1,000.00 New Locksets 2nd Floor 12 350.00 4,200.00 New Keyed Locksets Ground Floor 5 500.00 2,500.00 Subtotal 14,700.00 Windows First Floor Window Security 12 250.00 3,000.00 Subtotal 3,000.00 Mechanical Modifications to Exist. Hydronic Heat System 3,000.00 New Washrooms Second Floor Level 2 3,000.00 6,000.00 New Accessible Washrooms 1st Fl 2 3,000.00 6,000.00 Chimney Liners 2 Flues 2 2,000.00 4,000.00 Subtotal 19,000.00 Electrical Miscellaneous Switches/Lights 10,000.00 Combined Security Fire Alarm System 20,000.00 Subtotal 30,000.00 Fit-Up Kitchen Equipment 10,000.00 Furniture Tables, Chairs etc. 5,000.00 Laundry Equipment 2,500.00 Bedroom Fitup 8 2,500.00 20,000.00 Subtotal 37,500.00 Interpretation Fur Trade Sales/Exhibit 50,000.00 Subtotal 50,000.00

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Construction Cost 138,848.00 188,848.00 Contingency 15% 20,827.20 28,327.20 Design 8.5% 11,802.08 16,052.08 Project Management 10% 13,884.80 18,884.80 Contractor Accom./Meals/Travel 10% 13,884.80 18,884.80 Disbursements 5% 6,942.40 9,442.40 GST 7% 14,433.25 19,630.75

Total Cost 220,622.53 300,070.03

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McLeod House Projected Budget

Gross Square Footage: First Floor 350 Second Floor 350

No. Lineal Cubic Building Gross Work Description Sq.Ft Cost/Unit Items Ft. Ft. Cost Cost

Roof Structure & Membrane Replacement Shingles (Metal Standing Seam) 350 2.00 700.00 Paint Roof 350 2.00 700.00 Subtotal 1,400.00 Veranda/Deck Sono-tube deck Footings 3 250.00 750.00

2" x 6" Deck/Verandah 100 8.00 800.00

Veranda Roof, Columns Sheathing 100 12.00 1,200.00 Subtotal 2,750.00 Stair Stair to 2nd Floor 2,500.00 Subtotal 2,500.00 Interior Partitions Second Floor Partition T&G Board Finish 128 7.50 960.00 Second Floor Ceiling & Side Walls 320 7.50 2,400.00 Subtotal 3,360.00

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Windows & Doors New Board & Batten Storm Door 1 500.00 500.00 Board & Batten Shutters 6 250.00 1,500.00 Board & Batten Door 2nd fl. 1 500.00 500.00 Door & Window Hardware 4 250.00 1,000.00 Subtotal 3,500.00 Interior Finishes New 3/4" Ply Sub-Floor, Vinyl Finish 360 10.00 3,600.00 Subtotal 3,600.00 Painting Interior 960 1.25 1,200.00 Subtotal 1,200.00 Furniture Table & 3 chairs 1 Sofa/Sitting Bed 2 End Tables 4 Night Tables 1 Queen Bed 1 Double Bed 1 Single Bed 3 Arm Chairs 12 Pictures & Frames 7,500.00 Subtotal 7,500.00 Electrical Switches/Lights/Electric Baseboard 1,000.00 Subtotal 1,000.00 Exhibit Design Fabrication & Installation 3,000.00 Subtotal 3,000.00

Construction Cost 19,310.00 29,810.00 Contingency 15% 2,896.50 4,471.50 Design 8.5% 1,931.00 2,981.00 Project Management 10% 1,931.00 2,981.00 Contractor Accom./Meals/Travel 10% 1,931.00 2,981.00 Stage 2 Archaeological Mitigation 1,000.00 1,000.00 Disbursements 5% 965.50 1,490.50 GST 7% 2,097.55 3,200.05

Total Cost 32,062.55 48,915.05

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Sackabuckiskum House Projected Budget

Gross Square Footage: First Floor 330 Second Floor 330

No. Lineal Cubic Building Gross Work Description Sq.Ft Cost/Unit Items Ft. Ft. Cost Cost

Verandah/Deck Sono-tube deck Footings 3 250.00 750.00 2" x 6" Deck/Veranda 100 8.00 800.00 Veranda Roof, Columns Sheathing 100 12.00 1,200.00 Subtotal 2,750.00 Roof Structure & Membrane New Red Asphalt Roll Roofing, Ice & Water Shield 330 10.00 3,300.00 Subtotal 3,300.00 Interior Partitions Second Floor Partition T&G Board Finish 128 7.50 960.00 Subtotal 960.00 Windows & Doors New Board & Batten Storm Door 2 500.00 1,000.00 Board & Batten Shutters 6 250.00 1,500.00 New Board & Batten Door 2nd fl 1 500.00 500.00 Door & Window Hardware 5 250.00 1,250.00

Interior Finishes New 3/4" Ply Sub-Floor, Vinyl Finish 360 10.00 3,600.00 Subtotal 3,600.00 Painting Interior 960 1.25 1,200.00 Subtotal 1,200.00 Furniture Table & 3 chairs 1 Sofa/Sitting Bed 2 End Tables 4 Night Tables 1 Queen Bed 1 Double Bed 1 Single Bed 3 Arm Chairs 12 Pictures & Frames 7,500.00 Subtotal 7,500.00

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Electrical Miscellaneous Switches/Lights 1,000.00 Subtotal 1,000.00 Exhibit Design Fabrication & Installation 3,000.00 Subtotal 3,000.00

Construction Cost 16,060.00 27,560.00 Contingency 15% 2,409.00 4,134.00 Design 8.5% 1,365.10 2,342.60 Project Mangement 10% 1,606.00 2,756.00 Contractor Accom./Meals/Travel 10% 1,606.002,756.00 Stage 2 Archaeological Mitigation 1,000.001,000.00 Disbursements 5% 803.00 1,378.00 GST 7% 1,739.44 2,096.33

Total Cost 26,588.54 44,022.93

***

Turner House Projected Budget

Gross Square Footage: First Floor 360 Second Floor 360

No. Lineal Cubic Building Gross Work Description Sq.Ft Cost/Unit Items Ft. Ft. Cost Cost

Roof Structure & Membrane New Horizontal Weatherboard Membrane 450 10.00 4,500.00 Ice & Water Underlay 450 2.50 1,125.00 Subtotal 5,625.00 Veranda/Deck Sono-tube deck Footings 3 250.00 750.00 2" x 6" Deck/Veranda 100 8.00 800.00 Roof Structure, Columns, Sheathing 100 12.00 1,200.00 Subtotal 2,750.00

Interior Partitions Second Floor Partition T&G Board Finish 128 7.50 960.00 Subtotal 960.00

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Windows & Doors New Board & Batten Storm Door 1 500.00 500.00 Board & Batten Shutters 4 250.00 1,000.00 Board & Batten Door 2nd Floor 1 500.00 500.00 Door & Window Hardware 3 250.00 750.00 Subtotal 2,750.00 Interior Finishes New 3/4" Ply Sub-Floor, Vinyl Finish 360 10.00 3,600.00 Subtotal 3,600.00 Painting Interior 960 1.25 1,200.00 Subtotal 1,200.00 Furniture Table & 3 chairs 1 Sofa/Sitting Bed 2 End Tables 4 Night Tables 1 Queen Bed 1 Double Bed 1 Single Bed 3 Arm Chairs 12 Pictures & Frames 7,500.00 Subtotal 7,500.00 Electrical Switches/Lights/Electric Baseboard 1,000.00 Subtotal 1,000.00 Exhibit Design Fabrication & Installation 3,000.00 Subtotal 3,000.00

Construction Cost 17,885.00 28,385.00 Contingency 15% 2,682.75 4,257.75 Design 8.5% 1,520.23 2,412.73 Project Management 10% 1,788.50 2,838.50 Contractor Accom./Meals/Travel 10% 1,788.50 2,838.50 Stage 2 Archaeological Mitigation 1,000.00 1,000.00 Disbursements 5% 894.25 1,419.25 GST 7% 1,929.15 3,020.62

Total Cost 29,488.37 46,172.35

***

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Centennial Museum Projected Budget

Gross Square Footage: First Floor Deck

No. Lineal Cubic Work Description Items Sq.Ft Ft. Ft. Cost/Unit Total Cost

Demolition Building 5,000.00 Site Grading 2% Slope 1,000.00 Sub-total 6,000.00

Demolition Cost 6,000.006,000.00 Contingency 15% 900.00 Project Management 10% 600.00 Disbursements 5% 300.00 GST 7% 546.00

Total Cost 8,346.00

***

Phase 2 - Landscape Architectural Cost

Centennial Park 1. Capital Construction Cost for the following items: (a) Excavation and Rough Grading (for boardwalk and pathway only) $2,500.00 (Part A, Item 2) (b) Boardwalk (using cedar pricing) (Part A, Item 8 $7,500.00 or $28,500.00 $28,500.00* if cedar boardwalk) (c) Pathways to Buildings (Part A, Item 9 $750.00 or $4275.00 if cedar $4,275.00* boardwalk used) (d) Perimeter Fencing (Part A, Item 12) $19,250.00 (e) Site and Perimeter Planting (Part A, part of Item 25) $45,821.00 (f) Historic Gardens and Exterior Interp. Artifacts (miscalculation - only showed $15,000.00 cost for hist. artifact for one house not 3) (Part A, Item 22, 23)

Interpretive Nodes 2. Capital Construction Cost for one Interpretive Node at Summer Encampment Location $25,000.00

Subtotal Landscape Costs $107,571.00 3. Design (8.5%) (assuming boardwalk designed and built by others) $9,143.54 3. Project Management (10%) $10,757.10 4. Disbursements (5%) $5,378.55

Total Phase 2 Landscape Costs $240,421.19

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Phase 2 - Interpretation Cost

Wayfinding Site Signage 1. Design, Production, Fabrication and Installation for all 2 signs $2,550.00

Interpretive Panels for one Node (1 large panel and 4 small panels) 2. Design, Production, Fabrication and Installation of interpretive panels $6,365.00

Promotion: Brochures 3. Design, Production, Publication of Promotional Brochures $15,500.00

Subtotal Interpretation Costs $24,415.00 3. Project Management (10%) $2,441.50 4. Disbursements (5%) $1,220.75

Total Phase 2 Interpretation Costs $28,077.25

***

Phase 3: Capital Costs Breakdown

The Boatworks Projected Budget

Gross Square Footage: First Floor 2132 Deck 885

No. Lineal Cubic Building Gross Work Description Sq.Ft Cost/Unit Items Ft. Ft. Cost Cost

Footing & Foundation Thickened Edge Slab Foundation 2132 10.00 21,320.00 Excavation & Backfill 4264 1.00 4,264.00 Foundation Drain 216 9.00 1,944.00 Rigid Board Slab Insulation 2132 5.00 10,660.00 Granular Backfill 2132 1.00 2,132.00 Subtotal 40,320.00 Exterior Walls 2" x 6" @16" OC 2160 12.50 27,000.00 Feather Board Siding 2160 5.00 10,800.00 Fibreglass Batt & Glass Clad Ext. Insul. 2160 5.00 10,800.00 Subtotal 48,600.00

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Roof Structure 2" x 12" @ 16" OC, 5/8" Plywood 2665 7.00 18,655.00 Interior Ceiling Structure & Drywall 2132 6.00 12,792.00 Pre-finished Metal Roof Ice & Water Shield 2665 7.00 18,655.00 Bell Tower Frame & Bell 5,000.00 Subtotal 55,102.00 Deck Structure Wood Deck & Footings 885 8.00 7,080.00 Veranda Roof, Columns Roof 885 12.00 10,620.00 Subtotal 17,700.00 Doors Interior Lobby Doors (2) Custom 2 5,000.00 10,000.00 Steel Door & Frame 1 2,000.00 2,000.00 Steel Doors & Frame Washrooms 2 2,000.00 4,000.00 Utility Doors 2 750.00 1,500.00 New Keyed Locksets Ground Floor 3 250.00 750.00 Hardware, Closers, Panic Bars 3 350.00 1,050.00 Subtotal 19,300.00 Windows New Double Glazed/Hung Prefinished Metal 14 1,500.00 21,000.00 Subtotal 21,000.00

Interior Finishes Interior Partitions 1000 7.50 7,500.00 Hard Wood Plank Floor 2132 10.00 21,320.00 Subtotal 28,820.00 Mechanical New Boiler Hydronic Heat 1 20,000.00 Washrooms Fixtures 2 2,500.00 5,000.00 Plumbing Supply, Distribution, Water Heater 10,000.00 Subtotal 35,000.00 Electrical Service Entrance 5,000.00 Main & Distribution Panels 2,500.00 Lights, Receptacles, Switches 10,000.00 Combined Security Fire Alarm System 7,500.00 Subtotal 25,000.00 Exhibit Design Fabrication and installation 50,000.00 Subtotal 50,000.00

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Site Services Connection to Municipal Water & Sewer 30,000.00 Subtotal 30,000.00

Construction Cost 320,842.00 370,842.00 Contingency 15% 48,126.30 55,626.30 Design 8.5% 27,271.57 31,521.57 Project Management 10% 32,084.20 37,084.20 Contractor Accom./Meals/Travel 10% 32,084.20 37,084.20 Stage 2 Archaeological Mitigation 7,500.00 7,500.00 Disbursements 5% 16,042.10 18,542.10 GST 7% 33,876.53 39,074.03

Total Cost 517,826.90 597,274.40

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Phase 3 - Landscape Architectural Costs

Centennial Park 1. Capital Cost for the following items: (a) Excavation and Rough Grading (Part A Item 1) $3,750.00 (b) Park Entrance Roadway (Part A, Item 4, 7, 24, $1000.00 of Item 26) $15,250.00 (Includes: 1.0m wide crushed limestone sidewalk with edging, cip concrete curb for turn around, shrub bed prep. (includiing shrubs) in turning circle, seeding) (b) Park Entrance Roadway Planting (Part A, part of Item 25) $9,755.00 (c) Park Entrance Gate and Fencing (Part A, Item 16, 17) $15,500.00 (d) Park Entrance Signage (allowance) $3,500.00 (not included in earlier cost estimate) (e) Park Entrance Boardwalk (Part A, Item 5) $5,250.00 (f) Pedestrian Pathway along ROW (1.5m wide limestone pathway with $10,125.00 TREX edging) (Part A, Item 6) (g) ROW Planting (Part A, part of Item 25) $11,969.00 (h) Palisade (Part A, Item 14) $15,000.00 (j) Cemetery Fencing and Gates (Part A, Item 13,15) $9,000.00 (k) Site Furnishing (Part A, 18,19,20) $9,700.00

Interpretive Nodes 2. Capital Cost for 4 Interpretive Nodes $100,000.00

Interpretive Trail 3. Capital Cost Interpretive Trail between Nodes 1-5 (using 1.5m wide $285,000.00 cedar boardwalk pricing)

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Subtotal Phase 2 Landscape Costs $493,799.00 3. Design (8.5%) (assuming boardwalk designed and built by others) $41,972.92 3. Project Management (10%) $49,379.90 4. Disbursements (5%) $24,689.95

Total Phase 3 Landscape Costs $609,841.77

Phase 3 - Interpretation Cost

Interpretive Panels for four Nodes (1 large panel and 4 small panels) 1. Design, Production, Fabrication and Installation of interpretive panels $25,460.00

Subtotal Interpretation Costs $25,460.00 3. Project Management (10%) $2,546.00 4. Disbursements (5%) $1,273.00

Total Phase 3 Interpretation Costs $29,279.00

***

Phase 4: Capital Costs Breakdown

St. Thomas Projected Budget

Gross Square Footage: Ground Floor 2416

No. Lineal Cubi Cost Building Gross Work Description Items Sq.Ft Ft. c Ft. /Unit Cost Cost

Building Relocation Preparation Demolish Existing Vestry 3,000.00 Construction Documentation/ As-Founds/Photographic 5,000.00 Remove/Reinstall Siding at base of wall. 4' Height 1000 5.00 5,000.00 Artifact and Pew Removal/Storage/Reinstallation 3,000.00 Repairs Deteriorated Sill Logs 5,000.00 Repairs Floor Sleepers 5,000.00 Structural Shoring as Req. By Engineer 10,000.00 Structural Shoring 12 500.00 6,000.00

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Windows/Doors Door and Window Removal/Crating/Storage 12 1,000.00 12,000.00 Exploratory Investigation/Condition 3,000.00 Subtotal 57,000.00 Building Relocation CDS Movers 110,000.00 Subtotal 110,000.00 Strip Foundation & Footing 9' Depth Excavation & Backfilling 5650 3.00 16,950.00 Foundation Under drain 248 9.00 2,232.00 Concrete Strip Footing 12" x 24 Reinforced 248 30.00 7,440.00 Concrete Foundation Wall 9' Height 248 150.00 37,200.00 Interior Rigid Insulation Board 2" SM 8' 4400 3.00 13,200.00 Limestone Foundation Veneer 2' Height 265530 30.00 15,900.00 Concrete Slab, 6" Reinforced 2416 6.00 14,496.00 Poly Cover Crawl Space Ballast Stone 2416 1.00 2,416.00 Damp Proofing 248 10.50 2,604.00 Site Grading 2% Slope 1,500.00

Drywall, vapour barrier, strapping 4896 8.00 39,168.00 Drywall Partitions 3000 8.00 24,000.00 Drywall Ceiling Finishes/Strapping 2416 8.00 19,328.00 Subtotal 196,434.00

Vestry Foundation 10' Depth Excavation & Backfilling 56 3570 0.50 1,785.00 Poured Concrete Strip Footing 56 30.00 1,680.00 Poured Concrete Foundation Walls 56 150.00 8,400.00 Limestone Veneer 2" Height 112 30.00 3,360.00 Rigid Foundation Insulation Board 2" SM 448 3.00 1,344.00 Foundation Drain 56 9.00 504.00 Damp proofing 56 10.50 588.00 Concrete Slab 357 6.00 2,142.00 Strapping & Drywall Ext. Walls 448 4.00 1,792.00 Subtotal 21,595.00 Vestry Exterior Walls 2"x6"@16"OC 448 56 10.00 4,480.00 Drywall Finishes Exterior Walls 448 4.00 1,792.00 Drywalled Partitions 2"x6" @ 16" 240 30 7.50 1,800.00

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Floor 2"x10" @ 16", Plywood Sub-Fl 357 7.00 2,499.00 Finish Floor Commercial Grade Vinyl 357 10.00 3,570.00 Ceiling Structure & Drywall 357 6.00 2,142.00 446.2 Roof Structure 5 7.00 3,123.75 Roof Finish Ice & Water, Rib 446.2 Steel 5 7.00 3,123.75 Exterior Door Steel Frame & Door 1 2,000.00 2,000.00 Painting 1045 2.00 2,090.00 Interior Washroom Door 1 750.00 750.00 Interior Trim Baseboards, Door & Window 1,000.00 2 Window Units 2 750.00 1,500.00 Interior Stair 1 2,000.00 Gutters & Downspouts 32 15.00 480.00 Subtotal 32,350.50 Exterior Walls Church Structural Repairs to Exterior Log Walls 20,000.00 Structural Repairs to Floor Structure 15,000.00 Floor Removal and Reinstallation 2416 3.00 7,248.00 Foam Sealants, Caulking 2,500.00

Secure Interior T&G Board Finish 5,000.00 Subtotal 49,748.00 Roof Structure & Membranes New Horizontal Weatherboard sheathing on Tower, Ice & Water Shield underlay, flashing. 5,000.00 Paint Steeple roof, secure fasteners 5,000.00 Gutters & Downspouts 168 15.00 2,520.00 Subtotal 12,520.00 Windows & Doors Stained Glass Restoration 10 1,000.00 10,000.00 New Frame Assemblies Stained Glass 10 1,000.00 10,000.00 New Exterior Window Assemblies 10 2,500.00 25,000.00 New Entrance Doors 2 2,500.00 5,000.00 Subtotal 50,000.00 Stairs Stair to Basement 1 5,000.00 5,000.00 Subtotal 5,000.00

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Painting Interior 5000 2.00 10,000.00 Subtotal 10,000.00 Mechanical New Forced Air System 40,000.00 New Washrooms Vestry 1 1,500.00 Kitchen 2,500.00 New Washrooms Basement 20,000.00 Subtotal 64,000.00 Electrical Miscellaneous Switches/Lights 20,000.00 Combined Security Fire Alarm System 10,000.00 New 200 Amp Service Panel 2,500.00 Subtotal 32,500.00 Site Services New Electrical Service Entrance 7,500.00 Connection to Municipal Sewer/Water 20,000.00 Subtotal 27,500.00 Exhibit Design Fabrication & installation 10,000.00 Music System 5,000.00 Subtotal 15,000.00

Construction Cost 668,647.50 678,647.50 Contingency 15% 100,297.13 101,797.13 Design 8.5% 56,835.04 57,685.04 Project Management 10% 66,864.75 67,864.75 Contractor Accom./Meals/Travel 10% 66,864.75 67,864.75 Stage 2 Archaeological Mitigation 20,000.00 20,000.00 Disbursements 5% 33,432.38 33,932.38 GST 7% 70,905.91 71,945.41

Total Cost 1,083,847.45 1,099,736.95

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Chapter 5:

INTERPRETIVE

STRATEGY

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5-1 Moose Factory Master Plan

5. INTERPRETIVE STRATEGY

5.1 Planning Sessions and Workshops

The Interpretive Strategy was developed in consultation with the client through several workshops and site visits held in both Moose Factory and Perth, Ontario. It was decided early on to shift the focus away from the original concept of the Fur Trader Village and the Hudson Bay story to one that more aggressively tells the story of the Cree at Moose Factory. Linked to this decision was a desire to focus interpretation over the entire island rather than concentrate and centralize development. As a result, existing sites and structures would be adapted and used rather than build a centralized museum. It was the group’s feeling that the story of the Cree could be more effectively told through a series of linked interpretive nodes located throughout the Island.

At the first planning and visioning workshop, held in October 2003, the Commonwealth team and Project Steering Committee worked together to develop the overall vision and interpretive theme for the project. The overall message or ‘hook’ that was developed is the story of trade and the role of the Gateway to both north and south. The Cree Nation in the Moose River Delta has played a major role in the exchange of goods and services between the far north and the Upper Great Lakes Regions. The activity of trade and the Cree as traders is one that has played out long before European involvement.

Linked to themes of trade is also the important role the area has played as a gateway and destination for adventurers and explorers. Again, well before white men, the delta area was a summer gathering place for Inuit of the north and for traders and migrants from other areas.

The theme of “trade” was discussed and the following points were identified as important, influencing such items as interpretive node site selection and individual node themes. The points are as follows and are not listed in order of importance:

ƒ rudimentary discussion of the fur trade as the focal point of regional employment ƒ obvious ties to “skills” theme – full and seasonal part-time ƒ discussion of seasonal ground – for the Cree and their trade partners ƒ items of trade on both sides of the counter – values of goods, furs, food, etc. ƒ geographical mechanics for Cree traders, migration, summer gathering shipping, traditional winter hunting grounds ƒ Cree history throughout Hudson and James Bays ƒ Emphasis will be placed on the use of Oral histories from a Cree perspective as well as the extensive audio-visual archival material

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Planning Strategy Review Meeting

During a Planning Strategy meeting, held in Perth in January of 2004, Commonwealth and the client identified 13 sites where development of interpretive nodes would be appropriate and most advantageous both in terms of using existing facilities and in their interpretive potential. It was decided that the nodes would all be linked, using both existing pathways and trails and new trails and/or boardwalks. Also during that meeting, specific themes were developed for each of the nodes that related specifically to that node.

The selected interpretive node sites were discussed further at the second workshop held in March 2004 in Moose Factory and the site locations were refined.

Presentation and Second Workshop

At the second workshop held at Moose Factory, in March 2004, the Commonwealth Team presented to the client and project steering committee the Overall Strategy for Site Development and Interpretation. This included: an Overall Interpretive Strategy for Moose Factory Island, the Interpretive Concept, Interpretive Thematic Site Development Plan, including themes and message for each node, Interpretive Node Conceptual Design, Detailed Design of the Village Core and Centennial Park Node, and Architectural Assessment of Historic Buildings.

Following the presentation, there was an Interpretive Planning Session during which the themes and sub-themes were discussed in detail and preliminary interpretive design guidelines were developed. Based upon this review session, the themes, messages, and node locations were refined. The Interpretive Thematic Site Development Plan presented below identifies the interpretive nodes, their locations and the theme associated with it.

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5.2 Interpretive Design Concepts

The concept that was developed for the overall island interpretation and design of the interpretive nodes was influenced by the main of objective of telling the story of Moose Factory Island from a Cree perspective. The concept references the Cree ‘Walking Out Ceremony’ in terms of a learning process and the internalization of knowledge through a specific activity. It represents a process whereby a visitor can enter another’s community and learn about the culture and values of another.

The Cree Walking-Out Ceremony is described below:

“A ceremony is held soon after a child can walk, which formalizes the change from when they must always stay inside to when they may begin to spend time outside the dwelling. The child is led by his parents along a path leading straight out from the doorway to where a small decorated spruce tree has been erected. The path is normally made of spruce boughs laid on the ground. A boy child carries a toy rifle or bow and arrow, and a girl, a toy axe. With these toys they mimic the adult activities of their sex; the boy 'shoots' an animal, usually a beaver or a goose, and the girl 'chops' a pile of firewood or gathers spruce boughs. The child is then made to circle the tree clockwise, and carry or drag back what they have gathered. The child is then led inside the tent where they make a clockwise circuit of the dwelling and are greeted by their parents and grandparents.”

Interpretation provides an opportunity for the Cree of Moose Factory to take control of their history. Similar to the 'Walking-Out Ceremony’ – where the parent leads the child, so could the interpretive trail lead the visitor along a route of cultural, natural and educational themes through a series of interpretive nodes.

The Cree Perspective

1. The Cree traditionally moved through the landscape in a yearly cycle that corresponds to ecological, climatic, and environmental cycles. Summer is typically a time of relaxation and social gathering. When the Fur Trade began, trading posts became gathering places and gradually the time spent there lengthened to extend through the summer. 2. As a result of the Fur Trade, social and political influences from Euro-Canadian culture set in motion a process whereby traditional way of life and ways of knowing began to be devalued and settlement at posts became permanent. 3. There is currently a re-awakening of the importance of traditional ways of life and cultural values among native people. 4. Language and storytelling, oral tradition, is the traditional Cree’s method of representation (as opposed to written or pictographs)

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5. Cree oral tradition functions as a mode of transmitting traditional knowledge, of teaching, exchanging news, and entertaining. 6. There are 4 general categories in Cree Oral Tradition:

a. Legend – very old stories, where no one remembers the people; b. Historical – more recent history , where people involved are remembered; c. Life Histories – person is still alive; d. Songs – always present tense, happy optimistic, sung as part of activity. 7. The real power of narrative tradition is the narrator’s ability to evoke a shared memory, one which reinforces the cultural ways of comprehending and acting in the world. 8. Cree experience of landscape has traditionally been based on mobility within the context of the yearly cycle of change in the natural environment. “Place” changes through time and is traditionally associated with an “activity”, a certain person (animal or human)

The Cree perspective is the basis for landscape and interpretive concepts:

- Interpretive Pathway around island reflects the mobility of the traditional yearly cycle - Nodes represent “place” which is defined by the “activity” that occurs at the specific node and, the association of person and animal with the activity - Interpretation acts as the “Storyteller or Narrator” who uses traditional and contemporary stories to impart the Cree story, articulating their values, culture, history, and way of life. - The four categories of oral tradition are used as a device to give voice to both their traditional and contemporary culture.

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Interpretive Node Conceptual Design

The interpretive concept referencing the Cree ‘Walking Out Ceremony’ was also used in the conceptual design of the interpretive nodes. The symbology and ritual of the 'Walking-Out' ceremony, and the Cree ritualization of space, was used to help organize and shape the interpretive nodes.

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Just as there is a common design language in Cree architecture, each traditional home is slightly different responding to specific site and environmental cues, it was decided that the interpretive nodes and their design should respect and illustrate this. As a result, there are 3 designs for the interpretive nodes; each sharing a common design language yet is adaptable to their sites and interpretive themes. The three design options range from a literal interpretation (Option 1), to a symbolic interpretation (Option 2), to a integrated, centralized interpretation (Option 3). An analysis of traditional architecture, built structures, building materials, construction techniques, spatial organization, and the natural and environmental landscape helped to direct the design of the interpretive nodes. Common to all nodal designs are the following: a distinct Inside and Outside, the concept of ‘home’ and the ‘natural landscape’, traditional building materials and techniques.

As noted earlier all of the nodes are linked via existing or new pathways. Analysis and historic research revealed that wooded boardwalks were commonly used in the area due to poor drainage. Based on this historic precedent, a wooden boardwalk will be used at each node, whether completely connecting one node to another or symbolically linking them (4.5m length of boardwalk on each side of node) with real trail being another type of construction i.e. existing gravel pathway A brief description of the three options follows:

Option 1: Literal Interpretation Home is defined through the use a wood pole frame teepee over a centralized symbolic fire pit. Perpendicular, in an easterly direction, a second, narrower boardwalk leads the visitor to the ‘Outside’ - defined here by a grouping of spruce trees which represent the ‘decorated spruce tree’ around which are located the interpretive panels. Through the activity of reading the interpretive panels, the visitor ‘picks up’ this information and returns back home, to the ‘inside’, at which time their attention is directed to specific facilities, views, etc. which are an integral part of the interpretation. These interpretive views represent the internalization of information and direct attention to a specific island resource or feature.

Option 2: Symbolic Interpretation Home is defined here by the circle of native deciduous trees encompassing the symbolic fire pit as a ‘living shelter’. A second, narrower boardwalk located in an exact easterly direction from ‘home’, leads the visitor to the ‘Outside’. This is defined by a circular boardwalk pathway around a Decorative Spruce Tree, in this case, a carved and painted branchless spruce tree with a cut metal ‘hunting animal’ mounted on top. (A local artist to design and construct this version of the decorated spruce tree). Similar to Option 1, the visitor moves around the decorated tree from one interpretive panel to the next. The visitor returns home to the ‘inside’ at which time their attention is directed to specific facilities, views, etc. where the information from the interpretive panels is focused on a specific island resource or feature.

Option 3: Centralized Interpretation Home is defined here by the circle of native deciduous trees, encompassing the symbolic fire pit, as a ‘living shelter’, with the ‘Outside’ defined by the planting of native coniferous and deciduous trees surrounding the ‘living shelter’ and bleeding off into natural landscape around that node. Inside and outside are now one and the ‘decorated spruce tree’ is represented ‘by the process of acquiring information’ in moving from one interpretive panel to the next. As with Option 1 and 2, interpretive views are used to integrate and ground the interpretive experience.

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5.3 Thematic Framework (DRAFT ONLY)

MAIN OBJECTIVE

To Tell the Story of Moose Factory Island with the Cree Voice (from a Cree perspective)

Node 1: Wah-chay! Welcome to Moose Factory

This is the Welcome Node used primarily for orientation, welcoming the visitors and introducing them to the island and the interpretive trails (including walking time and map of island). In addition to being placed at this location, there will be copies of this “Welcome” node located in Moosonee train station, at the Airport, and at the ONR train Station in Cochrane.

Main Themes Messages

Panel 1 We have lived in this area ever since the glaciers left around 5000 years Central Panel ago. The James Bay Cree were one large community made up of several Moose Factory is the different tribes or clans. home of Moose Cree First Nation and We are the Mushkegowuk or Swampy Cree - people of the bush and the MoCreebec, Council water, intimately connected with the land of peat bogs, fens, lakes and of the Cree First rivers on which we live. Our resourcefulness allows us to use our Nations. surroundings for everything we need: our food, homes, clothing, and means of travel. Many of us still live a traditional aboriginal lifestyle of hunting, fishing and trapping.

For centuries, the islands here in the delta of the Moose River were a meeting place where our people gathered. Bands from the James Bay region met here in the summer months to hunt, trade, socialize and participate in traditional ceremonies.

Panel 2 Established in 1673, Moose Fort quickly became the largest of the five Moose Factory was trading posts around the shores of James Bay and Hudson Bay. an important trading centre. Our people were an integral part in the supply of furs to the Hudson Bay Company. The trade was mutually beneficial from the perspective of our people and that of the HBC who relied on our traditional knowledge of the land to maintain a bountiful supply of furs and food to the post.

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Panel 3 The original name of our people was ‘Kenistenoag’. French explorers Here, two cultures – mispronounced our name and called us the ‘Kristeneaux’ which Cree and European - eventually became contracted to ‘Cris’, ‘Criq’ and finally to ‘Cree’. met, traded, and intermarried. We settled close to the post here at Moose Fort and provided the HBC staff with food and services in exchange for trade goods like guns, cloth, glass beads and metal pots. It was in that time that the British referred to us as the “Home Guard” or “Home Indians”.

Panel 4. This panel features a graphic map showing an overview of the area with Locator Map the following details: • the five early HBC posts around the Hudson Bay (name them) • the main landscape and ecological features (Canadian Shield, James Bay Lowlands, Thunderhouse Falls on the Missinaibi, muskeg growth area, treeline) • connections to southern Ontario, including the route of the Polar Bear Express • areas of significance, e.g. Moose River Estuary is an Important Bird Area; Ship Sands Island is a federal migratory bird sanctuary; Charlton Island;

Panel 5 Overview of the whole trail and all the nodes including distances and Trail Map approximate walking times.

Node 2: Health and Medicine

Workshop Notes Outlining Key Content Points and Overview:

PAST -Medical doctor, HBC doctors, Indian Agent TB - James Bay Content -Medical boat-up the coast -Steam Head, Cross of St. Jane, Hospital own memories -Contact-white Vs -Traditional medicine /Post contact medicine Traditional lifestyle (physical work: exercise) -Midwifery

PRESENT -Teaching hospital -Services offered -Native Health care workers stats

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-Transportation during winter and all year round -Services available to other communities (Fort Albany, Kash, Peawanuk)

FUTURE -Future health care -High Tech -Teaching hospital -Diabetes Dialyses -Location of New Hospital? What will happen to this hospital if a new one is built?

Main Themes Messages

Panel 1 Central panel The Cree approach to healing is an integral part of our philosophy and spirituality. We believe that a person consists of four equal parts – Prior to contact with physical, emotional, mental and spiritual. Each part must be nourished in Europeans, the order to live a healthy, happy and productive life. This holistic approach Moose Cree relied to health is the basis upon which we choose our treatments and medicines. upon traditional, Our ancestor’s nomadic subsistence lifestyle necessitated that one holistic methods of individual from each family had to have a basic understanding of the health care. medicinal properties of local plants and animals.

We believe that health is a gift from the Creator. Our traditional rituals like going to the sweat lodge or doing smudge by burning sweetgrass and other herbs is our way of showing our thanks. We do not see illness as a bad thing, but a sign from the Creator to help us re-evaluate our lives and restore balance.

Panel 2 Shortly after the Europeans arrived, we got very sick because we had no Impact of Europeans immunity to such diseases as tuberculosis, influenza or the common cold. on Cree Health Historic records here at Moose Factory show that there were many medical doctors and other professionals interested in our medical use of plants. Robert Bell of the Geological Survey of Canada wrote a number of papers on the subject. In 1884, Dr. Walton Haydon submitted samples of the plants we were using to the American Journal of Pharmacy.

Unfortunately, over time European settlers placed restrictions on our cultural practices leading to the loss of our traditional approach to medicine. Worse than this, Europeans introduced our people to alcohol and sugar that we cannot metabolize. This has lead to diseases amongst our people such as Diabetes and Cirrhosis of the liver.

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Main Themes Messages

Panel 3 In the early 20th century, tuberculosis ravaged the Aboriginal peoples of The Hospital at Canada’s north. Early health care services were provided by a medical Moose Factory – the boat that traveled up the James Bay coast. With the arrival of railway Early Years service in 1932, patients from Moose Factory and Moosonee were taken on stretchers to Cochrane by train, a trip that took a full day. With the high incidence of tuberculosis, it was evident that the people of the James Bay coast needed their own medical facilities

The first hospital was established in 1901 and consisted of a storey and a half frame building. A second hospital was constructed some time after 1930.The HBC assigned doctors to the Post and often provided the medical services to our people. In 1950, a major regional hospital built by the federal government opened at Moose Factory. It was built in the shape of the Cross of Lorraine – a universal symbol for tuberculosis prevention. The choice of the location of the new hospital on the island of Moose Factory rather than in Moosonee on the mainland was due to its stable terrain and the need to isolate tuberculosis patients. The hospital was heated by steam generated in a power plant, and conveyed through a system of above ground pipes that were necessary due to permafrost. The hospital was a complete, self-sufficient community with its own butcher shop, bakery, store, workshop and school for young tuberculosis patients. Staff and patients lived together and became very close.

In the early days, nurses came from all over the world, and no one could speak the Cree language, but. by the 1960s, Cree nurses became more frequent among hospital staff.

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Main Themes Messages

Panel 4 In the 1960s, with the threat of tuberculosis largely gone, the hospital The Hospital at became a general hospital for area residents. Its name was changed from Moose Factory, from the Moose Factory General Hospital to the Weeneebayko General the 1960s to today Hospital.

Today, the hospital is used as a teaching facility for nursing, medical and dietician students from a variety of institutions throughout Ontario. It has also entered into partnerships with other medical and educational institutions such as Queen’s University in Kingston. One-third of all Queen’s final year medical students spend a portion of their clinical training at the Weeneebayko General Hospital. Thanks to this collaboration, there is an anaesthetist, pediatrician and surgeon at the hospital at all times. Specialists also visit on a regular schedule.

Weeneebayko also has links with University of Toronto’s dental program and with McMaster University’s psychiatry program.

In 1996, control of the hospital was transferred to the regional health authority, Weeneebayko Health Ahtuskaywin. Today, Weeneebayko General Hospital is an accredited, 58-bed, acute-care teaching hospital that serves the communities of Moose Factory, Moosonee and the west coast of James Bay and Peawanuck – a total of nearly 8000 people.

The hospital provides a comprehensive health care program with dental, physician and nursing services, laboratory, radiology, physiotherapy, and nutrition counseling. Weeneebayko General Hospital is the largest employer in the region, employing over 120 full time staff as well as around 65 who work through contracts with the hospital.

Panel 5 Today’s trends show a return to the holistic medicine practiced by our Aboriginal Health peoples. For example, scientists from the Montreal Botanical Gardens are care today – a return studying plants and roots used by the Cree, in the hopes of finding a way to traditional to control diabetes using traditional medicines. medicine Western medical practitioners are recognizing that there are many advantages to the holistic native view of health and health care and doctors are beginning to incorporate some of this approach.

Need examples of types of holistic cures.

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Node 3: Moving with the Seasons

Workshop Notes Outlining Key Content Points and Overview:

PAST -Debarkation / Summer camp -Traditional name: Mancy -Pre-Contact use -Traditional Lifestyle -Hordon Hall docks -Dikes –structure/poles -Drowning of school children: residential school -Regionally organized -Migration-3 day trip from coastal communities

PRESENT -Swimming spot

FUTURE -Future docks

Main Themes Messages

Panel 1 In spring, we moved from our winter locations inland and traveled down Central Panel the rivers to the James Bay coast. This spot here, originally called Mancy Moose Cree have was our summer encampment site where people from all around the always followed the James Bay coast converged . Some of our people traveled for three days seasons. Our life is to get here. We had grand celebrations - with feasting, trading, story- intimately tied in to telling, and swimming. People still gather and swim here today. the cycles and events of nature In the fall, after goose hunting time was over, we moved inland again where we could find shelter from cold, wet coastal winds.

It was a difficult existence, with some years bringing drought, floods, excessive cold or heat and disease that almost took us to the brink of starvation. Yet this simple, movement from the inland muskeg to the river’s delta served us well for thousands of years and provided a rhythm in our lives.

Panel 2 Our Cree calendar year begins in March when the Bald Eagle returns to Spring, summer and the James Bay Lowlands. Eagles have always been the first birds to fall activities return in the spring and so became a spiritual sign of rebirth for a new year.

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Main Themes Messages

In March and April, geese head north, passing through our coastal lowlands marking the time for the spring goose hunt. The goose is one of our most important food resources. The first spring goose killed has a special significance. Its head is dried, decorated with beads and saved in honour of its spirit. Here at Moose Factory, you will see teepees in some backyards that are used for smoking the geese to preserve their meat.

In summer, the Moose River provides us with river sturgeon, pickerel, pike, whitefish and sucker, and the tributaries are fished for brook trout, whitefish, pickerel and sucker.

Historically, summer was a time as many as twenty of our families lived and traveled together because food was so abundant.

Autumn is the time to hunt the geese again as they journey southward. It is also a time for bear moose what else?

For us, the state of water is the best way to describe our seasons (still/moving; frozen/semi-frozen/thawed; solid/liquid). Typically, “freeze-up” means autumn and “break-up” means spring.

Panel 3 After the fall goose migration, we returned to the wintering grounds - as Life in Winter much as 200 kilometres inland from the shore. In the forest, we hunted ptarmigan, rabbit and hares for meat –what else for food – moss for tea?.

Both before and after the arrival of Europeans, winter was the time to trap animals for their furs because that is when they are in peak condition.

Since food was scarce in winter, fewer families would travel and live together.

Panel 4 Historians and anthropologists never used to believe that the Cree did not Archaeological occupy the lowland, coastal areas on a permanent basis. They thought we investigations have moved here only after the HBC posts were established. No one believed provided insights we could exist in these swampy lowland areas. into the Cree lifestyle of the past. But our people have lived here for several thousand years and in 1980, studies by anthropologist Julig confirmed that that our historic occupation of these lands is correct.

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Main Themes Messages

Panel 5 The Cree still maintain their customs of hunting, fishing and trapping. Although now Some even maintain a seasonal lifestyle, living for expended periods in largely permanently the interior of the bush. settled at Moose Factory and at other (This panel could follow one or more families, with photos throughout the towns along the year, to illustrate this lifestyle.) coast, the Cree still pursue their age-old traditions of hunting, fishing and trapping.

Node 4: Education

Workshop Notes Outlining Key Content Points and Overview:

PAST -Traditional Knowledge -Oral vs. Written -HBC- Methodist/Anglican -Treaty #9 -Residential School: Travel Isolation-Separation -# Dialects-Syllabic -Loss of Culture & Language -Loss of family values -transition -First native school Board -No higher education beyond grade school Pre- 1960

PRESENT -Today’s challenges-curriculum & language -Elementary School – Ministik -Cree Curriculum- includes traditional/cultural skills -Nurses and teachers in this community/ROLE MODELS -Today’s Graduates -Other directions to go, locally (MCEA) -High Schools (DDECs, NLSS) -Colleges (Northern College) -Universities (through MCEA)

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FUTURE -Future generations -Future leaders -Future education

Main Themes Messages

Panel 1 For thousands of years, the Moose Cree never used a written language. Central panel Our knowledge was passed along orally through legends and story telling. Becoming an adult Our youth learned how to live off the land through practical experience. Boys learned from their fathers and grandfathers; girls from their mothers and grandmothers.

Education was holistic - not just as learning facts and information, but becoming a whole, well-balanced individual.

Panel 2 Following the establishment of the HBC post at Moose Factory, Residential Schools accompanying Christian missionaries established the first schools. The first school was established in 1809 by the Hudson’s Bay Company to train Metis and Indian students in preparation for working for the Company. John Horden established a school shortly after becoming the Bishop of Moosonee in the early 1850’s.

In 1909, as part of the terms of Treaty 9, residential schools were established and Cree children were moved away from their families to attend. They were encouraged to stop speaking in our native language, and to speak only English. As a result, they lost touch our culture. It was a very difficult transition for our people because we have very strong family values. Many children returned home after residential school, unable to communicate with their parents!

Today, we realize that discouraging children from learning our language was a grievous mistake.

Panel 3 Cree syllabics In the 1830s, Wesleyan missionary James Evans developed a system for writing down the Cree language using symbols. Evan’s system, known as Cree syllabics, is still used.

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Main Themes Messages

Originally developed so that we could read the Bible, hymn books and learn Christian beliefs, today Cree syllabics are helping our people to maintain our ancient language and culture.

(This panel would demonstrate in a simple way how the syllabic system works.)

Panel 4 Today, the Moose Cree operate our own school system where our children The Education learn traditional skills and the Cree language as well as following the System of the Moose Ontario curriculum. Teachers are important role models to the children. Cree today What is MCEA?

The Moose Factory Ministik School opened in 1984. Two-thirds of its funding comes from the federal government and one-third from the provincial government. Growing enrolment has made it necessary to add more buildings. In 2004, there were ___ students enrolled at the school. Class size is from __ to __.

Before 1960, it was not possible to go any further than grade school here in Moose Factory. Today, secondary students can attend either the Delores D. Echum Composite School (grades 7 to 12) or the Northern Lights Secondary School in Moosonee. Post-secondary courses are offered at the James Bay Education Centre (JBEC) Campus of Northern College in Moosonee, and at the Chief Munroe Linklater Education Centre. Many students attend university or college in southern towns and cities.

Moose Factory also has day care programs and an adult learning centre.

Panel 5 This panel would present examples of Moose Cree students who have Success Stories excelled in life, including some who continue to work in the education system today. It would feature photos of those people and quotes from them.

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Node 5: Spirituality

Workshop Notes Outlining Key Content Points and Overview:

PAST -Pre-Contact -Contact-Missionaries -Parallels/similarities of beliefs led to integration -Blending of beliefs -Systems led to integration -Cree Rituals banished -Syllabics system developed for prostylization -Hymns and Songs -Cree-Catemecist-Thomas Vincent -Cree Burial Ceremonies: Arranged Marriages, Birth -Elders role -Surnames -Past ministers -Rita Cheechoo’s grandfather was a minister - Roving Ministers

PRESENT -Record keeping -Services conducted -Congregation -Other church location -Anglican Bishop -Anglican Minister -Hymn & Songs/Choir -ACW Women’s role in Community

FUTURE - No comments

Main Themes Messages Panel 1 When it comes to the holistic Cree perspective, it is hard to separate Central panel spirituality from other subjects because our spiritual beliefs are infused in Traditional spiritual all aspects of our existence. beliefs of the Cree We have lived close to nature for thousands of years and are connected to the natural world through our spiritual beliefs. We believe that spirits inhabit animals, plants and all things. It is important to have good relationships with our animal spirits, since we rely on animals for food.

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Shamans are men and women with special powers for communicating with animal spirits. They use their powers to help hunters find game. Some shamans looked into the future by burning the shoulder bones of caribou or hares. The cracks and breaks in the burned bones tell the shamans about future events, or where to find good hunting.

Sidebar: One practice that demonstrates our close spiritual relationship with nature is the custom of hanging the skulls of animals we’ve hunted up in trees so that other animals can’t disturb them. This is a sign of respect to the spirits of animals we have killed. This practice is done with bears and beavers, especially, because these animals were very important sources of food and furs.

Panel 2 As Cree, we believe in a supreme spirit called Manitou, a helping spirit. Manitou, Windigo The evil spirit is known as Windigo. and creation stories Cree legends, creation story….

1) How the Earth was Created. When all the land was covered with water, the trickster Wisagatcak pulled up some trees and made a raft. On it, he collected many kinds of animals swimming in the waters. The Raven left the raft, flying for a whole day, and saw no land, so Wisagatcak called the Wolf to help. Wolf ran around and around the raft with a ball of moss in his mouth. The moss grew, and the earth grew on it. It spread on the raft and kept on growing until it made the whole world.

Panel 3 The Introduction of When Christian missionaries arrived with the fur traders, many Cree Christianity people became Catholics or Protestants. Similarities in the Cree and Christian belief systems made it easy for our people to adopt Christianity.

The Hudson’s Bay Company policy actively discouraged Catholics from establishing missions on their posts, and only encouraged English protestant churches to set up within their jurisdictions. Catholic Oblate missionaries visited Moose Factory from 1849 through the last decade of the 19th century, but were only allowed to visit once a year.

Though many of us were baptized and became devout Christians, we still practiced our old religion alongside Christianity. As time went on though, our traditional beliefs and rituals began to die out. As hunting for food became less critical to our lives, ancient beliefs about animal spirits grew less important.

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Meanwhile, Cree syllabics were developed John Evans so that we could read the bible and hymns. Tireless work of missionaries beginning in the mid 19th century, were further incentives for the Cree to abandon our traditional spiritual beliefs.

Panel 4 At the request of the HBC, the Church of England sent Rev. John Horden St. Thomas Anglican to Moose Factory in 1851. Saint Thomas Anglican Church was Church constructed in 1865, in the traditional staked log wall construction typical of Hudson’s Bay Company buildings. It was the second church built on the Island and has served us for over 140 years. The unique barrel vaulted ceiling structure is a feature stylistic of shipbuilders.

Using the Cree syllabic system developed by John Evans, Horden translated much of the Old Testament, the Book of Common Prayer, and many hymns into our Cree language. An important missionary under Horden’s leadership was Thomas Vincent who became a catechist and teacher at Moose. We called him the “Big Praying Chief”. Vincent and his wife, Eliza, are buried at Moose Factory.

At St. Thomas Anglican Church today, hymns are sung and prayers said in Cree. Once a month there is a service entirely in Cree. The altar cloths and liturgical vestments are made of moose hide.

Panel 5 In recent years, many of us have returned to our traditional Cree beliefs, Revival of Cree and are once again in touch with the Cree worldview. traditional spirituality The Cree worldview centres on four beliefs: 1. Life is holistic 2. Reciprocity – we have a relationship with each other and with the land. 3. Cyclical thinking, rather than linear thinking 4. Time is flexible – things will happen when the time is right.

Node 6: The Hudson’s Bay Company at Moose Factory

Workshop Notes Outlining Key Content Points and Overview:

PAST -Barrier System - Story of Building -Dependency

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-Orkney Island Connections-Isabelle Gunn -Original Fort -Trade Value -Maritime travel -Charlton Island -Hannah Bay Massacre -Boat Building-York Boats -First, Ship Works -Moores -Forge -HBC system/post/factors -Home Guard -Inter-marriage -Archaeology -Hayes Island? -A Collision of World Views

Main Themes Messages

Panel 1 For thousands of years before the HBC arrived at Moose Factory, we Central Panel were part of a continent-wide aboriginal trading network.

Aboriginal Trading Long before we acquired European goods and before the HBC arrived, we Network and the Cree were fur traders. Commerce between Moose Cree and upland bands would have included such products as tobacco, copper, silica, obsidian and pottery exchanged for food and country produce and furs.

Panel 2 French fur traders knew about trading routes to James Bay as early as The HBC at Moose 1603. By 1660, the Iroquois Wars had forced the French north in search Factory, 1670-1730 of safe routes and abundant furs.

After successfully trading for furs among the Moose Cree, Medard Chouart, Sieur des Groseilliers led a company of English fur traders to Hudson Bay, establishing the first European fur trade post on James Bay at the mouth of the Rupert River.

The Hudson’s Bay Company, established in 1670, gained ownership of the lands of the Moose Cree and built its second trading post on Hayes Island in 1672. Captured by Chevalier de Troyes’s French expedition of 1686, the post was not reestablished until 1730.

The Moose Cree traded furs and services with the HBC in exchange for manufactured trade goods.

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Main Themes Messages

Panel 3 The traditional way of life for the Moose Cree changed substantially after The HBC at Moose the arrival of the HBC. Factory, 1730-1934 Those of us who lived in the vicinity of the post became known as the Homeguard Cree. We were skilled hunters, who provided much needed country food to the European traders.

Challenged by competition from French traders, notably the North West Company, the HBC sent men inland to trade directly with Native trappers. By 1810, Moose Factory became the headquarters for the southern division of the HBC and, after union with the North West Company in 1821, the residence of the Governor in Chief of the Southern Department of Rupert’s Land.

In the early 20th century, Revillion Freres Trading Company established trading posts around James Bay including one at Moosenee.

In 1934, Moose Factory reverted to the status of a fur trade post.

Panel 4 Over a period of 200 years, the HBC built an extensive infrastructure at The HBC buildings at Moose Factory. Many of their buildings still remain. Moose Factory Site map of HBC buildings and interpretation of the site.

Panel 5 The Moose Crew still harvest the plentiful furs of the countryside, just as Trapping among the they did prior to the arrival of Europeans on James Bay. The role of Moose Cree today trapping is a significant element in the Moose Cree economy.

Profiles of Moose Cree trappers today including photographs and quotations, statistics about numbers of furs harvested, markets etc.

Node 7 Transportation

Workshop Notes Outlining Key Content Points and Overview:

PAST -Point of Pull Node: located at Fort Garry -Original Fort-1673-possible site - Husky Transportation -Fort Garry, In new-HBC boats

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-Operated 1730-1830 -Agriculture aspects of the land –pasture -Seasonal housing –Nineveh -Footprints of old fort-archaeology -1905-Treaty #9 commissioners came here (first treaty that involved a provincial rep. -Ships Sands Island-unloaded to get draft up-them proceeded into the channel-was deep enough there -Mail delivery by York Boats

PRESENT -Capstan still stands -Winter road to haul gravel during winter

FUTURE -Changing land form –natural erosion-isostatic rebound (geological terms)

Main Theme Messages

Panel 1 From time immemorial, the Cree have overcome tremendous obstacles in Central Panel order to move throughout our challenging landscape. Winter and Summer, over Land and Sea In spring, summer and fall, we traveled long distances along the waterways and on James Bay, visiting, hunting, fishing and trading at the posts. Transportation was entirely by canoe because muskeg made overland travel slow and difficult.

We had our own unique canoe designs. Besides birch bark, we also made canoes of spruce bark. In the north, birch trees are small and scarce but Black spruce bark is much more accessible. With the advent of the HBC, canoe builders began to use canvas rather than bark in our canoe construction.

In winter we traveled the same routes as used in summer, but with dogssleds and snowshoes to carry us over the frozen muskeg. When traveling on foot, we often used a tumpline attached to a sled to transport our belongings.

Panel 2 In 1668, the Nonsuch sailed from London to Hudson Bay (a voyage that Transportation in the took twelve weeks to complete), beginning the long maritime history of Fur Trade the HBC. Fog, ice and icebergs made travel treacherous, but the Nonsuch returned to England in 1669 with a profitable load of furs.

As the HBC developed its operations, its ships traveled from England in convoys of 3 – 4. They were either frigates with 3 masts and armed with

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Main Theme Messages

20 – 36 guns, or “pinks”. With a rounded stern below the water line, a roomy hold and flat bottom, these cargo ships were ideal for the shallow James Bay waters.

A variety of smaller ships – sloops and yawls, shallops, and longboats were used to transport goods and men from the offshore depots to the posts. Canoes were also widely used.

In the 18th century, the HBC began replacing canoes with York boats. York boats, named after York Factory, their most common destination, were 40 feet long and could carry three times the payload of the largest birch bark canoe.

This Panel could include a 12-month calendar of shipping: late July, the Bay is free of ice. Ships left London early in June, stopped in the Orkneys to take on men, water, ballast and supplies, then headed west to Hudson Strait. They arrived at James Bay in mid-to-late August. Freezing begins again in late October and by late December the entire bay is pretty well frozen.

Panel 3 Until the end of the First World War, the vast lands of the north including The Bush Plane Era the James Bay Frontier, were remote, accessible only by water.

By the 1920s, pontoon-equipped bush planes were regularly landing on the Moose River. Bush planes carried prospectors into the wild, transported patients in need of health care, and carried the mail.

Regular air services, transporting freight, passengers and mail were established by the 1930s.

Today, the airport at Moosonee provides a vital and much used air connection with the outside world.

Panel 4 In 1933, Moosonee became the northern terminus of the Ontario Arrival of the Northland Railway, providing a land transportation route to Ontario’s Railroad arctic tidewater.

The arrival of regular train service with connections to Ontario and the rest of Canada brought to an end the shipping service that had served Moose Factory for over 200 years.

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Main Theme Messages

Panel 5 Moose Factory and Moosonee are still beyond the reach of roads. But Cree Transportation thanks to frequent flights with Air Creebec, snowmobiles, ATVs and today motorized canoes plying the river between Moosonee and Moose Factory, Moose Factory is no longer cut off from the world.

Building projects at Moose Factory make it necessary to get all sorts of construction materials over to the island. A large barge/ferry operated by Moosonee Transport Ltd. Is used to transport bulk freight, machinery, heavy equipment and vehicles over to the islands throughout the open water months.

Examples of people who use dog sleds today?

Air Creebec is owned and operated by the Crees of Quebec.

Node 8 The Elders of the Moose Cree

Workshop Notes Outlining Key Content Points and Overview:

PAST -Family Tree & Genealogy -Traditional teaching -Values-family structure -Commemorate elders -Story telling -Cree View of life-4 cardinal directions

PRESENT -Great opportunity for Cultural Exchange & interaction

Main Themes Messages

Panel 1 What it means to be an elder Central Panel In Cree society, The role of elders in Cree society elders have always been revered for their The family is primary in importance to the Moose Cree and Mocreebec wisdom. bands.

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Panel 2 Photos, stories and quotes from Elders from the Moose Cree First Nation Elder biography #1 and Mocreebec First Nation. Through these, we will develop the concept of what it means to be an elder.

Panel 3 Elder biography #2

Panel 4 Elder biography #3

Panel 5 Elder biography #4

Node 9: The Moose Cree First Nation

Workshop Notes Outlining Key Content Points and Overview:

PAST -Establishment of reserve on the island- 1949-50 -Mushkegowuk Cree-includes the James Bay area - Illilu-aski -War Veterans -WW2-were not conscripted because they were volunteers -Church of England-mission land, farm and school, (may go in education) -No Businesses Allowed ---HBC -49 First Nation in Treaty # 9

PRESENT -Geographic history- island made up of different jurisdictions -(MCFN, MCCN, LSB, Provincial, Federal) -Economics today-future direction for MCFN -75% of island reserve land -NAPS-Nishnabi-Aski Police Service

FUTURE - No comments

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Main Theme Messages

Panel 1 Since time immemorial the people who now make up the Moose Cree Central Panel First Nation have lived in the traditional lands of the Swampy Cree. The Moose Cree and their Land We are Swampy Cree - a peaceful people who historically lived off the land, traveled its waterways by canoe, hunted big game and fur bearing animals, and harvested nature’s bounty of fish, berries and other food staples.

Panel 2 This panel will focus on Treaty 9, the evolution of government for the Treaty 9 Cree and their relationship to the federal government since the signing of Treaty 9.

In 1905, a treaty was negotiated with the Moose Cree First Nation. Known as Treaty #9, it set aside two tracts of land for the use and benefit of Moose Cree First Nation people.

Moose Factory Indian Reserve #1 occupies two thirds of Moose Factory Island. The second tract of land, Moose Factory Indian Reserve #68, is located approximately 16 kilometres south from Moose Factory at the mouth of the French River.

Panel 3 Since the establishment of the Moose Cree First Nation reserve in 1949, The Moose Cree’s the Moose Cree have established their own governmental systems and government today related services and have taken charge of their own economic future.

The Moose Cree First Nation is governed by an elected Chief, Deputy Chief and Councillors.

The Moose Cree First Nation maintains a complete system of services for its members including a volunteer fire department, the Nishnabwe Aski Police Services, water, sewage and sanitation, public health, the Awashishuk Centre, day care, and non-profit housing.

Profiles, photographs and interview quotations about Moose Cree First Nation people; volunteer firemen, public health workers, police, etc.

Panel 4 For generations, Cree women have played major roles in the lives of the Cree Women in Moose Cree. Politics This panel will explore the role of women in Cree government and will profile Cree women through photographs, biographies, and quotations.

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Panel 5 The Moose Cree First Nation is future-oriented, continually planning The Future for the improvements and innovations in education, social welfare, and economic Moose Cree opportunities.

Modern technologies are currently having a positive impact on our society. Among them are the Internet, satellite and cable services, community based radio, and technological advances in health care and education.

Through the impact of global warming, the Northwest Passage may become an important shipping route.

Node 10: The Moose Cree Community

Workshop Notes Outlining Key Content Points and Overview:

PAST -Traditional games & sports (recreation) -Andrew Rickard –founder of Ansihnabi-aski Nation

PRESENT -Sports-Jonathon Cheechoo NHL hockey players hometown -Gathering of Our People -Aboriginal Solidarity Day -Entrepreneurs -Academic Success Stories-doctors/lawyers -Public Health Care -Entertainment -Michael Trapper Memorial Gathering -Background to names in the community that have meaning to the community

FUTURE - No comments

Main Themes Messages

Panel 1 Throughout our existence, the Moose Cree have always had a strong sense Central Panel of community. Living in a challenging environment, our families have The Cree Community shared hardships, celebrations, hunting and harvesting, and a spiritual life. of the Past We have always made time for leisure. Over the centuries, we have enjoyed traditional sports, games and contests.

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Main Themes Messages

Our traditional arts and crafts include beadwork, birch bark art, stone and bone carving, and the creation of decorated clothing.

Panel 2 After the introduction of Christianity to the Moose Cree community, Church Life church life has become important in the fabric of our culture.

Profiles of Moose Cree of various religious preferences with photographs and quotations including religious leaders.

Panel 3 Sports enjoyed on a seasonal basis are important to the Moose Cree Sports and Recreation community. Moose Cree athletes like Jonathon Cheechoo, an NHL hockey player, have enjoyed success in the wider sports world.

Profiles of members of the Moose Cree community representative of the various sports played at Moose Factory.

Panel 4 We have always enjoyed making music, telling stories, and creating art. Music and Arts of the Moose Cree James Bay has a distinct style of fiddling – a blend of Cree, Celtic and French styling, which was the result of tunes being passed down through generations of mixed families. Recording artist James Cheechoo is one of the better known James Bay fiddlers.

Panel 5 We are a vibrant community that celebrates its traditions through annual Festivals and festivals, celebrations, and traditional ceremonies. Ceremonies of the Moose Cree In late July, Moose Cree come together at The Gathering of Our People, an annual festival where everyone is invited. (February festival, others?)

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Node 11: The Geology of Moose Factory

Workshop Notes Outlining Key Content Points and Overview:

PAST -Fossils- 200 years old

PRESENT -Physical Geography and geology -Moose River Delta -Erosion, Shifting sand bars, spring break up -Damming at Otter Rapids and other dams-tributaries -Water pollution -Fossils -Clay beds-over till -Use of natural stone & materials

FUTURE - No comments

Main Themes Messages

Panel 1 Moose Factory is located in the James Bay Lowlands. The James and Central Panel Hudson Bay Lowlands are made up of sedimentary rocks that were The Hudson and deposited in warm shallow seas hundreds of millions of years ago. James Bay Lowlands During the Ice Age, from 2 million to about 10,000 years ago, all of Canada was covered by glaciers. The ice melted back from the Hudson Bay region only around 6000 to 8000 years ago. The region is still rebounding from the tremendous weight of the glaciers.

In this area, the land is low and swampy, often marked by old beach lines created as the land springs back up through the process of isostatic rebound. Five major rivers – the Severn, Winisk, Attawapisket, Albany and Moose – flow north or east into Hudson and James Bays.

Just south of the Lowlands is the Canadian Shield. The junction between the lowlands and the Shield is dramatically seen at Thunderhouse Falls on the Missinaibi River, about 100 kilometres south of Moose Factory.

Panel 2 The limestone bedrock was deposited in a shallow warm water sea about The Bedrock in the 500 million years ago (confirm). Corals grew in the warm water. Those James Bay Region corals, known as horn corals, are found in the bedrock today.

Info on other types of fossils in the area.

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Main Themes Messages

Panel 3 At the height of the Pleistocene glaciation, the Earth’s crust was depressed Glaciation and more than 160 metres. isostatic rebound After the ice melted, the Tyrrell Sea covered the area that is now the Lowlands. The lowlands have been above sea level for only around 4000 years. James and Hudson’s Bay are the remnants of that sea.

The land is rising up at a fairly fast rate – 1.2 metres per century. Every year, about 7.5 square kilometers of “new” land emerges from under the two bays.

HBC activities were affected by this relatively rapid rise during their two+ centuries of operation.

Panel 4 The glaciers dumped deep deposits of gravel and sand over the bedrock. The Ever-changing These deposits are transported by the many rivers in the lowlands. Their Delta of the Moose estuaries, including the Moose River estuary, are continually changing River due the shifting patterns of sand and gravel.

Impacts of shipping and the HBC

Impacts on life in the region today.

Panel 5 The muskeg swamps of the James Bay and Hudson Bay Lowlands cover The Muskeg – A Sea almost 1/4 of Ontario’s land base. They may be the largest continuous of Sodden Peat peatland in the world.

The land is swampy and full of bogs because it is so flat and poorly drained. The Lowlands are underlain by impervious clays deposited in the Tyrrell Sea. These conditions, along with the cool, damp maritime climate, mean that dead plant material decomposes very slowly into peat.

The peat has grown thicker to depths of 3 metres or more, and is now the material in which plants live. Peat is acidic, so only acid-adapted plants can live here: dwarf black spruce, sphagnum moss, Labrador tea, bog laurel and carnivorous pitcher plants and sundews.

Future impacts of global warming

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Node 12: Traditional Ecological Knowledge

Workshop Notes Outlining Key Content Points and Overview:

PAST -Birch bark, Labrador tea, summer bark -Orchids -Use of birch bark for birch bark biting -Seasonal use of birch bark -Mythology use of birch bark -Medicinal use of plants -Aboriginal Harvesting -Tamarack Birds & crafts -Plant/Animal Association: Fasting (vision quests) -Ravens -Sweet grass

PRESENT -Black bear threats -Beluga whales - Come in on high tide following schools of fish -Hunting and trapping -Ministry of Natural Resources -Migration knowledge

FUTURE - No comments

Main Themes Messages

Panel 1 As Cree, we are an integral part of the ecology that surrounds us. Central Panel Resident upon the land for thousands of years, we have developed an Living off the Land intricate and deep understanding of the plants, animals and ecological processes.

Though the Lowlands are a challenging environment, we managed to make a complete living from the land, deriving everything we needed from the plants and animals with which we share our environment.

Panel 2 The Cree have used plants for shelter, transportation, food, medicine and Cree Use of Plants ritual.

Plants to be covered here include, among others, black spruce, Labrador tea, Cladonia lichens, willows, sedges and rushes.

Panel 3 Animals (birds, mammals and fish) have been used for clothing, food and Cree Use of Animals shelter.

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Main Themes Messages

(Sidebar with Cree legend relating to a mammal, fish or bird)

Panel 4 In spite of the challenges of living in the long, cold, dark winters of Thriving in Winter northern Ontario, the Cree use their understanding of ecology to not only live, but thrive in the winter.

While the cold may seem impossible to withstand to southerners, for us, the cold brings many advantages: freedom from black flies and mosquitoes and hard ground upon which to walk, to name just two.

Panel 5 Even though most of us now live in permanent houses and are not as Enduring Traditions closely tied to their environment as we once were, we still make use of their traditional ecological knowledge on a daily basis.

Profiles of Cree that live close to the land.

Node 13: Eco-tourism and the Moose Cree

Workshop Notes Outlining Key Content Points and Overview:

PAST -Making of the Ecolodge Architect (Clive Leavitt)

PRESENT -Bird watching -Northern lights -Beluga whales & seals -Ecolodge - Environmentally friendly cotton, wool, composting toilets, healthy menu, native cuisine, Shabatuan-traditional diet, self-sufficient energy -Ecotourism Standards -Wa-sh-ow -Fishing and Hunting -Canoeing -Sight seeing -Hiking -Kayaking -Cree Lifestyle Learning -Excursions & expeditions

FUTURE - No comments

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Main Themes Messages

Panel 1 Moose Factory is the hub of an enormous wilderness area that includes Central Panel the James Bay coast, numerous rivers, the lowlands, upland forests, and The James Bay vast tracts of muskeg.

Lowlands are a The James Bay Lowlands offer a multitude of recreational opportunities uniquely beautiful including hunting and fishing, bird watching, nature study and plant area made up by a appreciation, canoe and kayaking, snowmobiling and dog sledding, fly-in wilderness rich with camps, cross country and trap line tours, and freighter canoe expeditions. wildlife. The Moose Cree and MoCreebec First Nations have developed many types of eco-tourism opportunities such as:

The Cree Eco-lodge is an award-winning lodge incorporating many sustainable design features. It is an initiative of the MoCreebec First Nation.

There are numerous opportunities to learn about the Moose Cree through visits to the Cree Cultural Interpretive Centre and the Revillon Freres Museum in Moosonee.

Panel 2 There is no other rail excursion quite like taking the train to Moosonee. The Polar Bear and Operating from the end of June until Labour Day each year, the Polar Little Bear Express Bear Express offers a 350 kilometre ride from Cochrane through the boreal forest to the James Bay Lowlands and the edge of the Arctic.

The Little Bear is the Ontario Northland’s year round train service. One of the last “flat stop” trains in Canada, the Little Bear will stop virtually anywhere along the route to let folks on and off as they wish. It offers transport for canoes and camping equipment for those who have paddled the rivers leading to James Bay.

Panel 3 The wilderness world of the James Bay Lowlands offers a smorgasbord of Nature Experiences in nature experiences. the James Bay Canoeists and kayakers enjoy descending such rivers as the Albany, Lowlands Missinaibi and the Moose. These rivers offer many kilometres of white water canoeing, unlimited opportunities to camp, and a vast array of flora and fauna.

Campers can find picturesque campsites at Tidewater Provincial Park which is operated by the Moose Cree First Nation.

The Moose Cree First Nation and the MoCreebec First Nation offer outstanding opportunities to live and learn more about Cree culture, history, and natural surroundings. The Cree Village EcoLodge was opened in 2000. The Wa-sh-ow James Bay Wilderness Centre, being developed by the Moose Cree First Nation is designed to be a world-class wilderness destination.

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Main Themes Messages

Panel 4 The James Bay Lowlands are a natural experience offering a wide variety More Nature of activities for those who enjoy the outdoor world. Experiences in the James Bay Lowlands Among the many opportunities enjoyed by ecotourists are birding, whale watching, botanizing, fossil hunting, astronomy, and other related nature studies.

Numerous customized tours are available including cross country ski trips, snowmobile excursions to Cree trapping camps, snow shoe expeditions, trap-line tours, and freighter expeditions to James Bay and up the Moose River.

Two Bay Tours offers six hour excursions on the Moose River and the James Bay Coast.

Panel 5 Fishing and hunting opportunities in the James Bay Lowlands are Hunting and fishing legendary. Sports people come from around the world to take advantage In the James Bay of the opportunity to catch trophy northern pike and walleye or hunt for Lowlands moose and geese.

The Tidewater Goose Camp located east of Moose Factory and operated by the Moose Cree First Nation offers fabulous hunting opportunities as well as outstanding fishing.

Fly-in opportunities such as the Kesagami Lodge also offer hunting and fishing in a remote wilderness.

Node 14: The Cree World and the MoCreebec

Main Themes Messages

Panel 1 The Moose Factory First Nation and the MoCreebec Council of the Cree Central Panel Nation are part of a wider family of Cree people. People of the Cree Nation The Cree live in areas from Alberta to Quebec, a geographic distribution larger than that of any other native group in Canada.

The major divisions of the Cree, whose name is a contraction of the French word Kristinon, include the Plains Cree (Alberta and Saskatchewan, Manitoba), the Woods Cree (Saskatchewan and Manitoba) and the Swampy or Lowland Cree (Manitoba, Ontario and Quebec).

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Panel 2 The Cree have occupied the James Bay Lowlands ever since the ice and The James Bay Cree water left the region at the end of the Ice Age, around 4000 years ago.

Within the James Bay district were two distinct Cree populations; the coastal Cree and the inland Cree.

Traditionally, different clans or tribes made up the James Bay Cree nation.

Panel 3 The MoCreebec of the eastern Quebec James Bay coast arrived in Moose The MoCreebec – Factory mainly from Waskaganish, East Main and Wemindji in the 1950s. newcomers from Quebec Encouraged by the Hudson’s Bay Company who were closing posts in eastern James Bay, we took advantage of better access to health facilities and economic opportunities in Moose Factory.

The MoCreebec First Nation is located on Moose Factory Island. Our self-governing community with our own elected chief and council consists of approximately 800 members.

Panel 4 As late as the 1970s, the MoCreebec community, still living in tents, MoCreebec Initiatives survived by hunting and fishing.

Taking control of our own economic future, we initiated innovative projects such as the landmark Cree Village EcoLodge. Additional efforts, either realities now or in the planning stage include a Cree Language Centre, cable and Internet services, satellite phone services, the Moose River Broadcasting Association, new housing, and opportunities for social development.

Panel 5 Profiles of members of the MoCreebec First Nation including We are the photographs and quotations. MoCreebec

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5.4 Interpretive Panel Visual/Design Concepts

Interpretive Panel Visual/Design Concepts

Working with the outline of five panels per node (as detailed in 4.2 Thematic Framework), the following sign sketches were developed. There will be three separate frames to hold the signs; one frame will have a large, “main message” panel; and the other two will have two smaller signs per frame. The frame itself is designed in a convex, rounded shape, with the intent that when all three frames are situated in the node, together, they will form a ¾ circle, leaving an opening for the visitor to enter the node to read the panels.

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Frames

The sketch shows the frame being built from wrought iron (powder-coated for durability in all weather). The reason this material was specified is that it will prove to be the most vandal- proof of any available material on the market. The design would also work well if it was built from wood, but there is a danger of it easily being cut or burned.

The design styling of the frame depicts:

- the feeling of a person with their arms held out in a welcoming, and protective stance; - the arched cross-pieces represent the shape reminiscent of upturned canoes; and - together, with upright posts and cross-pieces, the frame depicts the shape of a dream catcher.

The frame when installed in the landscape is intended to help break the horizon line, making them easier to see from a distance.

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Sign Panels

Colour The colour used as the backdrop for other images and text is a blend of a deep soft blue gradated into a greenish brown. This is meant to depict the air, water and land. The background colours are meant to be soft in nature – reflective of the peaceful, flowing feeling of the land and waterscape. This will also allow for the “top layer” of graphic images to stand out from background.

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Shape The panels are shaped at top and bottom to coincide with the arched shape of the frame.

Text All text will be written in three languages and presented on the panels in the following order: Cree syllabics; Cree alpha-numerical; and English. *Please note that in these sketches, the text is “mocked-up” only and does in no manner reflect the correct text translations.

Content The large sign panel will hold the main message, an island and trails orientation map, artwork and historic images. The small sign panels (4 in total) will consist of text, artwork, historic and modern-day photographs.

5.5 Branding Development

Concept Sketches for Moose Factory Logo/Branding

After the January 2004 workshop session there was enough direction to come up with a very rough idea of an image that would help to attract visitors to the island while at the same time work well to depict the communities within the community.

The concept sketches strive to develop an image that:

1. Show a Cree perspective / sensibility 2. Cree Syllabics for the name “Moose Factory” **Please note that these syllabics as shown are not correct and have been used for sketch purposes only. 3. Name would include the word “Moose Factory” in English along with Slogan or Tagline 4. Stretched Fur or Skin/Tanned Hide to depict trapping and fur trade 5. Stretching Frame in Birch Bark or Willow 6. Stretched Fur/Skin is meant to depict the “island” 7. Strips of Leather that is used to stretch skin tight has 4 of them that are larger/longer than others. This is to depict not only the N/S/E/W of a compass, but also shows the four geographical/political aspects of the people and the island 8. Moose antler depicts “Moose” (see four variations: realistic texture; needlework; beadwork; black silhouette) 9. Moose antler shape can also depict the island’s fossils

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Revised Logos

Sketches that depicted the moose antler were well received by community members that attended the March 2004 Workshop Planning Session. However, some people felt that the antler was not easily recognizable as belonging to a moose – it could be confused with a deer antler. There were two more sketches mocked up: one shows a wider antler, still stylized, but more closely resembling a moose antler; and the other shows a silhouette of a moose instead of the antler. All other components remain the same as shown in the first sketches.

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Chapter 6:

ORGANIZATION

AND MANAGEMENT

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6. ORGANIZATION AND MANAGEMENT

6.1 The Board

The affairs of the MFTA will be managed by a Board, to be appointed, MFTA consists of 14 members representing diverse interests in the community, including:

ƒ Moose Factory Local Services Board 1 Member ƒ Moose Factory Cree First Nation 1 Member ƒ MoCrebec Council of the Cree Nation 1 Member ƒ Northwest Company 1 Member ƒ Ontario Northland Transportation Commission 1 Member ƒ Ontario Heritage Foundation 1 Member ƒ Representative of Moosonee 1 Member ƒ Historic Sites Committee 3 Members ƒ St. Thomas Anglican Church 1 Member ƒ At large 3 Members 14 Members

The Board will keep such books and records of account, and is such form and manner, as deemed necessary, and will submit financial statements to the local services board annually.

The board will appoint a direct, who will be responsible for the day-to-day operation of the attraction. This should be a senior –level appointment, ensuring a person with skills in operations, management, finances, marketing, as well as a sensitivity for culture/heritage attractions.

Mission Statement

MFTA should have a mission statement that is brief and inspiring statement of the institutions reasons for being. The mission statement is a framework policy from which all other policy and operational decisions will flow.

The following mission statement is recommended for Moose Factory Tourism Authority.

Moose Factory, as a gateway to culture, history and nature exists as an instrument of communication promoting and diffusing understanding and appreciation for the past, present and future heritage of the Cree people and our culture.

Statement of Purpose

The statement of purpose relates to the principal functions which must be addressed as part of the mandate. There are six functions.

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Preservation and of the various buildings, outbuildings, landscape, HBC Restoration cemetery and church

Property Management of a high quality tourist attraction and historic site

Business Management of an in-bound tour operation with opportunities fro joint venture and entrepreneurial activity

Research of the Island, of the Cree, political, social and physical /Documentation history necessary for restoration, marketing, collections, exhibit, public programmes and publications

Exhibition permanent and temporary, in-house and extension.

Interpretation education, publications, lectures, pageants, festivals, tours

6.3 Staff Needs

This section summarizes the staffing requirements for providing the services recommended in this report. The staffing plan is intended to reflect the developed product through the first ten years of operations.

1. Administration which includes: Financial management Policy and planning Personnel administration Marketing and promotion Membership recruitment Clerical staff

2. Facility Management which includes: Physical plant operations Installation of exhibits Provision for security Tour packaging and liaisoning Maintenance and repairs Housekeeping Reception and ticketing Gift shop

3. Public Programs which include: Interpretation Education Recruitment, training and coordination of volunteers Exhibit presentation and content Events and activities Food services

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4. Program Interpretation and Collections Care which includes: Monitoring and ongoing restoration of the buildings, cemetery and grounds Acquisition and repatriation of artifacts Exhibit planning Conservation maintenance Archaeological programme

5. Inbound Tourism Company which includes: Central Booking Packaging Bulk Purchase Co-ordination Independent Operators Product Club Train-back / Plane-back

The above functions must be the responsibility of either paid or volunteers. It would be the director’s responsibility to appoint and direct staff. Obviously with the seasonal nature of the site and the tourism demand many of the functions would be seasonal. Also the realities of operating dictate that staff would be expected to be multi-tasking.

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6.3 Institutional Policies

FACILITY USE AGREEMENT

THIS AGREEMENT made the day of March, 2004.

BETWEEN:

MOOSE FACTORY TOURISM ASSOCIATION, an unincorporated association resident in Moose Factory, Ontario (the “MFTA”)

- and -

ONTARIO NORTHLAND TRANSPORTATION COMMISSION, a body corporate created and existing under a Statute of the Province of Ontario, being R.S.O. 1960, chapter 276 (the “Lessee”)

- and -

THE NORTHWEST COMPANY, an incorporated company resident in Winnipeg, Manitoba (the “Lessor”)

WHEREAS:

A. The MFTA has entered into a conditional funding agreement for infrastructure projects with Her Majesty The Queen in Right of Ontario as represented by the Minister of Culture (the “Funding Agreement”) whereby the MFTA is to receive financial assistance to finance the upgrading and rehabilitation of certain tourist attractions in Moose Factory, Ontario.

B. The MFTA has identified the powder magazine, Blacksmith shop and their adjacent lands located in Centennial Park (collectively, the “Facilities”) as important tourist attractions with historical value in dire need of upgrading and rehabilitation.

C. The Lessor is the owner of the Facilities, which Facilities are leased to the Lessee under a lease agreement dated November 22, 1967, as amended, between the Lessor and the Lessee (the “Lease Agreement”).

D. The MFTA, pursuant to the Funding Agreement, seeks consent from the Lessor and Lessee to have access to the Facilities and to undertake the upgrading and rehabilitation of the Facilities to ensure they meet applicable health and safety standards; to ensure the historical value of the Facilities is preserved; and, to ensure the Facilities remain available to the general public as tourist attractions.

E. The Lessor and the Lessee wish to have the MFTA undertake the upgrading and rehabilitation of the Facilities.

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F. The financial assistance available to MFTA under the Funding Agreement is conditional upon the execution of an agreement between the parties hereto to ensure the MFTA has the consent of the Lessor and Lessee to undertake the proposed upgrading and rehabilitation of the Facilities and to ensure MFTA has access to the Facilities to undertake and complete such work.

NOW THEREFORE in consideration of the premises and the mutual covenants and agreements hereinafter contained and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties hereto covenant and agree with each other as follows:

1. The Lessor and the Lessee hereby consent to having the MFTA undertake the upgrading and rehabilitation of the Facilities (the “Improvements”) and the MFTA hereby agrees to undertake the Improvements as contemplated under the Funding Agreement and neither the Lessor nor the Lessee shall be obliged to contribute financially to these Improvements during the term of this Agreement.

2. The Lessor and the Lessee hereby grant the MFTA and its employees, contractors or agents, access to the Facilities, as required, during the term of this Agreement for the purpose of the Improvements to the Facilities.

3. The MFTA agrees to keep the Lessor and the Lessee apprised, in writing, of the progress of the Improvements commencing with the project study, planning and design phase of the Improvements to the final report phase of the Improvements.

4. The Lessor hereby warrants and represents that it is the registered owner of the Facilities in fee simple with good and marketable title thereto.

5. The Lessor and Lessee hereby acknowledge and agree that the Lease Agreement is in good standing.

6. The Lessor agrees that notwithstanding the termination of the Lease Agreement, the Facilities shall remain available to:

a. the MFTA to complete the Improvements; and

b. the general public as tourist attractions for the duration of this Agreement.

7. The Lessee agrees that the Facilities shall remain available to the general public as tourist attractions for the duration of this Agreement.

8. Each of the Lessor and the Lessee hereby agree and acknowledge that it is not a party, nor will it become a party during the term of this Agreement, to any agreement which would have the effect of prohibiting, delaying or otherwise preventing:

a. the MFTA from undertaking the Improvements to the Facilities; and

b. the use of the Facilities as a tourist attraction for the general public.

9. This Agreement shall terminate and be of no force and effect as of March 31, 2027 at which point the Lessor and the Lessee may continue to enjoy the benefits of the Improvements made by MFTA to the Facilities.

10. In the event that Her Majesty the Queen in Right of Ontario terminates the Funding Agreement with MFTA for any reason, the MFTA shall be permitted to terminate this Agreement upon 30 days written notice to the Lessor and the Lessee.

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11. If any provision of this Agreement shall be held by a court of competent jurisdiction to be illegal, invalid or unenforceable, the remaining provisions shall remain in full force and effect.

12. No party to this Agreement shall be permitted to assign its obligations hereunder without notice and consent to the other parties, such consent not to unreasonably withheld.

13. This Agreement shall be binding upon and enure to the benefit of the parties and their respective successors and assigns. This Agreement constitutes the entire agreement between the parties with respect to the subject matter hereof and there are no terms or representations or warranties with respect to the subject matter hereof other than those contained herein. This Agreement shall not be amended except by a memorandum in writing executed by each of the parties.

14. This Agreement may be executed in one or more counterparts, all of which shall be considered one and the same agreement, and shall become a binding agreement when one or more counterparts have been signed by each of the parties and delivered to each of the other parties.

15. This Agreement will be governed by and construed in accordance with the laws of the Province of Ontario and the laws of Canada applicable therein.

IN WITNESS WHEREOF, the parties have executed this Agreement as of the date first written above.

ONTARIO NORTHLAND TRANSPORTATION COMMISSION

Per: ______c/s ●

I have authority to bind the Corporation.

THE NORTHWEST COMPANY

Per: ______c/s ●

I have authority to bind the Corporation.

MOOSE FACTORY TOURISM ASSOCIATION

Per: ______c/s ●

I have authority to bind the Corporation.

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6.4 Memorandum of Understanding

This Memorandum of Understanding details the creation of a Management Board, as an entity of the Moose Factory Tourism Association (MFTA). This Board shall be comprised of members of the Moose Cree First Nation, Local Services Board, MoCreebec Council of the Cree Nation, Northwest Co. (NWC), Ontario Northland Transportation Commission (ONR), Ontario Heritage Foundation (OHF), Moosonee Representative.

Rationale The purpose of this Memorandum of Understanding is to formally acknowledge the commitment of the parties to work co-operatively with the Moose Factory Tourism Association in the management of the Aboriginal, Cultural and Heritage sites in the Moose Factory Island and specifically the lands associated with Hudson Bay Fort and surrounding areas. (See Schedule A – Key Map)

Moose Factory Island is of critical importance to Aboriginal culture and heritage, as the area contains occupation and burial sites dating back thousands of years. Similarly, the area holds significance as one of the earliest settlements in English speaking Canada. There has been consultation and the MFTA has been mandated by the local First Nation communities to prepare a master plan and management strategy for the Centennial Park area and the remaining historic features including buildings landscape and cemeteries. A number of Elders were consulted and have expressed concern over the need to preserve existing historic sites and buildings. At the present time questions of land ownership, leases and management are confusing and lack clear statement of responsibilities. As there have been no specific community protocols, standards or agreements in place, to which they have had a voice or input into the care and use of the site it is impossible to move forward. Through a Steering Board formed jointly, by the parties listed above, this Memorandum of Understanding has been developed to formalize procedures by which all parties who have traditional and /or contemporary ties to The Hudson Bay Fort Site can have real and meaningful involvement in the management of the interpretation of its historic resources.

Recital 1. The parties agree to form an Interpretive Park Management Board having equal representation to jointly consider all development plans and activities having impact on the resources of the area. 2. The parties agree to consult with, and assist each other in the protection, management and / or interpretation of all resources including the Aboriginal cultural and heritage sites within area. 3. The parties agree to consult with and assist each other to participate in the general management of financial responsibilities associated with the area operations as a tourism attraction and local interpretive park.

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Understanding The parties adopt this Memorandum of Understanding in order to promote the cooperative management of Centennial Park, to promote employment of First Nation Members in the development of sustainable cultural/heritage tourism enterprises, and for the protection of Aboriginal cultural heritage, artifacts and sites on the Island as defined above.

1. The Management Board will actively pursue the advice of the Aboriginal community (and in particular the Elders) in the management of Park, and will consider all recommendations of the Aboriginal Elders in good faith. 2. The parties acknowledge that in their capacity as members of the Management Board, the decisions and advice that they give must comply with existing regulations and relevant legislation.

Non-derogation

1. This Memorandum of Understanding is evidence of the good faith of the parties to work together in the spirit of co-operation. It is not intended in any way to impact upon or act as surrender to any claims or rights of land tenure or ownership or claims arising as a result thereof, nor impede any other rights that may exist in relation to Centennial Park.

Objectives

1. The Management Board will be responsible for the annual operation and control of the Moose Factory Tourism Association and will undertake to provide a review of the annual operating results with each of members of the Moose Cree First Nation, Local Services Board, MoCreebec Council of the Cree Nation, NorthWest Co. (NWC), Ontario Northland Transportation Commission (ONR), Ontario Heritage Foundation (OHF). . 2. All plans for future development plans will be developed through the Management Board and will be first considered by the Elders, and their recommendations will be duly recognized and considered in the decision process:

a) The Board will meet with the Elders in the summer of each year, as organized by MFTA representatives, to present and discuss the outcomes of the prior year operation, and any development and maintenance plans for the coming year. b) The Moose Factory Tourism Association representatives will ensure that the advice and considerations of the Elders will be provided to the Board prior to the formulation of potential major and minor projects. c) The Board will ensure that all development projects reflect a portion of the budget being directed specifically to the promotion, enhancement, and interpretation of resources in Aboriginal language. d) The Board will ensure the equitable participation of members in the operation and maintenance of the Park as well as any development projects and programming. e) The equitable contribution towards project budgets (in kind and cash) will be determined by consensus of the Board. f) It is understood that associations and private tourism operators operating within or proposing to operate on the Island shall be considered for representation on the Management Board and, where accepted by the Parties, shall assume a full and equal share of rights and responsibilities in all matters related thereto.

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Commencement, Cessation and Amendment 1. This Memorandum of Understanding shall take effect from the date of signing and shall remain in force for a period of two years subject to review and agreement by all parties. 2. This Memorandum of Understanding may only be amended by the written agreement of all parties.

Reporting At least once every twelve months the MFTA shall forward a report in writing to all the Parties containing the following information:

1. The minutes of all meetings of the MFTA held over the preceding period reflecting attendance, recognized absences, and members who were absent from those meetings without leave of the Board or without being excused by the MFTA; and 2. Such other information as may be requested from time to time by any of the Parties and which the MFTA determines to be appropriate to include in the report. 3. Distribution of the annual report shall be the responsibility of the members of the Board.

Frequency of Meetings 1. A quorum of the MFTA shall meet a minimum of three (3) times per year, or as required, on the dates and times and at the locations determined by the MFTA. 2. A meeting of the MFTA may be requested by any of the parties at any time on sufficient notice where such notice is not less than 14 days in advance of the date of the meeting. 3. A member of the MFTA may be included in the meeting by way of telephone or other electronic conferencing device where the members consider it would be expedient or appropriate to do so or the urgency of the business to be transacted or considered would prevent the members from meeting in person. 4. The MFTA may at any time invite additional representation of the Parties to attend any meeting. 5. Whether a meeting will be open or closed is to be determined by the MFTA in keeping with applicable legislation and rules of practice.

Independent Assessment 1. The MFTA will ensure that a cost item is reflected in all development plans reflecting a contribution toward the reasonable cost of an independent review. 2. Where development plans are to be considered in detail, the Parties shall have the right to request a review of the plan from any person with relevant qualifications or experience. 3. Where an independent review is requested, the review shall be carried out on the following basis:

a) A request for proposals (RFP) will be developed by the MFTA and submitted to the Parties for approval and / or input prior to release of same and will include selection criteria to be used in assessing subsequent submissions. b) On approval from all parties, the RFP will be issued to invite interested parties to submit detailed proposals as to budget, scope of work, and methodologies. Submissions will be reviewed against selection criteria and final selection made by the MFTA. c) Written instructions are then to be provided to the selected reviewer (Terms of Reference and Letter of Engagement) for the work to be carried out.

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d) For the purpose of carrying out the work of the contracted review, the MFTA will provide all documents, reports, and surveys considered relevant to the plan and anticipated impacts on the care, control and management of Sites. e) At least once during the independent review process, and again at completion of the review, all parties will be invited to attend a meeting with the MFTA and the reviewer to participate in discussion and exploration of the review materials with the reviewer.

Independent Budgets The MFTA will establish its own operating budget separate from that of each of the parties and separate from project related costs. The budget will be prepared and submitted to the members for an annual allocation. The budget will outline the following costs and expenses: 1. The costs that are reasonably required to support the annual meeting with the Elders (including room rental and materials/supplies, Sitting Fees, honoraria, etc); 2. Expenses reasonably incurred by members of the MFTA in the performance of their duties (conferences, travel, training, presentations etc) as may be reasonably expected and planned for by the MFTA; 3. Other administrative fees as deemed appropriate.

Insurance Where MFTA, or voluntary workers authorized by the parties Service, voluntarily work on or off the lands pursuant to this Memorandum of Understanding those members and workers will be covered under the existing insurance coverage of the title owner of the land against any injury sustained during or arising from that work subject to normal constraints of the governing policy at the time of coverage.

Fees, Guidelines and Exemptions 1. The parties agree in the course of developing and managing the sites, that proposals with respect to the levy of fees and charges for entry, commercial operation, outfitting, guiding, rental of structures, equipment uses, and other like matters will be developed by the Board and submitted for approval of the communities under the auspices of the Moose Factory Tourism Association (MFTA). 2. The parties agree that all exemptions shall be considered on an individual basis and do not include exemption relative to membership in clubs or associations operating within the Park. It is additionally understood that associations and clubs operating within or proposing to operate within the Park shall be considered for representation on the Management Board and, where accepted by the Parties, shall assume a full and equal share of rights and responsibilities in all matters related thereto. 3. The parties additionally agree that the MFTA will have the responsibility for the development of guidelines and standards for the provision of commercial services including certification, training, and insurances, as well as establishing quotas, visitor maximums, registration systems, and educational programs for the protection and sustainability of the resources. 4. The parties agree that the MFTA will have the right to consider and approve or deny any exemptions for Aboriginal people related to the above, and that the provision of an exemption shall apply only to fees.

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5. The parties agree that the granting of exemption will be on the basis that the applicant(s) shall be bound by a set of conditions governing access to and use of the facilities and features. Furthermore, it is understood that any such exemption shall be consistent with this Memorandum of Understanding, applicable legislation, and any insurance policies in force under the land titleholder, and any Management Plans, Policies and Guidelines established by the MFTA and approved by the parties. 6. If the MFTA does not approve of an exemption from fees in relation to the Park the MFTA shall provide the Parties with a summary of the decision outlining reasons for that decision in the event that the applicant for exemption wishes to appeal the decision to one of the Parties. In the event of such an appeal, the Parties agree that the decision of the MFTA will be considered in light of the information provided by the applicant. The Parties (jointly or independently) may then submit an appeal summary to the Elders with statements either supporting or rejecting the applicants appeal. The MFTA will consider seriously the additional arguments for and against and shall meet separately with all representatives to arrive at a decision as to the appeal. 7. The MFTA shall at its discretion, or at the discretion of any such party to whom the MFTA delegates the authority by way of resolution or appointment, revoke an exemption if there is reason or evidence to believe there has been a contravention of the conditions under which that exemption was granted.

Research and Information 1. The MFTA shall continue to implement a program to identify, protect and record Aboriginal cultural sites throughout the Island. 2. Programs shall be developed and implemented in consultation with the Elders, and may include such additional work and dealings with educational institutions and such professions and regulatory bodies as required to reasonably pursue such programs. 3. The Management Board shall keep confidential the nature and location of any protected or sensitive sites identified and recorded pursuant to this Memorandum of Understanding and, unless otherwise required by law shall not, disclose any information about the sites.

Access to Information 1. The Management Board may request at any time that the Parties provide access to documents or information known to be in their possession and relating to Hudson Bay Fort and, so far as is reasonably practicable, the Parties shall undertake to comply with such requests. 2. The Parties may refuse to give access to any document that is an exempt document within the meaning of the Freedom of Information Act, subject to privilege, any privacy laws, or information that was provided to the Parties in confidence.

Dispute Resolution If any of the Parties hereto is dissatisfied with any decision of the Management Board regarding the Centennial Park, they shall notify the Management Board and if the dispute cannot be resolved by discussions between the parties it shall be referred to the Elders. A decision on such matters rendered by the Elders will be considered final

Legal Obligations of the Memorandum of Understanding The parties acknowledge that this Memorandum of Understanding shall not give rise to any legal obligations between their respective organizations.

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Review of the Memorandum of Understanding This Memorandum of Understanding shall remain in force for a period of (5) Five years from date of signing, and thereafter shall be subject to an annual review. All representatives of the Management Board must agree to any outcomes of the review, and any changes proposed shall be submitted to each of the Parties for consideration and approval.

Signed this ______day of ______in the year ______

For Moose Cree First Nation: ______

Witness: ______

For MoCreebec Council of the Cree Nation: ______

Witness: ______

For Local Services Board: ______

Witness: ______

For The NorthWest Co.: ______

Witness: ______

For Ontario Heritage Foundation: ______

Witness: ______

For Ontario Northland Transportation Commission: ______

Witness: ______

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Chapter 7:

FUNDING

STRATEGY

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7. FUNDING STRATEGY

7.1 Heritage Tourism Initiatives

The Master Plan for Moose Factory Island sets out the key components of the overall vision. It focuses on changes to the physical fabric and setting and on the means of implementing theses changes. Upon arrival to the Island, visitors should experience a sense of uniqueness and perhaps a sense of coming to a distinct, if not foreign place. The boat taxi from Moosonee establishes a transition and is a bit of an experience in itself. From arrival at the dock and throughout their Island visit the programming, the interpretive displays, the signage and the support facilities should serve to introduce the visitor to important aspects of the Cree history and to the various sites as seen through the Cree perspective.

The plan responds to the need to make the operation sustainable. It will include retail outlets, a restaurant, bed and breakfast operation and an in-bound tourism operation.

The Benefits

One of the real benefits of the proposed process will be to provide a model of sustainable development through the protection of important resources in an economically viable way.

Community Participation: Heritage nature and cultural tourism if properly directed can reach much further into the fabric of a community and a region. The argument to renovate 19th century Euro-Canadian examples of architecture and site development will only go so far if they are not linked to employment and income for the local population and an anchor attraction with popular appeal.

Charting a Sustainable Development Course: The master plan provides a framework which will need further elaboration and focus. The next stage for Moose Factory is to actually undertake capital works and go beyond the planning stages.

Economic Diversification: Moose Factory, through its tourism association which represents all Island interests (MFTA), must take control of tourism on the Island and traditional territories in the region. “We need to position Moose Factory as the tourism destination, not the train end of a ride.” MFTA can lead Moose Factory and other James Bay communities to define and should chose elements of their territory, history, and culture to create a distinct tourism destination.

It is our opinion that Moose Factory has the product potential in its cultural, historical, and nature products to compete very effectively with other global destinations.

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There is one caveat: the MFTA must create a tour packaging company. The role of this company will be to combine a number of tourism products into a series of products of significant draw and value for people to come to Moose Factory specifically for them. The packages must include enough activities and programs to draw and keep people on the Island for a period of time (2 or more days).

The principle components are summarized in the chart below.

Area Development Component

Management Structure • In-Bound Tourism Operating Co. • Public/Private Partnership & Facility Use Agreement • Moose Factory Tourism Association • Implementation of Programs • Education • Training • Brokering and Financing • Marketing Programming & • Major Events, Festivals Interpretation • Site Entertainment Programs • Interpretive Exhibits and Signage • Linkages to Nature Attractions • Animation & Guided Tours • Craft Development and Training • Youth Facilities Heritage Tourism • Heritage and Interpretive Pods Attractions • Trade Shop Restaurant at Staff house • Museum Upgrade • St. Thomas Church • Centennial Park buildings and Landscape • B&B Services in Historic Properties Heritage Restoration • Restoration of Key buildings at Centennial Park • Rehabilitation of Small Houses and the Staff House for B&B Operation • Restoration of the HBC Cemetery Infrastructure & Operations • Waterfront walkway and Park system • Development of Skate Boarding Park • Development of Interpretive Pods • Wharf and dock area development • Outdoor Lighting & Street Amenities • Lodging & Associate Attractions

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It is proposed that the central management agency be the Moose Factory Tourism Association Inc., which would have as its mandate the implementation of the agreed vision for Moose Factory. MFTA will:

• Undertake to secure funding • Serve as broker and facilitating mechanism for private sector investment • Enter into Facility Use Agreement with Ontario Northland Transportation Commission, Ontario Heritage Foundation and the Northwest Company • Implement an animation and interpretive program for the community • Develop the plans and related documents approved in the Master Planning Exercise

Because of the nature of the plan and the multiple ownership of lands, a strong partnership is imperative. Roles and responsibilities must be clearly defined for each stakeholder group, and each must subscribe and commit to the economic framework.

The Business Case

The business approach to developing and operating the Moose Factory Heritage Attractions is both exciting and practical. It recognizes that the First Nations and the Community cannot be expected to finance and maintain such an operation. The implementation mechanism is identified in this study as the Moose Factory Tourism Association. The study describes the objectives, functions, implementation mechanisms, and organizational structure for the corporation, as summarized in the following diagram:

One of the guiding principals outlined for the project is “to run the site as a self-sufficient community heritage initiative”. Achieving this goal will be a challenge and requires that significant planning and that a spirit of cooperation be shown in the identification and development of revenue generating opportunities within the overall project. The Moose Factory Tourism Association proposes to make Moose Factory a “Nature and cultural Island Destination”. An integral component of this development will be the creation of an inbound tour package company. The purpose of this company will be to combine individual tourism products into a single trip package and market it for tourists. These packages would include transportation, accommodation, food, attractions, and activities to create a unique, well organized and enjoyable travel experience sought by today’s consumers.

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Financial Support

Start - Up Ongoing Operations

Capital: Revenue Base as a Stand • Provincial/Federal alone attraction: Government contributions ƒ Gate Fees • Ontario Northland ƒ Surcharge of $5 on Transportation Commission passenger tickets ONTC • Northwest Company ƒ Grants and funding • Ontario Heritage programs Foundation ƒ B&B Operations • MFTA ƒ Sale of food & beverage • Private Donations ƒ Direct or commission of cultural products Operations: ƒ Fees from special events ƒ Annual Contributions NWC, • MFTA authority to manage LSB, OHF, MOCREBEC, land MCFN. • Community Services in kind

• Ontario Northland Revenue Base for Moose Transportation Commission Factory as a Destination: • Ontario Heritage ƒ Commission from sales of Foundation all linked products thru • Northwest Co. MFTA • Community Futures ƒ Fees for delivery of training • ABC programs ƒ Surcharge in bound tourists ƒ Fees for School districts education linked to curriculum ƒ Provincial/Federal Grants

In the start-up Phase, it is necessary that the seed money financing for the initial work come from both Government and the local contributions. As partners are assembled for the various activities, the MFTA needs to be in a position to maintain an infrastructure and skeleton staff. To do this they require a guaranteed revenue stream. For the restoration financing, we are suggesting that MFTA serve as facilitator for the funding by providing the following services: on going protection and management of the physical resources, linkages to the community, public sector programs, and private corporations and access to public sector

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financial programs. We are recommending that the owners of the property and lease holders commit to financing the capital costs and ongoing operations and that both federal and provincial government commit to this initiative on a matching funding formula.

Preliminary cost estimates have been prepared for expenditures related to Centennial Park, the Church, and island wide discovery walking tour. It is estimated that the cost for phase 1 will be in the range of $1,353,000 over 4 years. A proposed funding and budget scenario has been put forward which will require a cooperative commitment from a variety of participants. The cost of Phase 2 is in the range of $2,530,000 over two years and Phase 3 will cost $4,000,000.

Phase 1 includes: Powder Magazine, Blacksmith Shop, HBC cemetery, Staff House repairs. McLeod House, Sackabuckiskum House, Turner House, Museum Exhibits, Maintenance Shed Washrooms, Bake oven, Skateboard Park and 2 nodes,

Phase 2 includes: landscape, the Church, 11 interpretive pods the Quick Stop, Shipwright and Staff House

Phase 3 includes: Heritage Centre

The ongoing operations as set out in the business plan will generate sufficient revenue to maintain staff, operate the staff house, museum and the park, There is no potential for repayment of debt and thus the use of traditional financing is not a viable source of revenue. Even with capital funding in the form of grants, the revenues are tight and the development must be run in a business like manner and marketing must form an integral part of management’s activities.

7.2 Potential for Private Sector Participation

There are three groups with ownership/management responsibility. These are the Northwest Company (NWC) who owns the majority of the site; the Ontario Northland and Transportation Commission (ONTC) who holds the prime lease for the lands, and the Ontario Heritage Foundation (OHF) who own 4 buildings on the property. The Moose Factory Local Services Board (MFLSB) made up of the Moose Cree First Nations (MCFN) and MoCreebec Council of the Cree Nation (MOCREBEC), has entered into a funding agreement with both Federal and Provincial Governments to assist all parties in financing the upgrading and redevelopment of the tourist attraction. And finally, the Moose Factory Tourism Association (MFTA) a non-profit corporation, who provides the coordinating role for these different players. A strong public/private partnership is indispensable to this project’s success. Roles and responsibilities must be clearly defined for each stakeholder group; a facility use agreement authorizing the management of privately owned lands and, most important the will to subscribe and commit to the economic development program.

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7.3 Notional Breakdown of Funding Sources

Estimated Property Partners / Division Confirmed / Timeframe Project Deadlines Cost Owner Funders of Cost Proposed for Work

Provincial NWC 43,333 Proposed approval Hopefully Restoration of HBC 43,333 Proposed 236,385 NWC must May - October Powder Magazine Community 43,333 Proposed be spent by 2004 Superbuild 260,656 Confirmed 2006.

NWC (Included Restoration of HBC 143,611 NWC in cost Blacksmith Shop Community above.) Superbuild

HBC HBC Cemetary 18,987 HBC 18,987 Proposed NWC New capital Look for Bake Oven 49,497 project funding NWC source.

We access rmp cellar Waiting for HBC Staff House wall/porch/balc, Complete bids Summer - Fall Repairs / 80,000 (?) OHF mens washr, amount to confirm work 2004 Upgrades brdwk in park, allowed. extr of houses.

270,023 Work with OHF Limited Scope OHF HBC Staff House OHF Community Additional to apply to Trillium Work Req. Trillium

100,000 OHF McLeod House 44,655 ** Private Proposed NWC donation For the Sackabuckiskum OHF 40,079 ** three Proposed House NWC servants. Houses in OHF Turner House 42,065 ** the Proposed NWC park.

Bishop of Fed Nor No funding St. Thomas Talk to 791,446 Diocene of Community until Church Robert Moosonee Diocene? October 2004

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Look for New capital NOHFC funding / Feasibility Capital Boatworks 549,569 project HBC grant Study 2006 NWC Community requireme 2005. nts. Centennial to demo ONTC Contact Fall 2004 / ONTC Museum 8,346 NWC Gord Spring 2005? 20,000 Prev. Museum Exhibits 20,000 ONTC ONTC Contact 2004 confirmed Gord

Mainenance Shed unknown ONTC Contact Will review / Washroom (getting ONTC 2004 NWC Gord proposal Upgrade estimates)

Work with NWC Verbally Managers Yard unknown NWC Jim 2004 MFTA confirmed Deyell. Contact Will cover Storefront unknown NWC NWC David 2004 cost and Herb. Contiue to NWC work Site, surr Feasibility Community with Capital Heritage Facility unknown buil Study NOHFC David, 2006 NWC 2005. JNAC DCH Herb and Jim.

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Appendix A:

PROJECT TEAM

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THE PROJECT TEAM

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John Stewart – Project Manager, Landscape Architect Ian Hunter – Conservation Technologist Hal Kalman – Planning Context & Significance, Historian Annie Dalton – Graphic & Exhibit Design Gill Hyland – Landscape Architect Christopher Stewart – Wendy James – Layout & Report Production

Commonwealth Associates

Roger LeFrancois, HLA Consultant – Marketing Juanita Marois, HLA Consultant Chris Tossell, CTA Architect Lorraine Brown, Apropos – Interpretive Planning Shawn Patterson, Fort William Extension Service W. Bruce Stewart, CRM Group Bob Beal, Fort des Prairies Associates/Associes John Silburn, Restoration Engineering John Long, Nipisssing University

Moose Factory Community Members

Laurie Philip, Moose Factory Tourism Association Liz Blackned, Moose Factory Tourism Association Greg Spence, MoCreebec Randy Kapashesit, MoCreebec Norm Wesley Allan Jolly Elizabeth Chum Janie Weistche

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Historic Sites Working Group Members

Christine Struyk Lillian Trapper Clarence Trapper Bob Chilton Bert Morrison Lucy Morrison John Edmunds Paul Borgardo Rita Cheechoo Nellie Faries Jennifer Craig Violet Chum Candice Tourville John Turner

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Appendix B:

STATEMENT OF

INTENT DESCRIPTION

& APPLICATION

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AB-1 Statement of Intent

Project Information

This is a request to Aboriginal Business Canada for $45,000 to assist with the completion of a market study, business plan, and implementation plan for the Moose Factory Tourism Association (MFTA) Inbound Tour Packaging Company.

Description of the Project

Moose Factory is an island located on the Moose River, near James Bay, Ontario. The total island population is approximately 2,800 people, comprised of members of the Moose Cree First Nation Reserve, MoCreebec Council of the Cree Nation, federal and provincial employees.

During the summer months, The Polar Bear Express and the Little Bear trains have daily arrivals in, and departures from Moosonee, ON. Currently, the number of visitors arriving on this train is approximately 18,000 per season. Most tourists spend the afternoon in Moosonee. Some will spend one night. A few take day trips to our island offered by an operator out of Moosonee.

The inventory of ready tourism products in Moose Factory has grown significantly since the 1990s, but the number of tourists spending time and money on the island has not. We would like to bring these tourists across to our island to stay several nights - with our operators providing quality culture and nature based experiences, both on and off the island.

The Moose Factory Tourism Association proposes to make Moose Factory a nature and cultural island destination. An integral component of this development will be the creation of an inbound tour packaging company. The purpose of this company will be to combine individual tourism products into a single trip package for tourists.

By creating packages that combine a number of separate products, this project will:

• Develop a consistent source of revenue for the MFTA • Improve the financial viability of individual operators in Moose Factory and area • Bring more business to the Cree Village Ecolodge and other accommodations • Increase Aboriginal content in tourists’ visits to Moose Factory • Facilitate increased community involvement in tourism activities • Improve tourism product offerings in Moose Factory • Increase regional coordination of tourism products • Make visits to Moose Factory more accessible and attractive to tourists • Create more authentic culture and nature based tourist experiences • Develop quality standards for our operators • Support training programs for hospitality personnel

History of Tourism in Moose Factory

Moose Factory is one of the most significant sites in early Canadian History. It represents a major developmental strand in the economy, exploration and settlement of the nation. Moose Factory was designated a National Historic Site in 1957.

In 1964, the Polar Bear Express, operated by the Ontario Northland Transportation Commission (ONTC), introduced excursion trips to Moosonee, ON. About the same time, ONTC, along with Ontario Heritage Foundation obtained heritage buildings from the area and relocated them to Centennial Park in Moose Factory. This site, along with a small Hudson’s Bay Company museum, interpreted the fur trade history of the region.

At its peak in the 1970s, the Polar Bear Express brought 30,000 tourists to Moose Factory. This ridership dropped to about 17,000 in the 1980s, and has remained relatively constant. Our local Aboriginal population had little involvement in the provision of tourist services during this period, and this trend has continued.

History of the Moose Factory Tourism Association (MFTA)

In 1993, the Moose River Tourism Committee was created to increase Aboriginal involvement. Today this organization is called the Moose Factory Tourism Association (MFTA) with a mandate to:

provide a comprehensive approach to developing and enhancing (eco)tourism for Moose Factory. This involves an integrative approach that goes beyond capital development and enhancement to also include other critical areas such as community participation, programming and development, packaging and training.

Some of our achievements to date include:

• initiating the Aboriginal and Ecotourism Employment Training Project (AHEET) in 1997 • taking on the management of Centennial Park in 1999 • completing a feasibility study for the Fur Trader Village at Moose Factory in 1999. (This project is currently moving into the next phase of detailed planning and will benefit greatly from the proposed packaging company)

The MFTA Inbound Tourism Packaging Co will facilitate the fulfillment of the MFTA mandate. Moose Factory has a number of quality, market ready tourism products, but packaging is required to make these individual products more accessible and attractive to tourists. Currently, the island and its tourism operators receive little (or no) benefits from tourism.

Tourism Resources

The Moose Factory inventory of tourism products has grown substantially since 1993. A number of independent tourism businesses, large and small, are currently operating or in development:

• Accommodation/Lodges o Cree Village Ecolodge o Wa-sh-ow James Bay Wilderness Centre (in development) o Kesagami Lake Lodge o Norm and Jeans Bed and Breakfast • Attractions/Activities/Ecotourism o Fur Trader Village at Moose Factory (in development) o Centennial Park o Cree Culture Interpretive Centre o Moose Cree Outdoor Discoveries and Adventures o Tidewater Goose Camps • Transportation o AirCreebec o Wabusk Air o Expedition Helicopters Inc. o Dunn Helicopters o Bushland Airways o Helicopter Transport Services o Ontario Northland Transportation ƒ Polar Bear Express ƒ Little Bear • Arts and Crafts o Cree Cultural Craft Shop o The Craft Room o The Gift Basket • Restaurants and Fast Food o Cree Village Ecolodge o Miichisowi Kamik o Tea House (operated by Anglican Women’s Club) o Quick Stop KFC and Pizza Hut o Bob’s Burgers o Jimmy’s Pizza

Each operator plays a significant and separate role in creating visitor experiences. To be a nature and cultural island destination, we need more than just good lodges and attractions. We need to be able to offer our guests unique, well-coordinated, nature and culture experiences. This type of coordination is difficult for independent operators to achieve.

As the organization assigned with overall coordination responsibilities for the Moose Factory hospitality industry, the MFTA proposes to create an inbound tour packaging company. The purpose of this company will be to combine individual tourism products into a single trip package/tourist experience. These packages could include transportation, accommodation, food, attractions, and activities to create the unique, well organized, and enjoyable travel experiences sought by today’s consumers. By creating packages that combine a number of separate products, this project will:

• Develop a consistent source of revenue for the MFTA • Improve the financial viability of individual operators in Moose Factory and area • Bring more business to the Cree Village Ecolodge and other accommodations • Increase Aboriginal content in tourists’ visits to Moose Factory • Facilitate increased community involvement in tourism activities • Improve tourism product offerings in Moose Factory • Increase regional coordination of tourism products • Make visits to Moose Factory more accessible and attractive to tourists • Create more authentic culture and nature based tourist experiences • Develop quality standards for our operators • Support training programs for hospitality personnel

The Moose Factory Tourism Association Inbound Tour Packaging Company

In 2001, the MFTA, along with our partners, the Moose Cree First Nation and the MoCreebec Council of the Cree Nation approved the Destination Moose Factory Ten Year Strategic Development Plan for our Aboriginal Hospitality Industry. Our mission is “to work together to provide our guests with authentic and well coordinated Aboriginal cultural tourism and eco-tourism experiences and services.” The plan also identified a number of objectives, many of which will be addressed through the MFTA Packaging Co.:

• To develop programming that will appeal to guests seeking educational, adventure, cultural, and nature experiences • To invest in creating awareness of the Moose Factory region as a recognized adventure and ecotourism destination and brand in domestic, U.S., and overseas markets • To develop partnerships with and among tourism operators in the Moose Factory area in the areas of planning, coordination and marketing and packaging for the purpose of expanding the breadth and quality of tourism experiences offered • To establish regional linkages/partnerships in the areas of planning, coordination, and in marketing and packaging for the purpose of increasing the tourism market share regionally through aggressive, as well as highly efficient and well coordinated marketing efforts • To establish linkages and partnerships that assist the development of efficient, reliable, and convenient transportation for travelers to Moosonee/Moose Factory • To establish linkages/partnerships in neighbouring communities and regions in the area of guest accommodation and hospitality • To assist the growth of independent small businesses offering hospitality and ecotourism related goods and services • To assist the development of the Moose Factory hospitality industry by providing industry planning, management, and coordination support through the auspices of the Moose Factory Tourism Association • To develop tourism operator guidelines/quality control mechanisms

A major focus will be to initiate quality standards and training programs to ensure that all elements of the package, from transportation to accommodation to excursions, consistently exceed tourist expectations.

The Markets

Ecotourism, which includes nature and culture based experiences, is one of the fastest growing segments of the worldwide tourism industry. In Canada, Aboriginal tourism is the strongest element of our cultural tourism product. Moose Factory has immense natural and cultural resources on which to build a leading ecotourism/cultural tourism island destination.

A recent study conducted for the Canadian Tourism Commission (2002) outlined the German market for Canadian Tourism products. The study suggested:

• recent travellers to Canada are better educated and more affluent • travellers spend an average of 19.5 nights in Canada • today’s nature travellers want a nature experience linked with history-related activities • the availability of packages, “all-inclusives,” excursions, and short tours is now more important in market decision making • 61% of travellers now use packages

The MFTA plans to capitalize on these trends.

Project Components

We are seeking the services of a consultant to complete the following:

Phase I – Market Study a. Identify and describe the market segments with the most potential for this type of product, their market preferences, and the best methods to reach these segments b. Compile a product/ market match linking the above segments to products available or required in Moose Factory and area

Phase II – Business/Implementation Plan a. Develop partnerships among tourism suppliers, and design market ready packages for consumers b. Prepare a business plan including pricing strategies for packages, cash flows, revenues, expenses, and conduct a pro forma for the tour packaging company c. Develop an implementation plan including a marketing strategy for the destination and packages, quality control standards and monitoring procedures, a training program and an operations plan for the packaging company

Project Costs

The following table outlines the costs and the MFTA contributions for the Market Study and Business/Implementation plan.

PHASE/COMPONENT ESTIMATED MFTA ASSISTED TOTAL CONTRIBUTION COSTS I. Market Study $25,000 $6,500 $18,500 a. market study ($15,000) b. product/market match ($10,000) II. Business/Implementation Plan $35,000 $8,500 $26,500 a. partnerships ($5,000) b. business plan ($10,000) c. marketing strategy ($10,000) d. implementation plan ($10,000) TOTAL $60,000 $15,000 $45,000

The total project costs will be $60,000. The MFTA will contribute 25% of this total ($15,000) and is requesting the remaining 75% ($45,000) from Aboriginal Business Canada. Statement of Intent Aboriginal Business Canada

Instructions 1. The Statement of Intent allows us to determine eligibility for support available through Aboriginal Business Canada. Therefore, it is important that you answer all questions completely; use attachments if space is insufficient. Include any additional information that supports your proposal, such as business studies, market studies, financial statements and relevant industry information.

2. Before making a commitment to provide assistance, Aboriginal Business Canada may require an assessment of the potential impact of your project on the environment. To minimize delays, you should submit with your Statement of Intent a copy of environmental studies or any other available information concerning possible environmental impacts.

3. Please ensure that your application is signed and dated. 4. Please submit the completed Statement of Intent, including attachments, to the Aboriginal Business Canada office nearest you. Retain a copy for your files. The Statement of Intent can also be completed on-line at our Web site (abc-eac.ic.gc.ca). 5. Before completing the assessment of your Statement of Intent, a development officer will review the information in the document and contact you to discuss your proposal in more detail. 6. This Statement of Intent is the first of a two-part application process. Following a review and discussion of the information provided, depending on the nature of your application, you may be asked to supply a comprehensive business plan.

Information to assist you 1. Aboriginal Business Canada supports opportunities that help Aboriginal firms grow in regional, national or international economies. We strongly recommend that, before completing the Statement of Intent, you refer to the literature available from Aboriginal Business Canada and discuss your project in detail with a development officer. Information materials are available at each of the Aboriginal Business Canada offices listed below or on-line through the Aboriginal Business Canada Web site (abc-eac.ic.gc.ca). Note: This material is provided for information purposes only. Specific questions concerning eligibility and program criteria should be discussed with a development officer. 2. Under the provisions of the Access to Information Act, Aboriginal Business Canada cannot guarantee the confidentiality of all information provided to us by third parties. Personal and sensitive business information, however, is protected under the Privacy Act. Any information collected by survey/questionnaire/interview that would qualify for protection under section 19 or 20 of the Privacy Act will be treated in a confidential manner.

For more information We provide a range of support, information products and services to Aboriginal entrepreneurs and business organizations. For more information, please contact the Aboriginal Business Canada office nearest you.

Area Telephone Facsimile E-mail Halifax ...... (902) 426-2018 ...... (902) 426-1643 ...... [email protected] Montréal ...... (514) 283-1828 ...... (514) 283-1843 ...... [email protected] Ottawa...... (613) 954-4064 ...... (613) 957-7010 ...... [email protected] Toronto ...... (416) 973-8800 ...... (416) 973-2255 ...... [email protected] Winnipeg ...... (204) 983-7316 ...... (204) 983-4107 ...... [email protected] Saskatoon ...... (306) 975-4361 ...... (306) 975-5334 ...... [email protected] Edmonton ...... (780) 495-2954 ...... (780) 495-4172 ...... [email protected] Calgary...... (403) 292-8807 ...... (403) 292-4578 ...... [email protected] Vancouver ...... (604) 666-3871 ...... (604) 666-0238 ...... [email protected] Statement of Intent Number

Statement of Intent To help us with our information and marketing efforts, please tell us where you learned about Aboriginal Business Canada. (Check all that apply) ❑ Advertising ❑ Aboriginal business or financial organization ❑ Business contact ❑ Economic development officer ❑ Industry Canada office ❑ Aboriginal Business Canada web site ❑ Canada Business Service Centre ❑ Other web site (please specify) ______❑ Small business information fair ❑ Conference/workshop (please specify) ______❑ Other (please specify) ______

A. Applicant information Applicant legal name Business operating name

Mailing address Business address (if different from mailing address)

Residence telephone number Work telephone number

E-mail address Facsimile number

Ownership information Owner(s) name Heritage (please attach documentation) Gender Percentage Date of birth (Information for (Status Indian, Non-Status Indian, Métis, Inuit, Non-Aboriginal) statistical purposes only) of Ownership

Education/experience For each owner, please attach a statement of education, training, employment history and management experience (resumé). Summarize how the education/experience relates to this proposal. Summary of owner’s (owners’) net worth If the business has multiple owners, please submit a separate statement of net worth for each. For incorporated companies or band or Aboriginal-community-owned businesses, please attach the most recent balance sheet.

Assets $ Liabilities $ Cash/bank balances (confirmation required) Charge account balances Real estate Mortgages Equipment Loans outstanding Vehicle(s) Vehicle(s) Other (specify) Other (specify) Other investments Other accounts owing Total assets (A) Total liabilities (B) Net worth (A) – (B)

B. Project information I am seeking assistance for one of the following (check only one): ❑ Support to start or acquire a business ❑ Support for an existing business

❑ Support for a youth entrepreneur ❑ Support for an Aboriginal business organization

Please refer to the fact sheets in the application kit to find out about the types of activities and sectors supported under each heading.

Description of the project What product or service will you be providing, or are you currently providing? Identify your current and/or target market and any existing competitors. Attach any additional information that helps support your proposal, such as business studies, market studies and relevant industry information. For advocacy projects (i.e., projects designed to improve the climate for Aboriginal business), please outline the objectives, expected participants, timing, location, and any other significant information.

Is the project located in a First Nation community?

❑ Yes ______❑ No name of First Nation community

Information for statistical purposes only.

Structure of business

❑ Individual/sole proprietorship ❑ Corporation ❑ Joint venture ❑ Partnership ❑ Incorporated company, band or Aboriginal-community-owned ❑ Other (please specify) ______Estimated project costs and financing Please itemize major projected expenditures, and set out the proposed financing package. Total project costs must equal Total project financing. These are estimates only and are intended to provide Aboriginal Business Canada with information on the expected size and scope of your project.

Estimated project costs $ Estimated project financing $ Business planning Minimum applicant cash equity Capital • Business Plan and Business Support: 25% of cost Land • Capital and operating: Building youth entrepreneurs 10%; others 15% Equipment Aboriginal Business Canada assistance Inventory Other (specify)

Other government assistance

Operating Insurance Utilities Other (specify) Commercial financing

Marketing Business support Other (specify) Other financing

Total project costs Total project financing

Sources of commercial financing Please identify the contact person and telephone number of financial institutions, government organizations or others you have approached to finance this project.

Contact person Telephone Organization C. Other information Please provide the information requested below.

Is this an existing business? If yes, please provide financial statements for the last three years. ❑ Yes ❑ No ______Have you ever received financial assistance from the Government of Canada (including Aboriginal ❑ Yes ❑ No Business Canada)? If yes, please describe. ______Are you applying to any other government programs for financial assistance for this project? If yes, please describe. ❑ Yes ❑ No ______Do you, or your business, owe money to the Government of Canada? If yes, please describe. ❑ Yes ❑ No ______Have you already made any financial commitments for the project? If yes, please describe. ❑ Yes ❑ No Note: Any costs for which you have made a legal commitment prior to project approval will not be eligible for Aboriginal Business Canada support. ______Have you attached documentation verifying your Aboriginal ancestry? ❑ Yes ❑ No (Evidence of Aboriginal ancestry must be provided before Aboriginal Business Canada can proceed with your application.)

D. Declaration Note: Each applicant must sign and date this Statement of Intent.

To the Minister of Industry: The statements herein and the attachments hereto reflect an accurate description and estimate of costs regarding the intended project. I (We) authorize duly appointed representatives of the Minister to obtain from and share with persons or organizations, public or private, any information necessary to complete the assessment of the project outlined in this Statement of Intent. I (We) certify that I am (we are) of Aboriginal descent and/or represent a company that is majority-Aboriginal owned.

Signature Date

Signature Date

Signature Date When sending your completed Statement of Intent, please ensure that you include the following:

• evidence of Aboriginal ancestry; • evidence of sufficient personal financial resources to undertake the project you are proposing; •a resumé that highlights experience, training and/or education related to your business activity; • for existing businesses, a copy of your most recent financial statements (up to three years, if available); • any additional information that supports your proposal, such as business studies, market studies or relevant industry information; and •a copy of any partnership agreements or incorporation documents.

Notes: