MRC Pontiac releases Vision 2030

Julien St-Jean

Pontiac June 24, 2021

Over a year in the making, MRC Pontiac’s new strategic development plan was adopted at the last meeting of the MRC Council of Mayors in mid-June, and an English version was released last week. Entitled Pontiac Vision 2030, it replaces a previous strategy known as Vision 2020.

The strategy lays out. . .

a path forward in the face of a number of challenges confronting the Pontiac – an aging population, loss of local services, a median income among the lowest in Quebec and low economic diversification since the 2008 forestry crisis.

In its opening preamble, the document makes reference to the expression by the MRC team, both elected and non-elected, of “a clear determination to do things differently and to adopt a strategic development plan that will allow real gains to be made with the resources available.”

The opportunities envisioned by the strategy fall into seven categories: tourism, culture and heritage, economic growth, agriculture, socio-economic development, the environment and forestry. Much of the plan encourages developing these sectors in sustainable and locally-focused ways.

Tourism

Vision 2030’s plan for tourism revolves around agrotourism, establishing a regional park, outdoor activities, cross-border tourism and infrastructure that supports tourism. 

The plan brings forth the idea of establishing a regional park for the Pontiac. It contains a feasibility study within the next three years which, if successful, would guide the Pontiac in establishing a new regional park within the next 10 years.

The plan also mentions that the agro-foods sector has become more important in recent years and that the Pontiac could capitalize on this by offering products locally as well as outside the area. Similarly, the large area of the Pontiac allows for businesses to use the land for outdoor activities – such as biking, kayaking and fishing – which could be of interest to locals and visitors alike.

At the same time, the plan encourages caution in this sector, stating that “the size of the territory could be both an opportunity and a risk, and this factor will have to be well considered in the development of the various projects and adequately communicated to the future clientele.”

To benefit residents and draw in tourists, Vision 2030 also involves developing internet services, lodging, trails, public transit and improving the condition of Hwy. 148.

Culture and heritage

In order to promote and preserve the Pontiac’s culture, the plan outlines establishing workshops, tours and cultural centres within the next three years. These would encourage culture, leisure and social activities and entertainment throughout the Pontiac.

It also involves increasing the amount of grants available to artists and cultural associations.

Economic growth

The Vision 2030 plan aims to spur economic growth by attracting investors to the region and supporting entrepreneurship in untapped markets, but also by attracting and maintaining the local workforce.

The plan calls to support local businesses by helping them develop their online and social media presence in the hopes of attracting more customers. To accomplish this, the MRC will be promoting local businesses through their Destination Pontiac website and similar services.

Agriculture

In order to promote and support local agriculture, the Vision 2030 plan emphasizes the importance of supporting and attracting young, aspiring farmers. This is in the hopes of increasing the local supply of agricultural products. 

It also encourages a circular agricultural economy and to support this by promoting local products online. In a circular economy, businesses rely on local goods to produce product, which help increase the region’s self-sufficiency.

The plan also involves establishing a Pontiac regional farmers market within the next four years.

Socio-economic development

The new plan tries to address aging populations and emigrating youth by increasing the amount of services available to seniors as well as the region’s youth and their families. It hopes to do this by developing programs that support residents in many different ways.

The plan involves investing in social housing, child care, family and youth services, organizations that support seniors, public transit and more. It also aims to create a housing policy and update the currently-expired MRC Pontiac family and seniors policy. 

If deemed worthwhile, the Pontiac will search for partners and funding to expand into a inter-municipal transit system. On top of this, the plan outlines investing in public transit services by increasing the number of possible trips and users.

Sports and recreational activities are also expected to receive more funding to maintain services and expand into different areas.

Environment

The MRC Pontiac’s plan for “residual materials management” mainly consists of conducting studies on how to improve waste management. Using information from these studies, they will then implement new methods of reducing waste – some expectations for this consists of collecting organic materials from waste and recyclable materials from the industrial, commercial and institutional sector.

The plan also outlines how to prepare for the possible consequences of climate change, while reducing greenhouse gas emissions. This involves upgrading sewers, culverts, roads and more, as well as redeveloping flood-prone areas to reduce potential flooding damage.

To help preserve the environment of the Pontiac, the plan also calls for raising awareness around the best practices for protecting and preserving the environment while keeping it accessible to the population. It also promotes agro-environmental practices and organic farming.

Forestry

The Vision 2030 plan calls to plant trees as part of the growing Canadian forests program. It will also involve finding, practicing and promoting responsible practices for managing both shared municipal territory forests and privately-owned forests.

To ensure sustainable management of forests, the plan involves educating citizens and landowners on sustainable forest management, as well as modifications for the MRC felling by-law – though it does not provide details.

The plan also envisions a feasability study on a community forest.

In a press release issued on June 25, Warden Jane Toller said the strategy is an important step for the MRC Pontiac.

“As we move towards revitalization and prosperity over the next 10 years of development, we can rest assured that we have a good plan and a good vision to guide us,” she said.

The plan has been in development since last fall and has seen input from councillors, businesses and citizens, who were able to provide input via emails, questionnaires and online consultation.

In a phone interview with The Equity, Mayor Winston Sunstrum of Isle-aux-Allumettes raised concerns around the amount of time allotted for consultation. 

“In my opinion, there was limited time for consultation. We haven’t really had enough time to really ‘own’ the plan yet,” said Sunstum.

He is confident, however, that annual revisions of the plan will offset this. The document is considered a living document, meaning that it will be reviewed annually and can be altered according to the needs of the Pontiac.

Meanwhile, Mayor Serge Newberry of Île-du-Grand-Calumet, reiterated his concerns expressed at the last Council of Mayors that there was not enough time given to review the final version of the plan.  He believes that mayors did not have a chance to give final input and as a result, some of the Pontiac’s assets – such as the Ottawa River – are not addressed adequately in the plan.

“A month is not a long time for a document that is supposed to guide us for 10 years,” said Newberry.