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Thirty-five paintings executed by Théophile Hamel for the Canadian government are reproduced here for the first time. Various authors from 1922 up to 1970 insisted that these paintings had been destroyed in fires in governments buildings. This mistake was rectified in 1970 by R. H. Hubbard. In 1975 and 1976, R. V. published the catalogue of the paintings including their location. Problems related to their size and the reflections in the glass panes covering them prevented their being photographed before 1981.

Industrial relations can be defined as the management of labour problems in an industrial society. Implicit in such management is the development of theories, techniques, and institutions to resolve the conflicts arising from work relations. These conflicts resuit from the permanent interaction of management efficiency, worker protectivism and the public policies developed by the State. The two processes that corne into play because of this inevitable interaction between management efficiency (whether at the level of the organization or society in gênerai) and the need for worker protectivism are human resource management and the establishment of working conditions, which in North America is called «labour relations». By «human resource management» we mean ail the activities or programs promoted by organizations and the State to acquire, maintain, develop, deploy and use effectively the persons doing or susceptible of doing useful work. And by «labour relations» we mean all the phenomena and activities related to the establishment of the rules for work. These rules are of two types: the substantive rules, which determine working conditions and the procedural rules, which determine the steps to be taken to change or apply the substantive rules. These two basic processes bring together three agents: the organization and its managers, the employees and their work society (union), and the State. The latter is involved in human resource management through its policies which seek to correct the imbalances in the labour market. It also adopts policies for the purpose of establishing minimum conditions for wages, hours of work, health, safety, and job discrimination. The State also determines the legal framework and the rules for the two other agents. Finally, since the State itself is an employer, it must like other employers develop a human resource management system and set the working conditions for its own employees. If the empirical presentation developed previously is now examined from an analytical or academic viewpoint, we see that industrial relations include three areas of study: human resource management, labour relations, and public policies on work. Also, when the Systems approach is applied to industrial relations, each of the agents is seen to have goals, values and even a certain degree of power, which allow them to organize, and to evolve their own philosophies. The interaction of the three gives rise to two types of activity that convert «inputs» to «outputs». Among the «outputs» are the turnover of personnel, absenteeism, worker attitudes, productivity, management rights, working conditions, and conflicts.

By instituting the freedom to form associations, the 1901 law also placed the work of associations within the public sphere, where the issue arises of their legitimacy with respect to the notion of public interest. Public interest, which was regarded as the preserve of government and public institutions for such a long time, has become less apparent. The direction of policy now results more from bargaining among different parties as the traditional distinction between public and private has become blurred. In this context, how is the social utility of associations to be viewed? Is it a replacement of public interest or just a subdivision? The author emphasizes the relevance of these questions at a time when the recognition of social utility defined by government follows market lines.

During the past thirty years, two childrens' and young adults' literature journals, Lurelu and Des livres et des jeunes, identified, described and promoted the work of school and public libraries in encouraging reading among youth; their intended audience was specialised (librarians, booksellers, teachers, and students). The two journals devoted considerable editorial space to storytelling activities and techniques by experienced librarians, parents, and teachers.

Keywords: Municipalisme, Écologie, Éducation

In the absence of a policy and a framework for the implementation of community forestry projects in Quebec, many initiatives have been abandoned or suspended in the past decades. However, some territorial communities such as Regional County Municipalities (MRCs) and municipalities are attempting to innovate in community forestry. This article provides an overview of recent policies related to community forestry on public lands in Quebec while highlighting contrasted regional trajectories. Drawing on the notion of institutional bricolage, the authors ask the following question : what forms of institutional innovation are being deployed to ensure the implementation of community forestry initiatives ? To do so, two distinct cases of community forestry are reviewed : one based in the MRC des Laurentides and the other in the MRC de Maria-Chapdelaine. These cases illustrate two trajectories in community forestry, namely formal agreements allowed within the existing legal framework and informal agreements devised between local stakeholders. Those cases provide a better understanding of institutional arrangements which can lead to the emergence of community forestry projects congruent with the interests and considerations of local stakeholders. The MRC de Maria-Chapdelaine case especially demonstrates the high potential of informal approaches which correspond to institutional bricolage, a means to innovate in forest co-management for the implementation of community forestry initiatives.

Keywords: Foresterie communautaire, instituions, forêts de proximité, politiques, cogestion, Community forestry, instituions, proximity forests, policies, comanagement