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Chapter 1 – Introduction to Systems Analysis and Design
MULTIPLE CHOICE
1. In launching a new information system, the greatest risk occurs when a company ____.
a. begins by outlining its business models and identifying possible IT solutions
b. tries to decide how the system will be implemented before determining what the system is
supposed to do
c. considers implementation options after having a clear set of objectives
d. all of the above
ANS: B PTS: 1 REF: 5
2. ____ software controls the flow of data, provides data security, and manages network operations.
a. Enterprise c. Application
b. System d. Legacy
3. Examples of company-wide applications, called ____, include order processing systems, payroll
systems, and company communications networks.
a. enterprise applications c. operating applications
b. network operating systems (NOS) d. legacy systems
ANS: A PTS: 1 REF: 6
4. Over 40 years ago, a concept called Moore's Law accurately predicted that computer processing power
would double about every ____.
a. 2 months c. 24 months
b. 12 months d. 48 months
ANS: C PTS: 1 REF: 6
5. When planning an information system, a company must consider how a new system will interface with
older systems, which are called ____.
a. enterprise applications c. operating applications
b. network operating systems (NOS) d. legacy systems
ANS: D PTS: 1 REF: 7
6. When companies attempt to simplify operations or reduce costs, a popular strategy is to have managers
and systems analysts perform ____.
a. electronic data interchange (EDI) c. business process reengineering (BPR)
b. joint application development (JAD) d. rapid application development (RAD)

7. Systems analysts use a process called ____ to represent a company’s operations and information
needs.
a. JAD c. RAD
b. Scrum d. business process modeling
8. A business ____ is an overview that describes a company’s overall functions, processes, organization,
products, services, customers, suppliers, competitors, constraints, and future direction.
a. matrix c. index
b. profile d. glossary
9. A business ____ is a graphical representation of one or more business processes that a company
performs, such as accepting airline reservations, selling a ticket, or crediting a customer account.
a. iteration c. method
b. model d. process
10. ____ enabled computer-to-computer transfer of data between companies, usually over private
telecommunications networks.
a. EDI c. TCH
b. ACH d. O-O
11. Transaction processing (TP) systems ____.
a. provide job-related information to users at all levels of a company
b. simulate human reasoning by combining a knowledge base and inference rules that
determine how the knowledge is applied
c. process data generated by day-to-day business operations
d. include e-mail, voice mail, fax, video conferencing, word processing, automated
calendars, database management, spreadsheets, and high-speed Internet access
12. Business support systems ____.
a. provide job-related information support to users at all levels of a company
13. Knowledge management systems are called expert systems because they ____.

14. User productivity systems ____.
15. In a typical company organizational model, top managers ____.
a. develop long-range plans, called strategic plans, which define the company’s overall
mission and goals
b. provide direction, necessary resources, and performance feedback to supervisors and team
leaders
c. oversee operation employees and carry out day-to-day functions, coordinating operational
tasks and people
d. include users who rely on TP systems to enter and receive the data they need to perform
their jobs
16. In a typical company organizational model, middle managers ____.
a. develop long-range plans, called strategic plans, which define the company’s overall
mission and goals
b. provide direction, necessary resources, and performance feedback to supervisors and team
leaders
c. oversee operation employees and carry out day-to-day functions, coordinating operational
tasks and people
d. include users who rely on TP systems to enter and receive the data they need to perform
their jobs
17. A ____, or requirements model, describes the information that a system must provide.
a. process model c. business model
b. data model d. network model
18. A(n) ____ describes the logic that programmers use to write code modules.
a. process model c. business model
b. object model d. network model
19. ____ is a systems development technique that produces a graphical representation of a concept or
process that systems developers can analyze, test, and modify.
a. Prototyping c. Scrum
b. Rapid application development d. Modeling

20. ____ is a systems development technique that tests system concepts and provides an opportunity to
examine input, output, and user interfaces before final decisions are made.
a. Scrum c. Modeling
b. Prototyping d. Rapid application development
21. ____ methods include the latest trends in software development.
a. Object-oriented analysis c. Structured analysis
b. Agile/Adaptive d. Rapid application development
22. The ____ method of developing systems is well-suited to project management tools and techniques.
a. object-oriented analysis c. structured analysis
b. adaptive d. rapid application development
23. The ____ method of developing systems produces code that is modular and reusable.
24. The ____ method of developing systems stresses team interaction and reflects a set of community-
based values.
25. Structured analysis is a traditional systems development technique that uses a series of phases, called
the ____, to plan, analyze, design, implement, and support an information system.
a. O-O c. MSF
b. SDLC d. RUP
26. Because it focuses on processes that transform data into useful information, structured analysis is
called a(n) ____ technique.
a. iterative c. inferred
b. process-centered d. empowered

27. Traditionally, the SDLC is pictured as a(n) ____, like that shown in the accompanying figure, where
the result of each phase, which is called a deliverable or end product, flows sequentially into the next
phase.
a. interactive model c. waterfall model
b. requirements model d. object model
28. In the model of the SDLC shown in the accompanying figure, the ____ usually begins with a formal
request to the IT department, called a systems request, which describes problems or desired changes in
an information system or a business process.
a. systems design phase c. systems support and security phase
b. systems planning phase d. systems analysis phase

29. In the model of the SDLC shown in the accompanying figure, the purpose of the ____ is to build a
logical model of the new system.
a. systems analysis phase c. systems design phase
b. systems implementation phase d. systems support and security phase
30. In the model of the SDLC shown in the accompanying figure, the purpose of the ____ is to create a
blueprint that will satisfy all documented requirements for the system.
a. systems implementation phase c. systems analysis phase
b. systems planning phase d. systems design phase
31. In the model of the SDLC shown in the accompanying figure, during ____, the new system is
constructed.
a. systems planning c. systems design
b. systems support and security d. systems implementation
32. In the model of the SDLC shown in the accompanying figure, during ____, the IT staff maintains,
enhances, and protects the system.
a. systems support and security c. systems analysis
b. systems implementation d. systems planning
33. Whereas structured analysis treats processes and data as separate components, ____ combines data and
the processes that act on the data into things called objects.
a. the MSF c. RUP
b. the SDLC d. O-O
34. In object-oriented programming, an object is a member of a(n) ____, which is a collection of similar
objects.
a. property c. message
b. class d. instance
35. In object-oriented design, built-in processes called ____ can change an object’s properties.
a. methods c. attributes
b. functions d. features
36. Agile methods typically use a(n) ____model, which represents a series of iterations based on user
feedback.
a. gradual c. spiral
b. extreme d. evaluative

37. When building an information system, all of the following basic guidelines should be considered
except ____.
a. stick to an overall development plan
b. identify major milestones for project review and assessment
c. provide accurate and reliable cost and benefit information
d. ensure that users are not involved in the development process
ANS: D PTS: 1 REF: 25|26
38. Traditionally, IT departments had a(n) ____ group composed of systems analysts and programmers
who handled information system design, development, and implementation.
a. Web support c. systems support
b. application development d. database administration
39. ____ provides vital protection and maintenance services for system software and hardware, including
enterprise computing systems, networks, transaction processing systems, and corporate IT
infrastructure.
a. User support c. Systems support and security
b. Database administration d. Network administration
40. A systems analyst needs ____.
a. solid technical knowledge and good analytical ability
b. strong oral and written communication skills
c. an understanding of business operations and processes
d. all of the above
MULTIPLE RESPONSE
Modified Multiple Choice
1. An example of a vertical system is a(n) ____.
a. inventory application c. payroll application
b. medical practice application d. database for a video chain
ANS: B, D PTS: 1 REF: 7
2. An example of a horizontal system is a(n) ____.
a. inventory application c. payroll application
b. application for a Web-based retailer d. medical practice application
ANS: A, C PTS: 1 REF: 7
3. A business process describes a specific set of ____.
a. transactions c. events
b. tasks d. results
ANS: A, B, C, D PTS: 1 REF: 8

4. Product-oriented companies produce ____.
a. retail services c. computers
b. routers d. microchips
ANS: B, C, D PTS: 1 REF: 9
5. Database administration involves ____.
a. network administration c. database design
b. user access d. backup
ANS: B, C, D PTS: 1 REF: 27
MODIFIED TRUE/FALSE
1. System software consists of programs that support day-to-day business functions and provide users
with the information they require. _________________________
ANS: F, Application
PTS: 1 REF: 6
2. Product-oriented companies primarily offer information or services or sell goods produced by others.
_________________________
ANS: F, Service
PTS: 1 REF: 9
3. Extreme Programming is a popular process with agile developers and refers to a powerful effort to
achieve short-term goals. _________________________
ANS: F, Scrum
PTS: 1 REF: 23
4. Rapid application development focuses on team-based fact-finding. _________________________
ANS: F
Joint application development
Joint application development (JAD)
JAD
JAD (joint application development)
PTS: 1 REF: 24
5. User support provides users with technical information, training, and productivity support.
_________________________
ANS: T PTS: 1 REF: 27
TRUE/FALSE

1. Traditionally, a company either developed its own information systems, called in-house applications,
or purchased systems called software packages from outside vendors.
2. A mission-critical system is one that is unimportant to a company’s operations.
ANS: F PTS: 1 REF: 5
3. In an information system, data is information that has been transformed into output that is valuable to
users.
4. In an information system, information consists of basic facts that are the system’s raw material.
5. The success or failure of an information system usually is unrelated to whether users are satisfied with
the system’s output and operations.
6. Although the business-to-business (B2B) sector is more familiar to retail customers, the volume of
business-to-consumer (B2C) transactions is many times greater.
7. TP systems are inefficient because they process a set of transaction-related commands individually
rather than as a group.
8. In a knowledge management system, a knowledge base consists of logical rules that identify data
patterns and relationships.
9. A knowledge management system uses inference rules, which consist of a large database that allows
users to find information by entering keywords or questions in normal English phrases.
10. Most large companies require systems that combine transaction processing, business support,
knowledge management, and user productivity features.
11. Because they focus on a longer time frame, middle managers need less detailed information than top
managers, but somewhat more than supervisors who oversee day-to-day operations.

12. Many companies find that a trend called empowerment, which gives employees more responsibility
and accountability, improves employee motivation and increases customer satisfaction.
13. CASE tools provide an overall framework for systems development and support a wide variety of
design methodologies, including structured analysis and object-oriented analysis.
14. It is unusual for system developers to mix and match system development methods to gain a better
perspective.
15. In the systems planning phase, a key part of the preliminary investigation is a feasibility study that
reviews anticipated costs and benefits and recommends a course of action based on operational,
technical, economic, and time factors.
16. In the systems analysis phase, the first step is requirements modeling, where business processes are
investigated and what the new system must do is documented.
17. In object-oriented design, objects possess characteristics called properties, which the object inherits
from its class or possesses on its own.
18. A scalable design can expand to meet new business requirements and volumes.
19. In object-oriented design, a message requests specific behavior or information from another object.
20. Microsoft offers a development approach called Microsoft Solutions Framework (MSF), which
documents the experience of its own software development teams.
21. An IT group provides technical support, which includes application development, systems support and
security, user support, database administration, network administration, and Web support.
22. Network administration, which is a function of the IT group, includes hardware and software
maintenance, support, and security.

23. Companies typically require that systems analysts have a college degree in information systems,
computer science, business, or a closely related field, and some IT experience usually is required.
24. The responsibilities of a systems analyst at a small firm are exactly the same as those at a large
corporation.
25. A corporate culture is the set of beliefs, rules, traditions, values, and attitudes that define a company
and influence its way of doing business.
COMPLETION
1. _________________________ refers to the combination of hardware and software products and
services that companies use to manage, access, communicate, and share information.
ANS:
Information technology (IT)
IT
PTS: 1 REF: 4
2. _________________________ is a step-by-step process for developing high-quality information
systems.
ANS: Systems analysis and design
PTS: 1 REF: 4
3. A(n) _________________________ combines information technology, people, and data to support
business requirements.
ANS: information system
PTS: 1 REF: 4
4. An IT department team includes _________________________ who plan, develop, and maintain
information systems.
ANS: systems analysts
PTS: 1 REF: 4
5. A(n) _________________________ is a set of related components that produces specific results, such
as routing Internet traffic, manufacturing microchips, and controlling complex entities like the
International Space Station.
ANS: system

PTS: 1 REF: 5
6. In the accompanying figure showing the components of an information system,
_________________________ consist(s) of everything in the physical layer of the information
system.
ANS: hardware
PTS: 1 REF: 6
_________________________ refer(s) to the programs that control the hardware and produce the
desired information or results.
ANS: software
PTS: 1 REF: 6
_________________________ is/are the raw material that an information system transforms into
useful information.
ANS: data
PTS: 1 REF: 7

_________________________ describe(s) the tasks and business functions that users, managers, and
IT staff members perform to achieve specific results.
ANS: processes
PTS: 1 REF: 7
10. In the accompanying figure showing the components of an information system, the people, called
_________________________, interact with an information system, both inside and outside the
company.
ANS:
users
end users
PTS: 1 REF: 7
11. The newest category of company is the _________________________ whose primary business
depends on the Internet rather than a traditional business channel.
ANS:
Internet-dependent firm
dot-com company
.com company
PTS: 1 REF: 9
12. Traditional companies sometimes are called _________________________ companies because they
conduct business primarily from physical locations.
ANS: brick-and-mortar
PTS: 1 REF: 9
13. Internet-based commerce is called _________________________ and includes two main sectors: B2C
(business-to-consumer) and B2B (business-to-business).
ANS:
e-commerce
electronic commerce
I-commerce
Internet commerce
PTS: 1 REF: 9
14. _________________________ programs run on a company intranet and enable users to share data,
collaborate on projects, and work in teams.
ANS: Groupware
PTS: 1 REF: 14

15. Computer-aided systems engineering (CASE) is a technique that uses powerful software, called
_________________________, to help systems analysts develop and maintain information systems.
ANS: CASE tools
PTS: 1 REF: 17
16. The end product for the systems analysis phase of the SDLC is the _________________________,
which describes management and user requirements, costs and benefits, and outlines alternative
development strategies.
ANS: system requirements document
PTS: 1 REF: 20
17. The systems implementation phase of the SDLC includes an assessment, called a(n)
_________________________, to determine whether the system operates properly and if costs and
benefits are within expectation.
ANS: systems evaluation
PTS: 1 REF: 21
18. Because it stresses a team-based culture, the agile community has published a set of principles called
the _________________________.
ANS: Agile Manifesto
PTS: 1 REF: 22
19. Web support specialists, often called _________________________, support a company’s Internet
and intranet operations.
ANS: webmasters
PTS: 1 REF: 28
20. Many hardware and software companies offer _________________________ for IT professionals,
which verifies that an individual demonstrated a certain level of knowledge and skill on a standardized
test.
ANS: certification
PTS: 1 REF: 29
MATCHING
Identify the letter of the choice that best matches the phrase or definition.
a. MIS f. team leaders
b. network model g. operational employees
c. object model h. business support system
d. fuzzy logic i. data model
e. ERP j. prototype

1. In many large companies, these kinds of systems provide cost-effective support for users and managers
throughout the company.
2. The name for new business support systems that produced valuable information, in addition to
performing manual tasks; their primary users were managers.
3. The decision support capability of this can help users make decisions.
4. Many knowledge management systems use this technique, which allows inferences to be drawn from
imprecise relationships.
5. People who oversee operational employees and carry out day-to-day functions.
6. People who rely on TP systems to enter and receive data they need to perform their jobs.
7. Describes the design and protocols of telecommunications links.
8. Describes objects, which combine data and processes.
9. Describes data structures and design.
10. An early working version of an information system.
1. ANS: E PTS: 1 REF: 12
2. ANS: A PTS: 1 REF: 13
3. ANS: H PTS: 1 REF: 13
4. ANS: D PTS: 1 REF: 14
5. ANS: F PTS: 1 REF: 16
6. ANS: G PTS: 1 REF: 16
7. ANS: B PTS: 1 REF: 16
8. ANS: C PTS: 1 REF: 16
9. ANS: I PTS: 1 REF: 16
10. ANS: J PTS: 1 REF: 17
ESSAY
1. Explain what a knowledge worker is, and why this kind of worker is required by successful
companies.
ANS:
Knowledge workers include professional staff members such as systems analysts, programmers,
accountants, researchers, trainers, and human resource specialists. Knowledge workers also use
business support systems, knowledge management systems, and user productivity systems. Knowledge
workers provide support for the organization's basic functions. Just as a military unit requires logistical
support, a successful company needs knowledge workers to carry out its mission.
PTS: 1 REF: 16 TOP: Critical Thinking
2. What are the disadvantages of each of the three system development methods?
ANS:
With structured analysis, changes can be costly, especially in later phases. Requirements are defined
early, and can change during development. Users might not be able to describe their needs until they
can see examples of features and functions. With object-oriented analysis, this somewhat newer
method of development might be less familiar to development team members. Also, the interaction of
objects and classes can be complex in larger systems. With agile/adaptive methods, team members
need a high level of technical and communications skills. Lack of structure and documentation can
introduce risk factors. Finally, the overall project might be subject to scope change as user
requirements change.

3. Describe two agile methods.
ANS:
Two examples are Scrum and Extreme Programming (XP). Scrum is a popular process with agile
developers, and refers to a powerful effort to achieve short-term goals. In Scrum, team members play
specific roles and interact in intense sessions. In this method, phases overlap and the entire process is
performed by one cross-functional team. Extreme Programming is another adaptive process that
focuses on forceful interaction between developers and users to define and achieve project goals. XP
stresses certain key values, such as communication, simplicity, feedback, courage, and respect among
team members. When properly implemented, its proponents believe that Extreme Programming can
speed up development, reduce costs, and improve software quality. Time will tell whether this
innovative approach will be widely accepted.
PTS: 1 REF: 23|24 TOP: Critical Thinking
CASE
Critical Thinking Questions
Case 1
Roark has just joined the company and in his role as lead analyst, he will be responsible for
determining which systems development method the team uses to create the new application for a
major medical supplier.
1. After Roark has spent a week getting to know the members of the team, including their strengths and
weaknesses, and what has worked well (and not so well) for this particular team in the past, one theme
keeps recurring: the team has particularly weak communications skills. Which of the following
methods, then, is he least likely to use, given what he knows about the disadvantages of each method?
a. structured analysis
b. agile/adaptive methods
c. object-oriented analysis
d. rapid application development
ANS:
B
2. It is a new day at the firm. Roark has been in place for a few weeks, strengthening the communications
skills of his employees, getting them to work much better together. Now, the challenge that he faces is
not an internal one; it lies with the client, which is increasingly showing itself to be incapable of
sticking with decisions. Roark, based on his past experience with other clients like this, is afraid that
the client will throw them a curveball and want to make changes late in the game — but that they also
will be unwilling to absorb the costs of those changes. For this reason, Roark eliminates which of the
following methods of development?
a. structured analysis
b. agile/adaptive methods
c. object-oriented analysis
d. rapid application development
ANS:

A
Critical Thinking Questions
Case 2
Maddy has been performing at a very high level at the firm, and so when two colleagues of hers who
are currently leading other development efforts get sick or leave the company, she is asked to step in
and help manage these two other efforts.
3. When Maddy sits down at the first meeting that she is able to attend at which the first group is
gathering, she hears them discussing the feasibility study in which they are currently engaged. She
knows, then, in which phase of the SDLC this team currently is. Which phase is it?
a. systems analysis
b. systems design
c. systems planning
d. systems implementation
ANS:
C
4. After leaving the first meeting, Maddy goes down the hall to meet with the outgoing manager of the
second team. In that meeting, he shares with her the latest draft of the systems requirement document,
which is nearly complete. In which phase is the second team currently?
a. systems analysis
b. systems design
c. systems planning
d. systems implementation
ANS:
A

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Test Bank for Systems Analysis and Design, 8th Edition: Shelly

REMINISCENCES OF F. X. MATTHIEU.
By H. S. Lyman.
Francis Xavier Matthieu, a pioneer of French Prairie, near the old
town of Champoeg, of the year 1842, and a participant in the
movement for the Oregon provisional government of May, 1843, was
a French-Canadian by birth. His native town was Terrebonne, twelve
miles from Montreal, and his father and mother were of pure French
descent—the father’s family being from Normandy, and the mother’s
from Brittany; and both branches were very early immigrants to
Canada. They belonged to the working class, and the parents of F. X.
were only in the moderate circumstances of the independent farmer.
Owing to this circumstance, young Matthieu was obliged at an early
age to begin life on his own account. He went to Montreal when
quite young, and engaged as a clerk in a mercantile house. There
was, however, still earlier, while he was yet a schoolboy in his native
town, a very powerful formative influence that moulded all his ideas,
and though somewhat blindly as it first seemed, finally, with
wonderful selective affinity, turned his course westward, and made
him almost the deciding factor of free government in Oregon.
The date of his birth, 1818, brought his early life and schoolboy
days into the very critical time of the patriot movement in Canada.
With that disregard of political obligations for which the British
government was formerly noted, such as had caused the rupture
with her greatest American colonies, the royal authority had failed to
keep the promises made to the Canadian provinces; and, now
restive under a rule that seemed both tyrannous and faithless, the

leaders of those Canadians were demanding their covenanted rights
as they understood them. Louis J. Papineau, an orator of the
character of Laurier of the present day, was leading the movement.
He had drawn up the famous memorial, or bill of grievances, to the
British crown. Though not a successful military leader, and, indeed,
discountenancing the use of force, he was a thrilling orator, and had
fired the heart of the French-Canadians with the hope of equal
rights; and created the determination to acquire these, if not by
agitation, then by revolution.
It happened that in the town of Terrebonne, where the little F. X.
Matthieu was living, there was a highly educated civil officer, a
notary public—the office of notary then being a profession that
required special legal, and classical education. The name of this
notary was Velade; and, besides his official duties, he was
schoolmaster, receiving a small stipend from the government, and
nominal fees from his pupils. Velade was a student of government,
and a great admirer of the United States. American liberty and law
as developed in this country, he taught in his school almost to the
entire neglect of the Canadian system. This he not only taught, but
actually instituted. Every term his school held an election after the
American plan. Some of the boys also regularly celebrated the
Fourth of July, carrying American flags. This was in connection with
some young men from the United States who had come to
Terrebonne, and started a nail factory. With this extreme
Americanism, however, the townspeople were not altogether
pleased, and sometimes broke up their demonstrations.
While still a mere boy, Matthieu went to Montreal, where he was
engaged in clerking, and there acquired a certain impress and
manner that distinguishes him even yet from the farmer. Being
already imbued with ideas of free government, it was easy for him to
find and join the Sons of Liberty—a secret organization auxiliary to
the party called “Democrats,” who opposed the “Bureaucrats.”
The Sons of Liberty, or patriots, carried their movement to the
point of armed resistance. They drilled regularly in secret, using

sticks for guns; and at night met in secluded places to make
cartridges and mould bullets. Mr. Matthieu has preserved to this day
his old bullet mould, used at that time, which he has now presented
to the Oregon Historical Society. He was himself a very useful
member of the Sons of Liberty, since, being a store clerk, he could
procure lead and powder more easily than some others. One of the
services of this company was to guard the house of Papineau, whose
appeals he heard in public, and whose boldness was bringing on the
threatened crisis.
As is well known, however, the movement collapsed. Before a
blow was struck, many of the Sons of Liberty were placed under
arrest and executed. Mr. Matthieu recalls the hanging of sixteen
patriots in one market place, tied in pairs, back to back. Though
then a youth of not twenty years old, he was himself in danger of
the same fate and sought safety at Terrebonne. While here, almost
in hiding, he was approached by a certain Doctor Frasier, a
Scotchman, holding some government position, and who, as it
happened, was an uncle of Dr. John McLoughlin, then Hudson’s Bay
chief factor at Fort Vancouver, Oregon Territory. Matthieu was asked
why he did not leave Canada.
“I have no pass,” he replied.
“I will give you one,” said the old doctor; and immediately
provided the necessary paper.
With this passport, Matthieu at once started for the American
border. He would become citizen of the United States. At the line,
however, where it was necessary to present his pass, the officer
looked at him sharply; “You do not correspond with the description;”
he said, “this calls for black eyes, yours are blue”—this inadvertence
probably being due to the fact that his eyes were of that changeable
color that turns dark under excitement.
“Can’t help the description,” replied the young refugee, “that is not
my fault.”

The officer then eyed his red and black diamond squared plaid,
which was the patriot uniform, and which Matthieu had not thought
of as unsafe while he had his passport. But instead of detaining him,
the officer said, “Well, get along with you; the sooner the country is
rid of you fellows, the better”—probably little dreaming that the
blue-eyed patriot was to turn up a few years later in Oregon to
confront the British authority and help that important section of
North America over to liberty as defined in the American
Constitution.
Coming to Albany, New York, (1838), he soon found employment
as clerk in a store. To him, his patron was honorable; but not
altogether so to his creditors, as he left the city suddenly and
secretly. Matthieu was entrusted with the care of his family, and was
instructed to bring them to the new scene of operations, being
Milwaukee, Wisconsin. This, in course of time, led the young man to
that then far western land (May, 1839). From Milwaukee he went to
St. Louis, being attracted toward that old French city (August, 1839).
There he found service very soon with the American Fur Company—
then officered almost exclusively by Frenchmen. His first outing was
to Fort Pierre (October, 1839), on the Missouri River, among the
Sioux and Dakotas—the Sioux Indians being the finest wild men that
he has ever seen, whom he describes as “a great nation, fine, noble
fellows.” During this period he encountered many hardships, and
also much to interest a light-hearted Gallic youth. He remembers
one expedition on which provisions became reduced, the daily
allowance being two biscuits to the man and two ounces of dried
Buffalo beef to two comrades. This lean fare was eked out, as they
marched, by eating the frosted rosebuds of the Missouri meadows.
As an incident of a trader’s life among the Sioux, he recalls with
much gusto the solemn feasts of the chiefs, which it would have
been the height of impropriety not to attend, and which must be
observed with all punctillio, or spoil all the bargaining. These were
dog feasts, and consisted principally in eating a plateful of soup of
tender dog meat boiled to a paste, into which red buffalo berries
were sprinkled. To leave any of this delicacy uneaten would be a

breach of etiquette too serious to allow; and the higher the trader
was held in estimation, the more liberal the share placed upon his
plate. Not only to a refined palate was the dog paste rather
objectionable, but it often included much of the hair of the dog as
well as other portions. The sharp French trader, however, avoided
the difficulty. He hired an Indian chief of unquestioned appetite to
clean up his plate. Thus the feast had been eaten; and etiquette was
fully satisfied.
A limited amount of alcohol was also used by the traders in
connection with driving bargains, and Mr. Matthieu recalls one
instance in which one gallon of the article judiciously diluted
procured ten buffalo robes, worth $10 each—besides other
trumpery. However, the better class of the traders seldom indulged
the Indians beyond moderation, or only at long intervals. So great
was their fondness for the stuff that even the smell of liquor often
seemed to set them wild.
After a year’s service in the country of the Sioux, the return to
Saint Louis was made, and at that point he outfitted as a free
trapper, going out on to the Arkansas to Bent’s Fort (1840). George
Bent, the notable trapper-captain, whom he met there, he describes
as “a little bit of a man, but sharp as lightning.” On this jaunt he also
met Kit Carson, who is almost as well known in the annals of the
frontier as Daniel Boone of Kentucky. Carson he describes as “a
terror”—not as a desperado, however, but as a hunter. He was an
unerring shot, and dropped many a buffalo. He was stocky and
nervy in build, and had something of the Southwestern bluster of
manner, yet not so offensively so as many others.
Mr. Matthieu recalls serious hardships on this expedition, passing
one stretch of five days without food. But such experiences were
little thought of, the trapper always relying upon his rifle without
fear. In those days the Indians were very friendly.
Returning eastward the next season, he spent the winter and
spring trapping in the Black Hills (1841). However, it seems that this
life of a trapper, nomadic and free, and dependent only upon the

unlimited bounty of nature, and the friendly offices of the generally
tractable Indians, although amusing in many ways to a light-hearted
Frenchman, did not wholly satisfy young Matthieu. The desire for
settled society, and progressive individual life and home frequently
took possession of him; and the opportunity to gratify this was
apparently fortuitously afforded at Fort Laramie, early in the summer
of 1842.
With his party of trappers he found there the Oregon immigrants
of that season. This was the first regular immigration to Oregon
across the plains, and aside from the ladies of the mission parties
that had crossed in 1836-38, it was the first appearance of white
women in the Rocky Mountains.
This was the party of Captain Hastings, in which was Dr. Elijah
White, who had first come to Oregon with the large mission party on
the bark Lausanne, in 1839-40; but had returned east, and was now
coming to Oregon again, crossing the plains, holding the
appointment to the position of sub-Indian agent for Oregon, and
was accompanied by a party of over one hundred immigrants.
Doctor White is recalled by Mr. Matthieu as “a sleek looking
gentleman,” and “a quick talker.”
A well-known member of the party was Amos L. Lovejoy,
described as very light sandy-complexioned, and “more quick
tempered than any man I ever knew;” Captain Hastings was of
heavy build and swarthy complexion. The pioneer, Medorem
Crawford, then in his young prime, was also in the company. Sydney
Moss, now living as a nonegenarian at Oregon City; Thomas Sladden
and——Robb were also quickly made acquaintances. Among the
women of the party Mr. Matthieu especially recalls an elderly widow,
Mrs. Brown, and her daughter, who were said to have been held,
previous to this time, as captives among the Comanches. There
were a number of families in the train, among them being that of Mr.
Smith.
The pilot of the company was Fitzpatrick, the famous guide of
Wyeth’s party, whom Matthieu describes as tall and spare with

abundant gray hair; an Irishman of good common education, and
even gentlemanly bearing; perfectly at home anywhere on the
boundless prairies, or within the mountain ranges. Unlike the most
of his race, however, he was very taciturn.
While this company was waiting at Laramie, provisioning, Matthieu
and his comrades quickly decided to go along with them to Oregon.
They had their rifles and their horses; what more was required? The
very first night, however, they discovered that more was needed.
They went supperless, game having failed during the day; and they
could not but look on with a little envy and self-commiseration at the
various campfires where the immigrants were despatching fried
bacon and mountain biscuit and drinking coffee. Mr. Matthieu says,
however, that the immigrants could not be blamed or called
inhospitable for neglecting to entertain them, as they knew as yet
nothing of the trappers who had joined their caravan, and every
head of a family felt obliged to guard his little store of provisions,
scant at the best.
The incidents of the journey are vividly recalled by Mr. Matthieu,
though now after a lapse of fifty-eight years. These should be
mentioned here, some being serious and some being laughable,
whether recorded elsewhere or not, as they afford light upon the
individuality of this important member of the group of Oregon
pioneers, of the era of the provisional government.
One of the first serious affairs after leaving Laramie occurred at
Independence Rock. This was the incident of the capture of Hastings
and Lovejoy by the Sioux Indians. At this point, a noted rock, or high
ledge, with a perpendicular front, about the space of a mile (F. X.
M.) from the Sweetwater River, the immigrant train was delayed in
order to bury a man, one of a company of Germans, who, in drawing
his gun from a wagon accidentally caused the discharge of the piece
with the result that he was fatally shot in the groin.
Taking advantage of this delay, Matthieu and his comrades went
buffalo hunting. From the actions of the buffaloes that were at
length discovered, he was suspicious that there were Indians in the

neighborhood. The buffalo herds were constantly in motion, as was
the case when the Indians were stalking them. This, however,
caused him no uneasiness, and it was not until two o’clock next
morning that he returned to the train.
The journey was resumed about daybreak, but sometime in the
forenoon it began to be passed around that Lovejoy and Captain
Hastings were missing; and this caused anxiety. Matthieu suspected
Indians and scanned the plains, now ablaze to the distant horizon in
the summer sunshine. At length he caught far in the distance, a
distinct glance of light. This was thrown, as he surmised, from one
of the little zinc-framed looking-glasses that the Indian braves
frequently wore attached around their necks. Waiting for no further
sign, he hastened to the train, telling the immigrants to halt and get
ready, as the Indians would soon be upon them. To them this was
rather mystifying, as the young Frenchman took no trouble to
explain how he knew this. But upon his advice the wagons were
halted, and everything was placed in readiness to receive the
Indians, who might be hostile. In the course of a few hours a great
band of Sioux appeared in sight, developing out of the prairie, and
galloping in wild fashion upon their ponies—or in large part running
on foot. They numbered about five hundred and were in full war
dress and paint. Lovejoy and Hastings were among them, being held
as captives and looking very much crestfallen. They had delayed, as
it seems, in boyish spirit, to inscribe their names among others on
the face of Independence Rock; and having just completed their
task, had turned to go only to find themselves in the embrace of
some very large Indians.
Matthieu, however, who knew personally some of the chiefs, soon
saw that they were good natured, as they now moved around the
train, and were only wishing to drive a good bargain to let their
captives go. They were a war party and wanted ammunition. When
this was made known, the men of the train exclaimed “What! shall
we give them ammunition to shoot us with?” Matthieu, however,
advised giving it. “They have enough ammunition already,” he said,
“to shoot us. They do not wish to fight us, but only desire supplies

for fighting other Indians.” Accordingly, the ammunition was given
them, along with other things, and the captives were released. This,
however, was not the last of Indians. The next day a band, or rather
a host, of about five or six thousand (F. X. M.) of the Blackfoot Sioux,
under a great war chief, appeared. By this immense multitude, the
train was compelled to halt, and to be inspected by band after band
of the curious savages. The Indians being in such overwhelming
force, were very free in their ways. They were especially curious to
look at the women of the train. Mr. Matthieu relates the following
amusing incident: “The family of Mr. Smith was especially annoyed
by the curious braves, who came continually to their tent, and
pulling the flaps apart, gazed in silent admiration upon his wife and
daughters, or spoke to one another in their own language.” By this
behavior Mr. Smith, who was of a very irascible temper, was so much
annoyed that he came at length to Matthieu, asking him to send
them off, as he could do nothing with them. When Matthieu arrived
and discovered what it was the Indians wanted, and the thoroughly
irate Mr. Smith desired to know, the Frenchman said: “You must be
very quiet; you must make no commotion.” Mr. Smith agreed. “I am
almost afraid to tell you,” continued Matthieu, “you will not like it.”
Mr. Smith insisted. “They wish to buy one of your daughters to
present to their great chief,” said Mr. Matthieu. At this Mr. Smith
sprang to his feet in great excitement, ready to drive the intruders
away by force. “Softly, softly,” said Matthieu. “You will have the
whole band down upon us.” Then to the Indians he explained how
their white brother regretted his inability to meet their wishes; but
according to the customs of his people, it was impossible to sell her.
When satisfied entirely with this information, the braves retired.
However, the fondness of the Indians to see and even possess the
white women, was a real source of danger, with which the immigrant
parties had to reckon. It was not simply an annoyance. It was
apprehended by some that American families could never cross the
plains safely. The Indians, it was said, would seize their women at all
hazards. That they did not do so, but respected the white man’s
customs, even when, as in this case, they were in greatly superior

numbers, shows they had a certain native morality, often not found
among the whites.
This great band of Indians also could hardly be made to believe
that the immigrant train had no liquors, and begged insistently for
the firewater. Fitzpatrick, the pilot, both with this band and that at
Independence Rock, refused to be made known, not wishing to
implicate himself as a leader of white people through their country;
and remarked that all the prairie was home to him, and he could
drop off anywhere. Matthieu, therefore, having learned the custom
of the Sioux, and knowing some of them personally, was able to help
the immigrants, and to greatly reduce the liability of trouble. “I
actually believe,” he says, “that they might not have got through
without me.” These Sioux, being of the Blackfoot division of the
nation, were at this juncture on a great expedition to cross the
Rocky Mountains and attack the Snake Indians.
At Fort Hall, the exact date of reaching which is not remembered
by Mr. Matthieu, the immigrants delayed, some for a shorter, others
a longer time. The object was to change from their wagons to pack
saddles. Mr. Matthieu does not recollect that the Hudson’s Bay
commandant there offered to purchase any wagons, and thinks this
improbable. “The Hudson’s Bay Company had no use for any
wagons,” he observes.
The commandant, Grant, is well remembered as very large and
fine looking “as big a man as Dr. John McLoughlin”—which is as
grand a comparison as could be made by a McLoughlin admirer.
Grant assured the immigrants that it was impossible for wagons to
cross the Blue Mountains into Oregon. This, Mr. Matthieu believes,
was said because he thought it true, and he was simply representing
what was generally understood as the fact. Mr. Matthieu remarks,
however, “we all know very well that the Hudson’s Bay Company was
not favorable to immigration to Oregon;” and, though only a young
man at the time, he understood that the British expected to hold the
Columbia River as their boundary line. As to bringing the wagons on
to the Columbia River, he says that this could have been done, as

wood and water and the grass were in most places abundant, and
though in some places the trail was very difficult, it was not
impossible to American teamsters.
He and his comrades remained about eight days at Fort Hall, and
then came on with the Hudson’s Bay express by the horse trail,
crossing the Blue Mountains, and descending upon the valley of the
Umatilla, and then going by Whitman’s farm at Waiilatpu to old Fort
Walla Walla. At Waiilatpu he remained fifteen days waiting for the
other immigrants to come in; as the trip from Fort Hall to Whitman’s
was made in small parties, or even by families, as they were able,
the later ones following the tracks of the earlier. There was here no
danger of Indians, and the semi-military organization with which
they started was entirely abandoned.
With Doctor Whitman and his place, Mr. Matthieu was very
favorably impressed. The farm was neat and well cultivated, having
a large garden, a field of grain and a small grist mill. Doctor
Whitman himself he describes as “a very nice man,” of unbounded
hospitality. “His garden and grist mill he threw open” to their use,
and for what they had need of “he would not take a cent.” In person
he recalls Whitman as not very tall, rather slender in build, and of
strongly Yankee style. His hair was then dark. Though very favorably
impressed, however, with Whitman, the Yankee missionary bore, in
Matthieu’s estimation, no comparison with Doctor McLoughlin, who
was his beau ideal of the natural-born leader of men.
In this connection Mr. Matthieu states that he had the following
incident directly from some employees of the Hudson’s Bay Company
at Vancouver, which illustrates Doctor McLoughlin’s disposition
toward Whitman. In 1841 the Cayuse Indians formed the intention
of killing Doctor Whitman. But they feared the punishment that
Doctor McLoughlin would visit upon them, if he disapproved the act.
They devised the plan, therefore, of discovering his feeling, as if by
accident. A number of the leaders were sent to Fort Vancouver, and
there stationing themselves by the bank of the river, they began to
talk to one another of destroying Whitman. Doctor McLoughlin was

passing and they were purposely overheard by him. Instantly
confronting the Cayuses the old Doctor raised his great cane and
cried out in a terrific voice, “Who says you shall kill Whitman?” and
threatened condign punishment if such a massacre should take
place. The Indians scattered and immediately gave up their evil plan.
Before leaving Mr. Matthieu’s account of his experiences on the
plains, perhaps the following story may be told as throwing a side
light upon the character and ways of some of the people who
crossed. It is in regard to an Irishman called Pat, who was with the
party but had no outfit and no money, and was little better than a
camp follower. He obtained his day’s provisions by going from camp
to camp, or mess to mess, asking for anything that might be put into
his pot, which he then boiled over the fire making a sort of soup.
Once while he was thus cooking he had the misfortune to drop his
pipe into the savory mess, which turned it so much against his
stomach that he would not eat it. “Give it to B.,” suggested a
bystander, “he will eat anything.” B. was another camp-follower, less-
liked than Pat. B. enjoyed his meal, but afterwards regretted his
precipitancy. Pat always endeavored to return the courtesies of his
patrons by doing little favors around the camps, especially in helping
the women about their wood and fires, and became rather a
favorite. Reaching Oregon, and finally going to California, he
prospered and became a wealthy man.
The trip over the Cascade Mountains was the most difficult of any
part of the journey, and involved the most suffering. The route was
by the old Indian trail at the base of Mount Hood, on the north side.
A snow-storm was encountered here, and by this fourteen of the
horses were stampeded and took the back trail for The Dalles, where
there was an abundance of grass. Matthieu, however, managed to
keep himself comfortable during the storm by kindling an immense
fire in the timber, and retained his horses by tying them. On this part
of the trip he was accompanied by Hugh Burns, a well-known
Irishman, who made himself useful as cook.

At Oregon City, which he reached about the twenty-fifth of
September (F. X. M.) the first man that he met was Father Waller,
the well-known member of the Methodist Society. By this kindly
gentleman, Matthieu was at once and very pressingly invited home
to supper. “He wanted to hear all about my journey.” Matthieu,
however, felt rather delicate about accepting his hospitality. After his
hard journey over the last range of mountains he felt outrageously
hungry; but, for this very reason, was timid about partaking a
“company dinner,” so he began apologizing: “I am looking rough and
very dirty,” he said, “Had you not better excuse me?”
“No, no,” said Father Waller, “you must come.”
The neat house, the supper table with its snowy cloth and shining
dishes, and the care of the lady, Mrs. Waller, to have a nice repast,
greatly impressed the hungry immigrant. But particularly was his
appetite whetted, if that were possible, by the sight and smell of
potatoes—an article of food he had not seen for months. When
seated at the table he was hardly able to restrain himself; he was
taken not a little aback, however, when, instead of proceeding to the
meal at once, the good missionary began by asking a blessing,
which he extended into quite lengthy devotions. “It was the longest
prayer I ever heard,” says Mr. Matthieu.
Learning at Oregon City that there were French Canadians on the
prairie fifteen miles up the Willamette, he proceeded to Champoeg.
Arriving there he found that the settlers in that region numbered
nearly three hundred all told. Stopping off at the old landing, he
found near this point, about a mile and a half up the river, living
upon the river bank, Etienne Lucier, and remained with him during
the winter. French Prairie is the borderland between the originally
heavily timbered country of the lower Willamette and the more open
lands of Marion County and the big prairies of the upper valley.
Matthieu found the country of the French settlers even more
beautifully diversified than at the present, the practice of the
Indians, then but recently discontinued, of burning the prairies over,
having brought the whole country for miles together to the condition

of a park. Stately groves of fir and oak, or belts of deciduous timber
along the water courses, broke the monotony of the grassy levels,
while from almost any point of view the panorama of distant
mountain scenery was uninterrupted. The Butte, as it was called,
which escarped upon the Willamette just below the landing, and
from which Butteville takes its name, formed a sightly highland and
became a well-known landmark to the voyager of the early day. The
name Champoeg, says Mr. Matthieu, is simply a corruption of the
French term, Champment Sable—the camp of the sands.
With this Willamette country, however, Matthieu was not at first
thoroughly pleased. The deep moss that gathered on the trees and
buildings, and the general mildness and moisture of the winter
weather, suggested disease, such as fever and ague. He anticipated
a hot, sickly summer—which, however, he afterwards found was not
the characteristic of Oregon.
Life in this region was entirely Arcadian. The Hudson’s Bay
servants had been encouraged to settle upon the rich prairie lands
and raise wheat. Doctor McLoughlin, a most shrewd business man,
foresaw (F. X. M.) that the Willamette and Columbia valleys would
ultimately cease to be fur-bearing country, and sought privileges to
the north. His agreements with the Russians of New Archangel,
allowing him to trade with the Indians of Alaska, provided, also, that
he should supply that post with fifteen thousand bushels of wheat
per year. To meet this requirement, the old Hudson’s Bay servants
who had served out their time, and by their articles of agreement
were to be returned to their native land, were retained as employees
of the company, and they were provided, also, with an outfit to
begin farming. This consisted of a two-wheeled cart, oxen, plows, a
cow, and necessary household furniture, which was to be paid for in
wheat—the ordinary currency of the country. The cattle were to be
returned; the increase kept. A double outfit was allowed to those
who would settle north of the Columbia River. This, as Mr. Matthieu
understands, was for political reasons; the British wishing to secure
that section by actual settlement and occupation. The convenience,
the beauty, and the fertility of the Willamette Valley, however,

outweighed in the minds of the farmers the greater liberality of the
offer on the north, and most of the Hudson’s Bay people came to
French Prairie.
Lucier, Matthieu found, was one of the oldest of the Oregonians,
having preceded him by about thirty years. He was one of the old
trappers that came with Hunt’s party, of the Astor expedition. In
person, this now old man was short and stocky, and of a dark
complexion. He was about sixty, and was living with his second wife.
The first family of three children were then grown. His second family
consisted of two boys, both of whom are now living on French
Prairie, one having a family of several children. Among the subjects
of conversation with Lucier were the laws and customs of the United
States. The old Hudson’s Bay trapper was quite suspicious, and had
been told that our government imposed very heavy duties—such as
placing a tax upon windows. Matthieu, however, was able to tell him
that this was entirely a mistake. The laws of the United States were
just and liberal, and under them all men were equal; there was no
tyranny. Lucier, who was a very saving and industrious man, and at
the end of his service with the company had to his credit the
respectable sum of £400, was finally well satisfied with these
representations. All the settlers of the Prairie he found to be
hospitable in the extreme; they were willing to share with the
stranger anything they had. The most of them had native wives, or
at least of mixed blood; a number of whom were from Clatsop or
Chinook. They were an industrious people and entirely honest. The
incident is related that by some mistake as to ownership three sacks
of potatoes were once left on the river bank at the portage at
Oregon City. There they remained three months, no one disturbing
them. The following story also is told of McLoughlin and his wheat
buyer: It was the custom of the agent who bought wheat to strike
the measure—the wheat not being very well cleaned requiring to be
settled in order to give full weight. Seeing him give the measure a
number of slow, gentle taps, McLoughlin exclaimed, “Tut, tut,” and
gave it one heavy blow; but to his chagrin, and the vast enjoyment
of the bystanders, the doctor’s heavy stroke instead of settling the

grain only shook it up, and he instantly admitted that the buyer’s
way was the best, and with that the farmers were all well pleased,
because thereby they sold the best weight—which illustrates not
only their simplicity, but their desire to act on the square with the
great chief factor.
Names of French-Canadians on French Prairie when Mr. Matthieu
first went there, and who all, as he remembers, took part in the
provisional government meeting—they are collected from his ledger
of the business carried on by him with George Le Roque, at
Butteville, beginning in 1850:

XAVIER LADEROUTE
ANTOINE BONANFANT
ANDRE LA CHAPELL
PIERRE PAPIN
LOUIS B. VANDALLE
JEAN B. DU CHARME
FABIEN MALOIN
LUC PAGNON
ETIENNE GREGOIRE
AMABLE ARCOUETTE
PIERRE DE LORD
LOUIS A. VANDALLE
JOHN SANDERS
PIERRE PARISEAU
CHARLES RONDEAU
DAVID DONPIERRE
ANDRE DU BOIS
PIERRE DEPOT
MOYSE LOR
PIERRE LE COURSE
JOSEPH BERNABE
BAPTISTE DEGUIRE
ADOLPHE CHAMBERLAIN
JEAN LINGRAS
ALEXIS AUBICHON
JEAN SERVANS
MICHELLE LAFERTE
JEAN B. DALCOURSE
LOUIS OSANT
JEAN B. AUBICHON
ANTOINE FELICE
MICHAEL LAFROMBOISE
JOSEPH GERVAIS
JEAN B. PANPIN
OLIVIER BRISCBOIS
THOMAS ROA
LOUIS BOIVERS
ANDRE LANGTAIN
ETIENNE LUCIER
ALEXIS LAPRATTE
PIERRE BELAQUE.

The following were Frenchmen who came to Oregon in the spring
of 1842, except Matthieu, who came in the fall. They were at the
meeting at Champoeg. This list has, perhaps, never been published:
GEDEREAU SENCALLE
THOMAS MOISON
PIERRE GANTHIER
AUGUSTIN REMON
JOSEPH MATTE
FRANCIS BERNIER
F. X. MATTHIEU.
During the first months of the year 1843, the question of
organizing an independent or provisional government, until the
United States should extend its authority over Oregon, was much
discussed. Debates were held at Oregon City, and the project was
the matter of ordinary conversations at Salem and Tualatin Plains.
The leaders of the movement, as is well known, saw the necessity of
the whole community participating, and devised a plan that would
interest all. The French Canadians could not be interested in the
general question of a new government; being quite contented as
they were, and having unlimited faith in McLoughlin, with whom
they did all their business, and from whom they obtained all the
counsel and protection they felt needed.
“The idea of organizing a provisional government was then,” says
Mr. Matthieu, “to give the United States a reason for taking
possession of Oregon.”
The device of the “Wolf Meetings,” however, for providing
protection against the wild animals, brought them out and the
greater question of forming a government was gradually from this
brought to a focus. With this preliminary work, however, Matthieu
had nothing to do, and his sentiments were not known to the
Americans, or even to the Canadians, except Lucier. He was not at
the meetings of February and March. He attended the meeting at
Champoeg. This was held, according to his recollection, in a

Hudson’s Bay building, just over the bluff, at the landing; the
embankment of the river here being high and steep. The meeting,
however, was very informal, being called to order in the house, but
the final vote being taken out of doors.
The details of this important meeting need not be here entered
into, except so far as concerns the recollection of Mr. Matthieu. The
ability of the common people to organize and maintain a sufficient
government, in a remote corner of the world, in the midst of
numerous and even in some cases of powerful and cunning bands of
Indians; and in opposition to the interests and business policy of a
great corporation—was to be tested. The character and calibre of
the men who constituted the “people” is a matter of the highest and
most lasting interest. What items Mr. Matthieu recollects of them are
worthy of the most careful preservation. He remembers W. H. Gray
as one of the most active and strenuous of the Americans at the
meeting. “Gray took part,” he says. “He wanted to organize the
worst way—he would not give up to any other notion.” G. W. Le
Breton, whom he describes as very popular, both with the French
and with the Americans, and who acted as secretary, was not less
alert. He remembers Le Breton as a young man, short in person, but
very active. “He never stood still a minute.” He recollects Rev. J. S.
Griffin of Tualatin Plains as present, but not as taking a very active
part. Robert Shortess, with his tall, slim figure and strongly Roman
profile, was also among the number. Sydney Smith, from Chehalem,
was there too. Mr. Matthieu recalls of Smith that he once hired him
to assist in filling out a bill of logs, contracted to be delivered at
Oregon City. To Matthieu’s dismay—he was inexperienced as a
lumberman—the first cut, which was from a white fir, that he had
rolled into the river, sank out of sight in the water. Smith used a
strong expression implying lack of sense on the part of the person to
whom it was applied, and then exclaimed—“I will show you.” Then
he bored a hole in a log to be rafted and inserted a large cedar plug,
or chunk, which just floated the white fir. Thomas Hubbard was also
at the meeting. Others whom he recalls were Amos Cook and
Francis Fletcher of the Yamhill Fords, near La Fayette; and George

Gay, who was formerly an English sailor, but took leave of his ship at
Monterey, California, and came to Oregon in the well known party
with Doctor Bailey, and became a large landholder near Dayton,
building the first brick house in the valley, and becoming famous for
his hospitality to travelers. Others were G. W. Ebbert, Wilkins, Doctor
Newell and Joseph L. Meek, of the Tualatin Plains, and Messrs.
Babcock, Hines, Doctor Wilson, Alanson Beers, and J. L. Parrish of
the Methodist Society.
Matthieu understood that there were three parties in reference to
organizing a government. These were the strongly American for it,
led by Gray and others, and the Canadian settlers who opposed, or
at least did not favor it; and Dr. McLoughlin and his near friends,
who really favored an independent government and expected to
become citizens of it, but who thought the movement at that time
premature. Mr. Matthieu does not recall that Bishop Blanchet was
present at the meeting. A memorial had been prepared by the
Bishop, on the part of the Canadians, to show that organization was
unnecessary and inadvisable. At the critical juncture, however, after
there had been some discussion and the meeting was becoming
confused, and, indeed, was in danger of breaking up without action,
he remembers well how old Joe Meek strode forth, and by the
simple power of voice and example gained control after
parliamentary tactics had failed. He cried out, as he would to a
company of militiamen: “All in favor of organization, come to the
right.” One hundred and two men were present. Fifty of these
quickly went over to the right, in favor of independence. The other
fifty-two, all Canadians, remained as they were, or withdrew in the
other direction.
Now came out Matthieu’s republican training, which he had
received in his schoolboy days, under Velade, at Terrebonne. His
“mind was made up,” he says, “ever since I left Canada. I knew
what it was to live and die a slave under British rule.” And he was
still carrying the picture of Papineau, the liberator.

Now that a time for action had come, he was not wanting. He
said, therefore, to the Canadians that he was going with the
Americans. He knew what he was doing, and was fully decided
which was the right side.
Old Lucier, the trapper of 1811, followed him, and now the vote
stood fifty-two for, and fifty against organization. Then went up the
shout, led by Joe Meek and his mountain men.
The Canadians, though defeated, were entirely satisfied with the
result, and had not favored the movement principally because they
did not understand it, and, like Lucier, had obtained incorrect ideas.
But when the vote prevailed, they acquiesced cheerfully, and
became among the best citizens of the little republic—the smallest,
probably, since the days of the Pilgrim fathers, who organized their
government in the cabin of the Mayflower.
After organization was effected, and a body of laws was framed,
Matthieu was called upon to take part in affairs, and was elected
justice of the peace for Champoeg County, an office which he says
he filled to “the satisfaction of every body.” He settled disputes by
inviting the complaining parties to sit down with him to a good
dinner, and after an hour’s cheer and pleasant chat, he sent them
away well contented with his findings.
He had some trouble with distillers, who sometimes set up little
stills in out of the way places, and made liquor to intoxicate the
Indians. He recalls one case in which he and Doctor Wilson, the
judge, traced a distiller out into the woods, back of French Prairie, at
DePot’s, and found him over a teakettle, which he used as his still,
manufacturing what was called “blue ruin”—a liquor made out of
Sandwich Island molasses, and was an article so destructive as to
almost relieve the authorities of the necessity of estopping the
manufacture—the juice being the executioner of its producer.
Of all the characters of the early day, McLoughlin stands out
foremost, and overtops all others, in Mr. Matthieu’s recollection. The
old chief factor had some of the elements of greatness: “He was the

finest man I ever knew,” says Mr. Matthieu, “and there will never be
another like him. He did what no other man would do.” With Doctor
McLoughlin, Doctor Whitman, whom he greatly respected, he says,
“bore no comparison.” McLoughlin had the immense physique, the
great voice, and the commanding manner, and also the positive and
decisive mind that carried all before him.
Many are the incidents that Mr. Matthieu relates illustrating his
qualities. Once, he says, an Indian was brought to him charged with
committing a gross offense. “Is he guilty?” asked the doctor. “Yes,”
they replied, and presented the proof. “Tie him to that cannon,” he
replied, pointing to one of the two pieces of artillery that
commanded the entrance to the fort. When this was done, he said,
“Give him fifteen lashes.” Soon after a white man was brought,
charged with the same offense. Doctor McLoughlin made the same
inquiries, and finding him guilty administered the same punishment.
This illustrates why his authority was so absolute among the Indians.
His administration exactly filled their conception of justice.
The services of McLoughlin to the immigrants of the year ’42, and
later, until he resigned his position as chief factor, are fully vouched
for by Mr. Matthieu. The doctor advanced everything needed, and
furnished the use of bateaux to any in distress. The concluding
portion of the immigrants’ journey, that from The Dalles to Oregon
City, was often virtually provided for by McLoughlin. For all these
advances, he was held to the last penny by his company, and as Mr.
Matthieu learned, he was obliged to render every cent not paid by
the immigrants—a sum so large as to very nearly bankrupt the man.
Upon the return of Mr. Matthieu, in 1858, for a visit to his home in
Canada, he took the pains to visit some of Doctor McLoughlin’s
relatives at their place of business in Quebec, whom he found to be
men of much the same magnificent physical mould as the chief
factor. He inquired of them as particularly as he dared as to Doctor
McLoughlin’s fortune, venturing to remark that he supposed he was
very rich. “He was wealthy at one time,” was the reply, “but his

company required the payment of large sums that he advanced on
credit, and that left him with little.”
Mr. Matthieu understands that besides his salary of £2,500 per
year, he held two shares in the stock of the company, the largest
allowed to one individual outside the chartered corporation. His
business also included, besides the fur trade of Oregon, extensive
operations in British Columbia and Alaska, salmon export to the
Sandwich Islands, and milling at Oregon City. At one time he made a
proposition to build the canal and locks at the Willamette Falls, at his
own expense; but was refused the charter. (F. X. M.)
Returning to Mr. Matthieu’s first years in Oregon: He remained
with Lucier until 1844. For two years afterwards he lived on French
Prairie proper, which is some six miles back from the river. He was
engaged in labor during this time, building houses, and making
wagons for the settlers. Life he found carried on here in simple style,
log cabins being the rule, furnished with big fireplaces, made of
sticks, plastered over with the tough black clay found underneath
the prairie sod. Few had stoves, and the cooking was done mainly
over the coals, or in kettles swung on a crane.
In 1846 he was married, and took a square mile of land a mile
from the river, back of the Butte, upon which he has lived now for
fifty-four years. It is a noble old place, having both prairie and
woodland, and abundant water, and commands beautiful prospects
in every direction. His wife was Rose, a daughter of Louis Osant, a
Hudson’s Bay employee and trapper. The earliest recollections of
Mrs. Matthieu are of journeyings on horseback with the parties of
her father or of Michel La Framboise, one of the most trusted
leaders of the Hudson’s Bay trappers. She recalls how, on one of
these jaunts when she was a mere tot of three years, and she had
for a comrade a little daughter of La Framboise, they were delighted
as they passed under the expansive oaks of the Sacramento Valley
to hear the dry leaves rustle under their horses’ hoofs. It was a
Gypsy life that the trappers led, and those that made the trip to

California, like La Framboise and Osant, had the pleasantest road to
travel of all the parties.
The mother of Rose having died, the girl was brought up in the
family of Pierre Belaque, who occupied a house near Lucier’s. A
patriarchal family, fourteen in number, were born to these pioneers,
ten of whom are now living:
PHILEMON GEER
CLARA OUIMETTE
*PRISCILLA
*EDWARD
ALFRED
LESTER
MAMIE
RANDALL
CHARLES
ROSE
ARSINOE BURTON
*HENRY
ERNEST
*WILLIAM
*VIOLET
Mr. Matthieu has lived as a farmer of Oregon, having been able to
provide his family with life’s advantages, and himself performing the
duties of the good citizen. Besides filling the office of Justice of the
Peace in the Provisional Government, he was in 1874 and again in
1878, elected to the Oregon Legislature from Marion County. In 1849
he made the trip to the California gold mines, but was so virulently
attacked by fever there as to be compelled to return without making
a fortune. In 1858 he took a trip to Canada, by way of Panama, and
in 1883, went with the pioneer excursion on the Northern Pacific
Railroad. He is now at the age of eighty-two, in good health, of

unimpaired memory, good hearing, and unchanged voice; though,
having suffered in early life from snow-blindness in the Rocky
Mountains, has somewhat lost the use of his sight. He is a member
of the Masonic fraternity, of high degree. He was in the mercantile
business for many years, after 1850, at Butteville, with George Le
Roque, and in all business relations and in public affairs has
maintained a reputation for unquestioned honesty.

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