Regular Meeting No. 2015-16 at 7:00P.M

NOTICE OF REGULAR MEETING

District of Fort St. James will hold Regular Meeting No. 2015-16 at 7:00p.m. on Wednesday September 30, 2015 at the District of Fort St. James, 477 Stuart Dr. W.

AGENDA

No. Item Name

Page

1. DELEGATIONS AND PRESENTATIONS

1.1 Wood Waste to Rural Heat David Dubois Municipal biofuel energy systems

1.2 Northern Health 3 - 6 Jo Anne Alexander HIV and blood born pathogen awareness

2. MINUTES

2.1 Adoption of the Agenda

That Council adopt the agenda for Meeting No. 2015-16.

2.2 Minutes of the Regular meeting 7 - 12

That Council adopt the minutes of the Council Meeting No. 2015-15, held Wednesday September 9, 2015 as read on this day; and, That such minutes as read set out all the business before Council that day and fully and properly record all of the resolutions and bylaws passed and adopted by Council at that meeting.

3. BUSINESS ARISING FROM THE MINUTES

4. REPORTS

4.1 Reports to Receive 13 - 59

That Council receive the following reports:  Fire Department - Recognition of Fire Department Long Term Members  Grant in Aid Summary 2015  Crown Land Application Update

Page 1 of 119 Regular Agenda Item Name

Page  KEY Final report- 2 years  Nahounli Report  Northern Health Drinking Water Report  Resource Benefits Alliance Report

4.2 UBCM Summary Report 60 - 79

5. CORRESPONDENCE

5.1 Correspondence to Receive 80 - 91

That Council receive the following Correspondence:  Art Council Grant in Aid Request  Stuart Lake Outreach Letter of Support  Fort St. James Senior Girls Soccer  New Gold Invite  Northern BC Tourism Invitation

5.2 Sarah Sampson - Grant in Aid - Cougars Rep Team 92 - 94

6. BYLAWS

6.1 2015 Financial Plan Amendment Bylaw No. 2, Bylaw No. 951, 2015 95 - 97

That Council adopt “2015 Financial Plan Bylaw Amendment No. 2, Bylaw No. 951, 2015.”

7. NEW BUSINESS

7.1 Verbal Reports

That Council receive the Verbal Reports.

7.2 Information Items and Calendar of Events 98 - 118

That Council receive the Information Items and Calendar of Events.

7.3 In Camera Motion 119

That, pursuant to section 90.1(e) of the Community Charter, Council hold a meeting closed to the public immediately following the close of the regular meeting.

7.4 Adjournment

That Council adjourn the regular meeting at [time] p.m.

Page 2 of 119 AGENDA ITEM #1.2

Q BRITISH COLUMBIA

Northern Health Jo Anne Alexander HIV and blood born pathoge... Page 3 of 119 AGENDA ITEM #1.2

Northern Health Jo Anne Alexander HIV and blood born pathoge... Page 4 of 119 AGENDA ITEM #1.2

Northern Health Jo Anne Alexander HIV and blood born pathoge... Page 5 of 119 AGENDA ITEM #1.2

Northern Health Jo Anne Alexander HIV and blood born pathoge... Page 6 of 119 AGENDA ITEM #2.2

District of Fort St. James Minutes of Regular Council Meeting No. 2015-15 Wednesday, September 09, 2015

District Office, 477 Stuart Drive West, Fort St. James, BC In Attendance

Council Councillor Dave Birdi Councillor Brenda Gouglas Councillor Brad Miller Councillor Kris Nielsen Staff Kevin Crook, Chief Administrative Officer Emily Colombo, Economic Development Officer/Deputy Corporate Officer Lina Gasser, Local Government Management Intern Other 12 Members of the public

Call to Order

Councillor Birdi called the meeting to order at 7:00 p.m.

1.0 DELEGATIONS AND PRESENTATIONS

1.1 RCMP - Statistics Report Staff Sergeant Wadelius Management at RCMP is at a full complement. There are currently 18 members at the local detachment. There are 3 or 4 constables who will be coming to the end of their terms in the spring of 2016. This will bring new RCMP constables to the detachment.

A question from a member of the public noted that speeding continues to be a concern for residents on Elm Street. The citizen would like to see increased patrols and ticketing. Mine traffic and the bus are especially of concern as kids are coming back from school around the same time.

1.2 Fort St. James Minor Hockey and Fort St. James Falcons Speed Skating Ice Time Recommendation Report Megan Reidlinger Speed Skating Club Members of the speed skating club participate in high level competitions and would like to have earlier ice times on Wednesdays. Earlier ice times would help grow the Club. Currently the club does not get off the ice until 9:15 on Wednesday evenings. This has negative impacts on young skaters, due to the reduced time they have for a proper night's sleep. Ms. Reidlinger would like to see fair and equitable ice times for all Arena users.

Jeremy Johnson Minor Hockey Minor Hockey currently has 80 children registered. Of those, 70% are first nations and minor hockey has worked closely with the first nations to make ice times accessible to all children. Some parents have to drive a considerable distance from outlying areas to ensure their children make it to the arena on time. There has been declining enrollment over the last 3 years, during which Minor Hockey has made progressive accommodations

Page 1 of 6

Minutes of the Regular meeting Page 7 of 119 AGENDA ITEM #2.2

for arena usage times. Minor Hockey fears that further accommodation could lead to even lower numbers of enrollment. Minor Hockey is a quality of life feature which attracts and retains residents in the community.

Moved by Councillor K. Nielsen and seconded by Councillor B. Gouglas:

2015-15-01 That Council approve the 2015 proposed schedule and review the current Ice User Policy for 2016/2017.

Carried unanimously

2.0 MINUTES

2.1 Adoption of the Agenda

Moved by Councillor K. Nielsen and seconded by Councillor B. Gouglas:

2015-15-02 That Council adopt the agenda for Meeting No. 2014-15.

Carried unanimously

2.2 Minutes of the Regular meeting

Moved by Councillor B. Miller and seconded by Councillor B. Gouglas:

2015-15-03 That Council adopt the minutes of the Council Meeting No. 2015-14, held Wednesday August 12, 2015 as read on this day; and, That such minutes as read set out all the business before Council that day and fully and properly record all of the resolutions and bylaws passed and adopted by Council at that meeting.

Carried unanimously

3.0 BUSINESS ARISING FROM THE MINUTES

4.0 REPORTS

4.1 Key To The City Lina Gasser, Local Government Management Intern

Moved by Councillor B. Gouglas and seconded by Councillor B. Miller:

Direction That Council direct administration to draft a Key to the City Policy with no legislative powers, purely ceremonial.

Carried unanimously

4.2 Reports to Receive

Page 2 of 6

Minutes of the Regular meeting Page 8 of 119 AGENDA ITEM #2.2

Moved by Councillor K.Nielsen and seconded by Councillor B. Miller:

2015-15-04 That Council receive the following reports:  Economic Development Summer Activity Report  Business Walk Report  Night Market Report  Recreation Programs Report  Building Statistics to July 31, 2015  Accounts Payable Cheque Listing June & July 2015  Community Partnership Steering Committee Minutes  Agricultural Diversification Presentation, UNBC  Seniors Helping Seniors - Vanderhoof Contract  Northern Health Water Report  RDBN - Fort St. James Budget Variance Report

Council recognized Lina and the excellent success of the Night Market.

Carried unanimously

5.0 CORRESPONDENCE

5.1 Correspondence to Receive

Moved by Councillor B. Gouglas and seconded by Councillor K. Nielsen:

2015-15-05 That Council receive the Asbestos Proclamation and Registry Request and declare the last week of April 24-30 as Asbestos Awareness Week.

Carried unanimously

Moved by Councillor B. Gouglas and seconded by Councillor K. Nielsen:

2015-15-06 That Council submit a letter supporting Beyond the Market.

Carried unanimously

Moved by Councillor K. Nielsen and seconded by Councillor B. Miller:

2015-15-07 That Council donate a Fort St. James pen, key chain and local book to the Stuart Lake Hospital Auxiliary.

Carried unanimously

Moved by Councillor B. Gouglas and seconded by Councillor K. Nielsen:

2015-15-08 That Council receive the Northern BC Tourism Sponsorship Request.

Carried unanimously

Page 3 of 6

Minutes of the Regular meeting Page 9 of 119 AGENDA ITEM #2.2

5.2 Delegate for Municipal Insurance Association AGM Kris Nielsen and Brenda Gouglas were named as Alternates.

Moved by Councillor Miller and seconded by Councillor Nielsen

2015-15-09 That Mayor Rob MacDougall be appointed as the District of Fort St. James's voting delegate to the 2015 Municipal Insurance Association of BC's Annual General Meeting; and that Councillor Brenda Gouglas and Councillor Kris Nielsen be appointed as alternates.

Carried unanimously

6.0 BYLAWS

6.1 Land Disposal and Exchange Bylaw No. 952, 2015.

Moved by Councillor K. Nielsen and seconded by Councillor B. Gouglas:

2015-15-10 That Council adopt "Land Disposal and Exchange Bylaw No. 952, 2015."

Carried unanimously

6.2 Fees and Charges Bylaw No. 945, 2015

Direction That staff provide more information on current vs. proposed rates of the "Fees and Charges Bylaw No. 945, 2015".

Tabled until Council receives more information.

7.0 NEW BUSINESS

7.1 New Business

An Environmental Protection Notice has been received from Fort Green Energy. Council would like to have more clarification in laymans terms around what is being proposed.

Council would like to recommend the inclusion of a timeline to the Stuart Lake General Hospital Proposal.

7.2 Verbal Reports CAO Kevin Crook- N/A

Councilor Nielsen:  Attended the Night Market, a Canfor meeting, municipal BBQ, and the Provincial Minister's announcement at the College of New Caledonia. The announcement was regarding a pilot program for a "Craft Construction" apprenticeship. She also provided a municipal welcome at Music on the Meadow Festival.

Page 4 of 6

Minutes of the Regular meeting Page 10 of 119 AGENDA ITEM #2.2

 Reported that the Community Foundation has issued a challenge to collect money from employers. Challenge starts at the end of September.  Was in Vanderhoof and noted the visually pleasing "doggy bag" dispenser.

Councilor Miller:  Attended the Night Market, Music on the Meadow and a transportation meeting.  Has noted issues regarding trucks turning near Ibedrola work site. There is also a large pothole at bottom of Nahounli bridge near the KDL office.  Would like administration to consider a FOB system for commercial access to the lagoon.  Would like to see John Fraser recognized for his assistance at the marina while the contractor was ill.

Councilor Gouglas:  Attended the Night Market and would like to recognize a job well done by the organizers, vendors and participants. Attended the Child and Youth Mental Health and Substance Use Collaborative Orientation Overview session in Fraser Lake. Government funding is available for a coordinator / project manager should our community’s health care and other agencies wish to form a Local Action Team. A meeting will be held in Fort St. James September 16th, 4:30 at the municipal office to further explore this initiative.  Attended the municipal BBQ and the Luck Bay Fire Hall open house and firefighter recruitment. Attended the Chamber of Commerce meeting. Went to the Firefighters Association and Officers’ meeting. Attended the provincial government announcement of funding for Tl’azten Nation training held at CNC.

Local Government Management Intern Gasser- N/A

Economic Development Officer Colombo:  Is currently working on housing strategies including multiple grant applications to hire a project coordinator.  Has an upcoming meeting with the Chamber of Commerce to discuss/plan a lunch and learn.

Councilor Birdi:  Attended the Night Market and Music on the Meadow. Was pleased with the police presence on the highway during the music festival and felt there was a better crowd than in past years.  Attended the staff BBQ and the Sowechea Fire Dept. open house.

Moved by Councillor B. Gouglas and seconded by Councillor K. Nielsen:

2015-15-11 That Council receive the Verbal Reports.

Carried unanimously

Moved by Councillor Gouglas and seconded by Councillor Nielsen:

2015-15-12 That Council support an application to the Real Estate Foundation for a Housing Coordinator Contract Position.

Page 5 of 6

Minutes of the Regular meeting Page 11 of 119 AGENDA ITEM #2.2

Carried unanimously

7.3 Information Items and Calendar of Events

Moved by Councillor K. Nielsen and seconded by Councillor B. Gouglas:

2015-15-13 That Council receive the Information Items and Calendar of Events.

Carried unanimously

7.4 In Camera Motion

Moved by Councillor K. Nielsen and seconded by Councillor B. Miller:

2015-15-14 That, pursuant to section 90.1(c), 90.1(k) and 90.2 (b) of the Community Charter, Council hold a meeting closed to the public immediately following the close of the regular meeting.

Carried unanimously

7.5 Adjournment

Moved by Councillor B. Gouglas and seconded by Councillor K. Nielsen:

2015-15-15 That Council adjourn the regular meeting at 9:23 p.m.

Carried unanimously

Rob MacDougall, Mayor Kevin Crook, Chief Administrative Officer

I certify the foregoing to be the original true copy of the minutes of Regular Meeting No. 2015-15 held on Wednesday, September 9, 2015.

______Kevin Crook, Chief Administrative Officer

Page 6 of 6

Minutes of the Regular meeting Page 12 of 119 AGENDA ITEM #4.1

Date: September 16, 2015 Report to: Kevin Crook, Chief Administrative Officer From: Michael Navratil, Fire Chief Subject: Recognition of Fire Department Long Term Members

RECOMMENDATION

That the District of Fort St. James recognize in some way the commitment of Fire Department long term members.

REPORT

Purpose

To recognize and acknowledge individuals for their efforts and years of service to the Fort St. James Fire Department.

Background

Many Fire Departments recognize years of service for members meeting milestones.

The following members will be recognized October 24th at our semi-annual spousal appreciation dinner:

 Harry (Al) Millsap - 5 years  Brian Schnepf - 10 years  Don Fraser - 10 years  Mark Rivard - 10 years  Robert Hughes 10 years  John Bennison - 10 years  Steve Karey - 10 years  Doug Hearn - 20 years  Pete Panesar - 25 years

This recognition from the Fire Department will be in the way of a service award certificate and a pin for years of service.

It would be appreciated if Council would participate in this event in some way. Possibilities include a public acknowledgement of the awards at a Council meeting, or Council members attending the service awards and congratulating the members in person.

FINANCIAL/PROGRAM IMPLICATIONS

n/a

Reports to Receive Page 13 of 119 AGENDA ITEM #4.1

RELATIONSHIP TO THE OFFICIAL COMMUNITY PLAN/STRATEGIC PLAN

n/a

Respectfully Submitted,

Michael Navratil Fire Chief

Approved by:

Kevin Crook Chief Administrative Officer

Reports to Receive Page 14 of 119 AGENDA ITEM #4.1

2015-09-25

GRANT IN AID BUDGET SUMMARY Organization 2011 2012 2013 2014 2015 Description 2015 Auxiliary to Stuart Lake Hospital 75 500 500 BCCA Convention 2011(Sinkut Mtn Cattlemen) 250 Birdi Davin 500 Books For Kids 1,400 Caledonia Classic 3,000 3,000 4,000 3,000 Sponsorship Canadian Cancer Society 1,355 Christian Outreach Food Bank/Lunch Program 1,000 1,000 250 Christmas Food and Toy Drive 500 City of Langford 500 College of New Caledonia 700 733 Community Arts Council of Fort St. James 4,000 4,300 4,000 David Hoy Elementary 500 Ditnikwun Volleyball 400 Far Fletched Archers Club 1,200 Fort St. James Chamber Of Commerce 1,100 Fort St. James Community Foundation 5,000 Community Foundation Grant Fort St. James Girl Guides 1,000 Fort St. James Humane Society 3,000 500 Fort St. James Minor Hockey 1,250 Fort St. James Motorcross 500 500 Fort St. James Music Makers 800 Stage equipment Fort St. James Secondary School Girls Basketball 1,000 Fort St. James Secondary School Girls Soccer 500 1,000 2,700 500 Travel to provincials Fort St. James Secondary School Grade 8 Trip 1,000 Fort St. James Secondary School Mountain Bike Team 500 Fort St. James Secondary School Ski & Boarding 1,000 1,000 500 1,000 Travel to provincials Fort St. James Ski Club (Murray Ridge) 500 Fort St. James Snowmobile Club 1,500 2,000 Fort St. James Falcons Speed Skating Club 3,526 430 2,500 Fort St. James National Historic Site 667 Fort St. James Volunteer Fire Fighters 1,000 Greening Up Fort Society 1,000 Grill Sarah 500 King, Sarah 1,000 Trans Canada National Championship Hungry & Homeless Group (Kandace Kerr) 135 Kora Prince Volleyball Tournament 300 Metis Nation New Caledonia Society 500 Metis Day Celebration Music on the Mountain 3,000 3,000 3,500 2,000 2,000 Music Festival Nak'azdli Band 1,000 500 1,000 250 Northern Health 1,000 Pin Up Calendar For a Cause 315 Receiver General Royal Canadian Legion 500 School District 91 500 1,100 300 SONAR Youth 350 Mobile app Sowchea Elementary School 1,000 Stuart Lake Nordic Ski Club 100 Stuart Lake Sailing Club 500 Stuart Lake Outreach Group Society 1,000 Food Hampers Volunteer Fort St. James 2,800 Stuart Lake Seniors Society 2,500 1,000 Zaporozan, Allison 500 B.Seal Mental Hlth Speaker Total 23,841 24,528 28,167 13,600 16,150

2015 Budget 20,000 Funds Remaining 3,850

Reports to Receive Page 15 of 119 AGENDA ITEM #4.1

Date: September 30th 2015 Report to: Kevin Crook, Chief Administrative Officer From: Lina Gasser, Local Government Management Intern Subject: Crown Land application update

RECOMMENDATION That, Council receives this report on the progress being made with the Crown Land Grant application and that Council direct Admin how to proceed with regards to purchase of BC Rail land.

REPORT Purpose This application would see the District of Fort St. James acquiring part of the old BC Rail right of way. This section of land would then be developed into a multiuse trail system that could be used year round. By acquiring this land the District is able to achieve the objectives outlined in the Official Community Plan and the Master Trails plan. Background On Monday September 14th, District Staff met with, Chris Dawson from Ministry of Transportation and Infrastructure to discuss portions of the BC Rail right of way that are still owned by BC Rail. BC Rail would be willing to sell the District Lot 3112A (PID 15173887) and parcel District Lot 3112A (PID 15173844) at book value which is significantly less than market value plus legal fees. At this time the District is at an impasse with regards to the Crown Land Grant Application because the BC Rail properties are in the middle section that the District wishes to acquire for trail development. Completion of this purchase would facilitate completion of the Crown Land Grant.

FINANCIAL/PROGRAM IMPLICATIONS

Book value for the properties, $3,500 plus legal fees. There is no budget remaining for land purchase in 2015, but this could be completed in 2016 if Council wishes to proceed.

RELATIONSHIP TO THE OFFICIAL COMMUNITY PLAN/STRATEGIC PLAN By acquiring this crown land the District will be able to expand its multi-use trail system which is part of the Official Community Plan.

Reports to Receive Page 16 of 119 AGENDA ITEM #4.1

Respectfully Submitted,

Lina Gasser

Local Government Management Intern

Approved By:

Kevin Crook Chief Administrative Officer

Reports to Receive Page 17 of 119 AGENDA ITEM #4.1

The KEY Resource Centre Pilot Project

Final Report for Funding Provided June 2013 – June 2015

360 Stuart Drive Fort St James, British Columbia V0J1P0 Phone: 250-996-8933 Fax: 250-996-7014 E-Mail: [email protected] Web: www.cnc.bc.ca

Reports to Receive Page 18 of 119 AGENDA ITEM #4.1

SUMMARY The KEY Resource Centre was established as a pilot project and opened in July 2013 in the downtown core of the rural north-central British Columbia community of Fort St. James. KEY is an acronym for Knowledge Empowers You and serves as the foundation upon which positive change can happen for individuals and communities.

Knowledge Empowers You

The KEY project was initiated as a response to emergent needs within the community of Fort St. James as well as identified through programs offered by the College of New Caledonia (CNC) campus in Fort St. James. This Resource Centre – and access point for education – supports cross-sector collaboration between the various partners involved and is building a more sustainable and resilient downtown community. Over the two years of existence The KEY has evolved into a pivotal social forum responsive to both evolving community needs for educational, social, health, and literacy support as well as a liaison for outreach services. The KEY has also fundamentally altered the climate of the downtown core of Fort St. James and impacted neighboring communities in many positive ways.

Between June 2013 and June 2015 patron utilization of The Centre has grown dramatically – surpassing initial pilot delivery projections by a factor of at least four. For example, initial goals for daily patrons was 20 per day and in recent months there are days where over 100 patrons utilize The KEY. In a period of two years there have been over 10,000 patron visits with numerous workshops and courses completed, community and neighborhood clean-up crews, referrals to local service providers, and access to further educational opportunities.

For a community with a population of under 3,000 residents (2,278 in Fort St. James and 534 in Nak’azdli), utilization numbers at The KEY are impressive. In all aspects, the first two years of operation of The KEY have been an immense success with numerous new partners and affiliations. The main challenge moving forward is ensuring that The Centre can remain open and building on the success of these two years of piloting the project.

Reports to Receive Page 19 of 119 AGENDA ITEM #4.1

1.0 Background:

The College of New Caledonia (CNC) supports access to lifelong learning as well as supporting the diverse needs of students. In a rural community and area such as Fort St. James, our learners and students come from all walks of life. For example, the Targeted Initiative for Older Workers (TIOW) program at the Fort St. James campus was recently recognized by the internationally-based Organization for Economic Co-operation and Development (OECD) for innovative work in delivering training programs over the last few years to over 150 students over the age of fifty from the community of Fort St. James (population 1700) and outlying neighboring communities. Some of the initial impetus and gap identification leading to establishing The Key surfaced through discussions within TIOW classes.

Survey work done as part of an original Community Action Initiative (CAI) Convening Grant in 2012 revealed that there are vulnerable people in Fort St James who are impacted directly or indirectly by a range of mental health and/or addiction and substance use challenges – some of these individuals are coming into Fort St James from very remote communities of northern BC. Some of the behaviours these vulnerable people engage in is believed to have negative impacts both on themselves and the broader community. The initial thinking behind The Key Resource Centre was that vulnerable people who are impacted directly or indirectly by various challenges and barriers need a place to go that feels safe and is comfortable, that offers exposure to needed knowledge and information, and that offers an overall suite of activities that will enable patrons to make more positive behaviour choices; for their benefit and for the benefit of the community. As the name K.E.Y stands for: ‘Knowledge Empowers You’. This is the foundation of the program and Centre.

In the early formation period, it was believed that vulnerable people would come to the Resource Centre because they have indicated a need for this type of space. The intention was to form a welcoming space (i.e. through offering coffee, having washrooms, being safe, etc.) and that it include recreational options, such as card playing and general socializing. In part, these activities are understood to help address boredom reported to be experienced by vulnerable people. They also offer alternatives that may result in healthier choices. Activities, programs and atmosphere were intended to be culturally sensitive.

The KEY initiative was intended to address gaps in local outreach services and serve as a bridge into education for some of the most vulnerable populations in the region. The pilot project was established with two objectives: Objective #1: To enable vulnerable and/or affected people in the greater Fort St. James area to improve their emotional, physical, mental, and spiritual well-being; and

Objective #2: To positively impact the community of Fort St. James in general and the downtown core businesses and services in particular.

Reports to Receive Page 20 of 119 AGENDA ITEM #4.1

Progress in achieving these objectives is demonstrated through an evaluation plan that was established in the early stages of developing the Centre. These are outlined below.

Founding principles and theories of change suggested that once people are attracted to and frequent the Centre, they will:  be exposed to opportunities for positive learning experiences;  have opportunities to acquire needed knowledge regarding their personal challenges; and  be proactively supported to make the connections to the services and supports they identify as needed.

These principles have been supported through a belief that informal learning takes place in the Resource Centre as a result of the environment that is created and access to a holistic array of activities, information, services, and supports that staff (with partners) would facilitate. Formal learning opportunities known as ‘Programs’ would be provided as part of daily operations. The particular design of these Programs, e.g. stand alone and three hours in duration, was intended to increase patron self- esteem and confidence as they commit to an achievable goal. Participation in these Programs exposes patrons to shared, relevant, healthy, positive experiences. It is the increased self-esteem and the shared positive (learning) experience that ultimately empowers patrons by reinforcing their healthier behaviour and positive choices.

Establishing and operating The Key has involved the following Primary Partners, who also formed a founding Advisory Committee: 1. The College of New Caledonia, Nechako, Fort St. James Campus 2. Nak’azdli Band, Health Center, & Alternate Justice 3. Municipality of Fort St. James 4. Regional District of Bulkley Nechako Area “C”

As the pilot project gained momentum, the following secondary partners have become involved:  RCMP  Northern Health Authority Mental Health & Addictions (NHAMHA) Service, Fort St. James office.  Northern Health Authority (NHA) Public Health Centre  Tl’azt’en Nation Health Center

This series of proactive partnerships was established as a one year pilot. The Advisory was fortunate to receive additional private funding for a 2nd year – and is now looking to secure funding for future operation.

Through The KEY, CNC has been able to provide access to education in a fluid and flexible manner within the community. From the downtown access of The KEY, to the Learning HUB (a drop-in literacy and ESL

Reports to Receive Page 21 of 119 AGENDA ITEM #4.1

program), to more structured Labour Market programming (e.g. Targeted Initiative for Older Worker program) providing a pathway to employment or further college education and programming.

2.0 PROJECT EVALUATION This section includes a description of the project evaluation objectives, key activities, outputs, and outcomes (results) that were established to guide the first year pilot of KEY Resource Centre operations. The initial ‘Evaluation Plan’ (see Appendix 1) was designed by an independent consultant in July 2013 and developed with two purposes: (1) to support overall development of the Centre, and (2) to evaluate outcomes and results in order to determine the extent to which the Centre impacted individuals and surrounding communities.

The objective of engaging in evaluative processes was to generate evidence that either demonstrates (or not) the value and impact of this evolving pilot service model for patrons, service providers, and the broader community – and how the Centre is achieving its two primary objectives. Overall the range of data collection proposed as part of the first year pilot, was selected to provide an evaluation audience with a comprehensive view of the project and an attempt at developing an objective understanding of the Centre’s impact. This section builds upon the proposed Evaluation Plan.

2.1 Project Objectives The KEY Resource Centre Project was established with two main objectives: (1) To enable vulnerable and/or affected people in the greater Fort St. James area to improve their emotional, physical, mental, and spiritual well-being; and (2) To positively impact the community of Fort St. James in general, and the downtown core businesses and services in particular.

2.2 Key Activities To achieve objectives, the following key activities were targeted: 1. Creating an appropriate environment by establishing a welcoming, safe, comfortable, and culturally-sensitive environment that is responsive to patron needs. 2. Creating a Positive Learning Culture through offering a holistic array of learning activities, including formal programs, cultural activities, and social-recreational-community activities that impact patron social determinants of health. 3. Providing Outreach by providing outreach assistance that enables patrons to access supports and services in their communities. 4. Developing Partnership through collaboration and increasing patron access to desired and required supports and services. 5. Forming an Advisory Committee comprised of partners, other local social service agencies, and KEY patrons.

Reports to Receive Page 22 of 119 AGENDA ITEM #4.1

2.3 Outputs The following section highlights various quantitative evaluation components of our program. It must be noted that staff do their best to track the various measures as part of ongoing evaluation and regular patrons do a good job of signing in. However, there are times when staff may be engaged with patrons in one-to-one discussions, or assisting patrons with other things (e.g. computers, service provider referral, etc.) and are unable to keep exact tallies of participation and otherwise.

Implementing the key activities developed as part of ongoing evaluation has led to achievement of the following outputs:

Proposed Output 1 (to meet Objective 1): The KEY Resource Centre is open an average of four days per week for Total Days Open of 175 days and is hosting an average of 20 people per day for Total Patron Visits of 3500.

Results: As a result of funding, staffing needs, and patron feedback the KEY has been open three days per week (Monday, Wednesday, and Friday), which has resulted in an average of 144 Total Days Open per year.

The Centre has far surpassed initial daily attendance projections and goals. This trend began very quickly in the first year of the pilot and has remained throughout the past two years of operation (Figure 1). Each person attending the Centre is only counted once in the day even if they come and go several times throughout the day. Since October 2014, the Centre has had several days of over one hundred people visiting and utilizing services, as demonstrated in Figure 1.

From August 2013 to December 2013, the Centre had 2,040 patrons. From January 2014 to June 2014, the Centre had 3,505 patrons. From July 2014 to December 2014, the Centre had 4,561 patrons. From January 2015 to June 2015 the Centre has had 5,199 patrons.

The KEY Centre has been reaching the annual patron visits projections in under six months of operation. From June 2014 to June 2015, there has been a total of 10,417 patrons in a twelve month period – far surpassing the goal of 3,500 per year. The average number of daily patrons continues to grow.

An additional point not initially noted in the Evaluation Plan was identifying potential demographics of our patrons. Over the past two years we have seen a significant shift in the demographics of our patrons – and some of this has been noted in our quarterly review reports. For example, we have experienced a significant shift in the ratio of male to female patrons over the past two years from early numbers indicating a 3:1 ratio of male to female, to over this past year we are at an approximately 2:1 ratio. Additionally, we are now seeing more family units attending on a regular basis.

There have also been shifts in age ranges of our patrons. We have seen an approximately fifteen percent increase in the 15-30 years old cohort, as well as an almost twenty percent increase in the 65+ cohort.

Reports to Receive Page 23 of 119 AGENDA ITEM #4.1

Similarly, we have also seen an over doubling of non-First Nation patrons shifting from 105 in 2014 to 243 in 2015.

THE KEY: DAILY ATTENDANCE

Low High Average 120

100

Initial projections 40

Initial projections 20

13 14 14

14 15

13 14 14 14

15 13 13 14 14 14 14 14 15 15

13 14

- - -

- -

- - - -

------

- -

Jul

Jan Jan

Jun

Oct Oct

Apr Apr

Feb Sep Feb Sep

Dec Dec

Aug Aug

Nov Nov

Mar Mar May Figure 1. The KEY Daily Attendance from August 2013 to April 2015.

Proposed Output 2 (to meet Objective 1): The Programs and the informal learning opportunities and activities taken together include: a. A minimum of 80, 3-hour Programs, to be provided on average twice per week (including 200 hours of faculty time).

Between June 2014 and December 2014 there were 207 workshops offered at the Centre. Between January and June 2015 there were 220 workshops offered. Workshop offerings are highly varied and have included health oriented (HIV/AIDS Awareness, breast cancer awareness, reflexology, nutrition and cooking, self-esteem, etc.), educational (life skills, literacy, resume and cover letter creation, computer programs, etc.) social and recreational (anti-violence walk, music/guitar, Christmas card making and delivery, pumpkin carving, etc.), and cultural (making dream catchers, salmon cleaning, beading, drumming, storytelling, syllabics, Carrier language, etc.). b. A minimum of 25 service provider presentations. Between August 2013 and June 2015, there have been over 40 service provider presentations. The range of service providers giving presentatins is broad and includes many organizational partners such

Reports to Receive Page 24 of 119 AGENDA ITEM #4.1

as: RCMP, Northern Interior Mental Health & Addictions, the Hospital, Nak’azdli Health and Wellnes, Tl’azt’en Health, Nechako Valley Community Services Society, and Carrier Sekani Family Services (to name a few).

c. A minimum of 40 cultural activities such as crafts, discussions, viewing DVD’s, food events, outings and so on.

Between August 2013 and June 2015 (22 months), there have been over 60 specific cultural activities – however, many of cultural activities have been included in the overall ‘Program’ count (see a. above). There has also been a program added at the KEY called “Walking Teachers Elders Program” of which between June 2014 and June 2015 there have been 1,049 of these events.

d. At least two cultural events, e.g. National Aboriginal Day.

Between August 2013 and June 2015, there have been over 10 cultural events including celebrating National Aboriginal Day, a very successful Friendship Week, and several other events.

e. A minimum of 40 social/recreational/community activities.

Between August 2013 and June 2015 there have been over 90 social/recreational/community activities. Over thirty of these events include our ‘Golden Broom Clean Sweep’ events which include cleanup crews in the Fort St James downtown core. Other events include crib tournaments, lunches (e.g. Thanksgiving, Christmas, etc.), Good Neighbors volunteer program, and other various events.

The KEY has a clear mandate that it is not a ‘soup kitchen’ or a place to simply find a meal. However, as part of patron surveys and requests, we recognize that nutrition is a key part of overall health and well- being. Thus every morning that the Centre is open we host ‘coffee and bannock’. This is an excellent opportunity to check-in with patrons and adds to providing a safe and comfortable environment. Between June 2014 and June 2015 there have been 3,561 patrons that have attended our morning ‘coffee and bannock’. We also provide lunch as part of longer workshops.

Over this past year as we have worked to expand the work within The Centre, and diversify funding sources, we have begun to establish programs within this pilot program. For example, over a three month period The Centre, under the umbrella of CNC delivered a series of social innovation projects including the “Good Neighbour Program” which was funded by the Urban Friendship Centre. This series of activities engaged the community in the development of relationships of mutual respect and social and employment inclusion for our urban marginalized individuals. The goal was to shift basic routines, beliefs and obstacles to show that our under-resourced, urban Aboriginal community members could successfully become economic participates if the community. The principal activities were as follows:  Anti-Bullying and & Assertiveness Workshops  Increase Cross Cultural Communication at The KEY  Cultural Competency and Meet and Greet Workshops

Reports to Receive Page 25 of 119 AGENDA ITEM #4.1

 Coordinate a Community Poster campaign for showcasing the urban Aboriginal population  Facilitated a community wide Friendship Week  Coordinated a referral system to industry and post-secondary The goal is to continue to facilitate and establish successful projects such as these.

Output 3 (to meet Objective 2): The Resource Centre, as collaboration between service providers and the vulnerable people served, is positively supplementing existing services.

This output is difficult to demonstrate quantitatively, however, a variety of comments are provided in Appendix 2 demonstrating the positive impact of supplementing existing services. The Centre has become a crucial link for our communities’ most vulnerable population. This is also demonstrated in Output 4 below and concluding commentary.

Output 4 (to meet Objective 2): The Advisory Committee is contributing to enhanced connections between Resource Centre patrons and the supports and services they may be interested in and/or seeking.

Between June 2014 and June 2015, The Centre provided over almost 1,300 patron referrals to other organizations (623 in 2014 and 651 thus far in 2015). These referrals include to Northern Interior Mental Health and Addictions, the local hospital, Northern Interior Public Health, Carrier Sekani Family Services, Nak’azdli Health and Wellness, RCMP, and many other organizations and programs.

In addition to these specific referrals, patrons are able to access a telephone or computer station at The Centre. Between January 2015 and June 2015 alone, there has been over 1700 unique patron users of computer stations (1728) and almost 500 telephone uses (471). And, even something as simple as a safe washroom for patron use is provided at The Centre and between June 2014 and June 2015, there has been 3,668 patron uses recorded for utilization of washroom facilities.

Reports to Receive Page 26 of 119 AGENDA ITEM #4.1

3.0 PROJECT IMPLEMENTATION CHALLENGES, ADAPTATIONS AND LEARNING As outlined in the initial Evaluation Plan “the KEY Resource Centre will go through a number of changes during the first year of operation. These changes will mainly arise as staff learn more about what works and what doesn’t work and as patrons provide their input.” This has certainly been the case. Some of these challenges, adaptations, and learning are outlined here.

Physical space: One of the first potential implementation challenges identified was the setting up of the physical space, for example, storage space, equipment needs, and other requirements. After two years of operation the Centre has established an effective use of space, yet, the significant utilization (e.g. daily use) of the Centre does provide some challenges which staff have effectively navigated.

Managing Food/Food Needs: From the early stages through the last two years, managing food and food needs of our vulnerable populations has been an ongoing challenge and discussion. The goal of the Centre was not to operate as a ‘soup kitchen’; however, there was also recognition that participation in programs, workshops, presentations, and education does require that nutritional needs are being met, or at least not serving as a barrier. Managing food and food needs has been done through a combination of offering lunches for participants in programs and presentations, as well as conducting a ‘coffee and bannock’ session every morning of operation. This particular program has had great success with over 3500 participants in a two year period. Food parameters continue to be guided by available food budgets, donations, and food provided as part of certain events (e.g. Thanksgiving turkey lunch).

Developing Programs and Activities: The initial Evaluation Plan identified that it will take “anywhere between one and four years to refine KEY Resource Centre programs and activities in ways that will lead to maximum patron and community impact.” This has certainly been the case as we continue to adapt and shift our various programs to meet the needs of our patrons and the feedback that they, and the broader community, are providing. For example, The Centre has established a very successful and highly utilized ‘voucher’ program with the local Farmer’s Market. This partnership is expected to continue for the foreseeable future.

Utilization of staff resources: The Centre continues to operate with three main staff positions with the assistance of some casual staff on as needed basis. Through partnerships with the broader community, Nak’azdli Health and Wellness now funds one of the positions. There has been slight turnover in staff in the first two years of operation, however, there has also been establishment of effective job descriptions and dedicated staff.

Reports to Receive Page 27 of 119 AGENDA ITEM #4.1

Engaging the community: As outlined in the evaluation plan “one of the Resource Centre goals is to have a positive impact on the community.” A variety of feedback from a variety of sources has indicated that this is being conducted effectively (see Appendix 2).

4.0 CONCLUSION The KEY Resource Centre has become fully embedded within the community of Fort St. James. Through the two years of the Pilot Study and with the support of many partners (especially the base funding provided by Northern Gateway), there is a collective vision within the community and with the many patrons utilizing the Centre. This facility has become the ‘cultural glue’ that bonds many people and many organizations together. The Centre has become a wonderful example of social innovation and become a real change maker – for many people’s lives as well as the community of Fort St. James.

The potential impacts of having to close The Centre would be significant. The College of New Caledonia, the Nak’azdli community, and the District of Fort St. James are very committed to keeping the Centre open as long as we can continue to find funding. The KEY has also become recognized by all the surrounding communities as a central hub for community members when they are in town. This has facilitated numerous reconnections between family and friends that may live in outlying communities. There is a real shared sense of identity by all the patrons utilizing the Centre. Furthermore, even just in the past month of operation, at least four people have stopped by the Centre to let staff know that they have found employment. Two of the jobs were employment posted on the ‘job board’ at the Centre and two were positions that patrons were able to find, apply for, and get assistance with resumes and cover letters.

As stated recently by staff member Judy Cormier: “Important relationships, (some critical) whether business, social, educational, employment or health related that have been created over the last two years will be lost very quickly for a large group of our First Nations people if The KEY is shut down. We have a unique opportunity here in Fort St James to not only maintain but to further develop and establish a truly holistic, plus culturally and socially relevant venue for our First Nations community and Community at large.”

KNOWLEDGE EMPOWERS YOU is most certainly been the case for all of our patrons and the larger community over the last two years. We are deeply thankful to Northern Gateway in providing funding over the past two years to establish this important and vital venue.

Reports to Receive Page 28 of 119 AGENDA ITEM #4.1

APPENDIX 1: SOME PATRON, COMMUNITY, & STAFF COMMENTS OVER THE PAST TWO YEARS

“The KEY is a place to come for social needs relating to getting away from drug and alcohol easier for a while. It is a place where you can find courses to upgrade your education so as to be able to compete for local jobs. A warm bannock & hot coffee keep your stomach from growling. All in this entire place meets the needs of so many that it would be dearly missed if the doors were to close.” - Ted Cook

“A place to get information about upcoming courses and a place to meet friends” - Leo Monk

“The KEY is a good place for elder’s homeless people; people who are hungry can go there to talk get advice. Check out the job board, computers, work shop, fry bread, good lunches, play crib, games puzzles” - Lance Alexander

“The KEY means I am able to get out and socialize with the elders of the community. It also means learning new things with the programs the Key has. The Key is always busy. Too bad it’s only open three days a week.” - Shannon Craig

“Good times, good place to hang out. Encourage others to stop drinking & with help of the staff. To have more activities for group, different stuff. The staff help out people all the time and in every way” - Peter Tom Sr.

“It really means a lot to the people who are on the street and get a lot of information on jobs etc.” - Art Joseph

Reports to Receive Page 29 of 119 AGENDA ITEM #4.1

Clipping from Caledonia Courier – Front Page April 1, 2015:

RCMP review of second quarter stats from July through September, 2014 for alcohol related occurrences in downtown Fort St. James: “Review of second quarter stats, specifically July – September shows a decline in liquor related files of the same period from the previous year. Liquor related files dropped from a total of 143 for Fort St James detachment area in 2013 to 104 (a 28% decline). Downtown core files declined from 66 to 53, a 20% decline from the previous year. ”

From the District of Fort St James Mayor Rob MacDougall, Regular Council Meeting, June 25, 2014: “Council of the District of Fort St. James would like to thank and congratulate The KEY for a successful first year of operations. The KEY is a welcome addition to our community; your presence and services are helping to set a positive tone in the downtown area. ”

Reports to Receive Page 30 of 119 AGENDA ITEM #4.1

“At the Key, our programs are flexible and personalized to meet more specific needs of our participants. Patrons are supported with achieving life - skills literacy; for example online banking, paying bills, filling our government papers, signing and filling out documents; computer literacy through help with resumes , job search, CNC course information and registration and life literacy through Life Skills workshops. Computer workshops are designed to aid and develop basic, practical computer skills for everyday use. Our “Walking Teachers” elders program is daily and ongoing. They support and mentor the younger patrons who come into the Key by way of storytelling, life advice, traditional skills or social engagement.” - Judy Cormier, The KEY Academic Advisor

“The workshops I have been facilitating consist of Identity, Respect for Self and Others, Wellness and Balance, Communication, Goal Setting, Carrier Language, Syllabic Writing System, History, Grief and Loss, Circle of Strength and Arts and Crafts. The focus of the sessions is based on the needs of the community to promote wellness and positive living in the downtown core. The KEY has been important for the peoples; it has been building the community stronger. When I see the trust and respect growing with those who frequent the KEY I get a sense of wellbeing and belonging. - Guy Prince, The KEY Support Worker

“When we look back in time, I think The KEY Project will be recognized as a vital contributor to the social health of this community. In the short time we’ve been open it has already made great impacts. The KEY offers access to health & safety resources both inside our doors and through other agencies. These resources are invaluable to our patrons in developing their sense of self and community. Patrons are empowered to take control of their lives in a positive and healthy way. It’s so rewarding to be a part of their journey and I find myself growing alongside them.” - Kathie Kealy, The KEY Support & Advocacy Coordinator

“As Coordinator of The KEY the experience has been more than I expected. The Knowledge of our participants, the stories they share along with the laughter the Elders bring with them. Many people are interested in the activities and cultural programs we have set up. To see the smile on our patrons when they come back and tell us they passed their exam makes our day. There are many resources out in our community - we help to make the connection.” - Bernice Wilkes - The KEY Support and Advocacy Coordinator

“Working at The KEY gives me the opportunity to engage with Community members. Patrons come in with a variety of requests and we assist and-or refer them to the other agencies. We all get to know each other a bit more through the variety of workshops that are held at The KEY. The Patrons have input as well as share their life experience often through the workshops. I learn from the people and it’s a pleasure coming to the KEY. - Susan Barfoot, The KEY Support Worker

Reports to Receive Page 31 of 119 AGENDA ITEM #4.1

APPENDIX 2: FINAL DRAFT KEY RESOURCE CENTRE EVALUATION PLAN

INTRODUCTION

This document lays out the Evaluation Plan for KEY (Knowledge Empowers You) Resource Centre project. It covers the first 12 month funding period in which the KEY Resource Centre will be established. The KEY Resource Centre is understood to be both a pilot project, where the overall project concept is piloted in the community, and a demonstration project, where the potential value of the selected approach is demonstrated, or not. During this first year of operation the focus will be on developing and delivering the program (as contrasted with ‘just’ delivering the program).

PROJECT DESCRIPTION

The KEY Resource Centre is targeted to open in Fort St James in July, 2013. As a storefront operation, it will open from 9:00 to 4:00 three days per week (M/W/F). The plan is to increase to four days per week when resources permit. The target population for the KEY Resource Center is vulnerable people in Fort St James impacted by a range of mental health and/or addiction and substance use challenges. This includes people from the surrounding area and the remote communitites of the region.

The Centre will offer formal and informal programs and activities designed to increase the capacity of vulnerable people to access the services and supports they identify as needed. Activities and topics will contribute to:

1. Increasing individual awareness of the personal impact of the challenges, 2. Increasing awareness of service options available to limit the negative impact of these challenges, and 3. Increasing access to needed services and supports,

Examples of these services and supports include: mental/physical health services; education services; other social services; practical supports i.e. budgeting, lifeskills, and/or; support to access government services. Lunch will be offered to those attending the formal ‘programs’ as it is understood to be a necessary component of a positive learning environment especially for the population of people being served.

An important component of the KEY Resource Centre will be the collaboration between Aborignal and non-Aboriginal service providers. A Program Advisory Committee will be formed and will guide on-going program development. The communitiy overall, is understood to be a key stakeholder in the program.

PURPOSE OF EVALUATION

The evaluation has two purposes. The first is to support the overall development of the KEY Resource Centre. To that end, developmental evaluative processes will be used to obtain frequent input from patrons and stakeholders that can guide and inform staff, administrators, and the Advisory Committee as they work to develop a responsive, appropriate, place-based, Resource Centre model. The second purpose is to evaluate Year 1 outcomes (results) in

Reports to Receive Page 32 of 119 AGENDA ITEM #4.1

order to determine the extent to which the Resource Centre positively impacted (or not) individuals and the community. This will involve evaluative processes that will generate evidence that either demonstrates, or doesn’t, the value and impact of this evolving service model for patrons, service providers, and the broader community.

EVALUATION AUDIENCE

The audience for the developmental components of the evaluation will include KEY Resource Centre staff, administration, and the Advisory Committee while the audience for the outcome evaluation will broaden to additionally include:

 Project Partners  Social Service Providers  Other Community Stakeholders  Funder/s, including Integris Credit Union  The community of Fort St James

COMMUNICATION PLAN

The developmental evaluation data will be shared regularly i.e. monthly or quarterly with staff, administration, and the Advisory Committee. It will be used to solicit guidance and direction for the on-going program and service modifications that will be required. The outcome evaluation data will be tabulated into a final electronic report and summarized into a PowerPoint presentation. The written document will be shared electronically. A summary presentation, with the photos that have been collected, will be offered to patrons, service providers and others in the Resource Centre. Note: The funder is requiring quarterly activity reports. Quarterly evaluation data could be summarized and included in that report under heading of “Evaluation Activity and Results To-Date".

PROGRAM THEORY OF CHANGE

The original Community Action Initiative (CAI) Convening Grant data revealed that there are vulnerable people in Fort St James who are impacted directly or indirectly by a range of mental health and/or addiction and substance use challenges. Some of these people are coming into Fort St James from the very remote communitites of northern BC. Some of the behaviour these vulnerable people engage in is believed to have negative impacts both on themselves and the broader community. The thinking behind the Resource Centre is that vulnerable people who are impacted directly or indirectly by those challenges need a place to go that feels safe and is comfortable, that offers exposure to needed knowledge and information, and that offers an overall suite of activities that will enable patrons to make more positive behaviour choices; for their benefit and for the benefit of the community. K.E.Y stands for Knowledge Empowers You’. This is the fundamental theory behind the progam.

It is believed that vulnerable people will come to the Resource Centre because they have indicated a need for this type of space. It will be welcoming (i.e. by offering coffee, by having washrooms, by being safe etc.) and it will include recreational options, such as card playing and general socializing. In part, these activities are understood to help address boredom reported

Reports to Receive Page 33 of 119 AGENDA ITEM #4.1

to be experienced by vulnerable people. They also offer alternatives that may result in healthier choices. It will be culturally sensitive. Once people have been attracted to the Centre:  They will be exposed to opportunities for positive learning experiences;  They will have opportunities to acquire needed knowledge regarding their personal challenges, and;  They will be pro-actively supported to make the connections to the services and supports they identify as needed.

It is believed that informal learning will take place in the Resource Centre as a result of the environment that is created and the access to a holistic array of activities, information, services, and supports that staff (with partners) facilitate.

Formal learning opportunities known as ‘Programs’ will be provided daily. The particular design of these Programs i.e. stand alone and 3 hours in duration, is understood to increase patron self-esteem and confidence as they facilitate commitment to an achievable goal. Participation in these Programs expose patrons to shared, relevant, healthy, positive experiences. It is the increased self-esteem and the shared positive (learning) experience that ultimately empower the patron by reinforcing their healthier behaviour and positive choices.

In summary, the welcoming environment, the knowledge focus, and the structured learning opportunitites are all understood to be part of a holistic approach that will support individuals as they develop their personal awareness and understanding of their emotional, physical, mental and/or spiritual needs. As this awareness and understanding is developing it is believed that the vulnerable people will display increasing levels of self determination and will begin to move forward in their lives with mental and/or physical health improvements, further learning/education, skill development, and/or future employment.

PROJECT OVERVIEW

This section includes a description of the project objectives, key activities, outputs, and outcomes (results) that will guide the first year of KEY Resource Centre operation.

Project Objectives: The KEY Resource Centre Project has two main objectives; 1. To enable vulnerable and/or affected people in the greater Fort St. James area to improve their emotional, physical, mental, and spiritual well-being. 2. To positively impact the community of Fort St. James in general, and the downtown core businesses and services in particular.

Key Activities: To achieve the objectives, the following key activities will be undertaken: 6. Creating the Environment: Creating an welcoming, safe, comfortable, and culturally- sensitive environment that is responsive to patron needs 7. Creating a Positive Learning Culture: Offering a holistic array of learning activities, including formal Programs, cultural activities, and social/ recreational/community activities that impact patron social determinants of health1

1 Example definition of Social Determinants of Health: “Among the variety of models of the social determinants of health that exist, the one developed at a York University Conference held in Toronto in 2002 has proven especially useful for understanding why some Canadians are healthier than others. The 14 social determinants of health in this

Reports to Receive Page 34 of 119 AGENDA ITEM #4.1

8. Providing Outreach: Providing the outreach assistance that enables patrons to access supports and services in the communities 9. Developing Partnerships: Developing the collaborative partnerships that are needed to increase patron access to desired supports and services. 10. Forming an Advisory Committee: Forming an advisory committee comprised of partners, other local social service agencies, and KEY patrons.

Outputs: Implementing the key activities will lead to the achievement of the following outputs: 1. The KEY Resource Centre is open an average of 4 days per week for Total Days Open of 175 days and is hosting an average of 20 people per day for Total Patron Visits of 3500. 2. The Programs and the informal learning opportunities and activities taken together include: a. A minimum of 80, 3-hour Programs, to be provided on avg. twice per week (including 200 hours of faculty time) b. A minimum of 25 service provider presentations c. A minimum of 40 cultural activities such as crafts, discussions, viewing DVD’s, food events, outings and so on. d. At least two cultural events i.e., National Aboriginal Day e. A minimum of 40 social/recreational/community activities 3. The Resource Centre, as collaboration between service providers and the vulnerable people served, is positively supplementing existing services 4. The Advisory Committee is contributing to enhanced connections between Resource Centre patrons and the supports and services they may be interested in and/or seeking.

Outcomes (Expected Results): The expected results at the end of the first 12 months of Key Resource Centre operation are that: 1. The Resource Centre is perceived by patrons as responsive to their needs. 2. Patrons are learning about and accessing needed services and supports. 3. The Resource Centre is having a positive impact on the communities of greater Fort St. James.

EVALUATION PLAN

Table l#1 summarizes the program components and the tools that will be used to gather the data

model are: Aboriginal status, gender, disability, housing, early life income and income distribution, education, race, employment and working conditions, social exclusion, food insecurity, social safety net, health services, unemployment, and job security. Each of these social determinants of health has been shown to have strong effects upon the health of Canadians. Their effects are actually much stronger than the ones associated with behaviours such as diet, physical activity, and even tobacco and excessive alcohol use.” p. 9, Source: Raphael, D. (2009). Social Determinants of Health: Canadian Perspectives, 2nd edition. Toronto: Canadian Scholars’ Press.

Reports to Receive Page 35 of 119 AGENDA ITEM #4.1

Table #1: Evaluation Plan

ACTIVITIES TARGETED OUTPUTS ‘OUTPUT’ DATA TARGETED OUTCOME GATHERING TOOLS OUTCOME/ DATA RESULT GATHERING TOOLS

Project Objective #1: Enable vulnerable and/or affected people in the greater Fort St. James area to improve their emotional, physical, mental, and spiritual well-being. 1. Creating a The KEY Resource Centre: Daily Patron  The Periodic welcoming, safe, a. Is open an average of 4 days Demographics Resource Patron comfortable and per week for Total Days Open Tracking Tool Centre is Input) culturally-senstive of 175 days responsive environment b. Is hosting an average of 20 to patron people per day for Total needs Patron Visits of 3500. Photos

2. Offering a holistic The combination of Programs (a) Daily Resource  Patrons Staff array of learning below) and activities provided Centre Activities are Focus activities, cultural include: Tracking Tool learning Group activities, and a. A minimum of 80 3-hour about and social/recreational/ Programs (including lunch), accessing community on avg. twice per week needed activities. b. A minimum of 25 service Monthly services Annual provider presentations and Schedule of Patron 3. Providing outreach c. A minimum of 40 cultural supports assistance to link activities such as crafts, Activities Survey patrons to needed discussions, viewing DVD’s, services and food events, outings and so supports. on. d. At least two cultural events Learning i.e., National Aboriginal Day Program e. A minimum of 40 Evaluation Tool social/recreational/community activities

Project Objective #2: Positively impact the community of Fort St. James in general, and the downtown core businesses and services in particular. 4. Developing The Resource Centre, as a Partner/Advisory  The Monthly collaborative collaboration between the service Committee Resource (?) Patron partnerships. providers and the vulnerable Focus Group Centre is Input) people served, is positively having a supplementing existing services. positive 5. Forming an The Advisory Committee is impact on Advisory contributing to enhanced Staff Focus communities Key Committee connections between Resource of greater Ft Group Informant Centre patrons and the supports St. James. and services they may be Interviews

interested in and/or seeking.

Reports to Receive Page 36 of 119 AGENDA ITEM #4.1

EVALUATION IMPLEMENTATION

Ten sources of input will be used to generate the data required to complete the evaluation. Because this is a new program each of these data-gathering and measurement tools will need to be designed and developed as the program implemented. These include:

1. Daily Patron Demographic Tracking Tool 2. Daily Resource Centre Activities Tracking Tool 3. Monthly Schedule of Activities 4. Learning Program Evaluation Tool 5. Periodic Patron Input 6. Photos 7. Staff Focus Group 8. Partner/Advisory Committee Focus Group 9. Key Informant Interviews 10. Annual Patron Survey

Output data will be tracked using a single data source whereas outcome (results) data (which will be qualitative for this first year of operation) will use two data sources. Overall the range of data collection processes has been selected to provide the evaluation audience with a comprehensive view of the project and an objective understanding of its impact.

Data Collection Details

KEY Resource Center staff will be responsible for collecting the quantitative data using the Demographic and Activity Tracking Tools. This quantitative data will be collected daily and rolled up monthly using an electronic data base. The Monthly Schedule of Activities is an implementation tool developed by staff to inform patrons about scheduled activities. It will also be used as a source of input regarding the type of activities taking place each month.

The Learning Program Evaluation Tool will be used to collect input regarding patron perceptions about the 3-hour daily Programs. In particular it will be used to determine the extent to which the theory of change is evident. Although it is important to keep this tool as simple as possible, it will be worthwhile to ascertain: if and to what extent Program participation is impacting self- reports of patron self-esteem and confidence; if patrons find the experience positive (and perhaps how, or in what way), and; if patrons are subsequently feeling able to, and actually, pursuing healthier behaviour and more positive choice. The Program Lead and the External Evaluator should collaboratively develop this tool. It will be necessary to determine when the tool will be used i.e. after every class or less frequently and how frequently data will be tabulated. It may be productive to tabulate the data collected monthly in order to identify trends however even a single, annual tabulation and analysis will be relevant and informative.

Staff will develop and implement mechanisms to generate Periodic Patron Input. Early on it may be useful to collect this input quite frequently i.e. at least monthly. Options for collecting this input include informal patron ‘focus’ groups or simple, one question written surveys. Staff will also take photos periodically to document the evolution of the KEY Resource Centre and the activities engaged in by patrons.

Reports to Receive Page 37 of 119 AGENDA ITEM #4.1

The Staff and Partner/Advisory Committee Focus Groups and the Key Informant Interviews will generate qualitative and summative data. These processes will be completed by an external evaluator, if resources are available. This will ensure that interviewees and focus group members feel comfortable providing their honest views and that the data is seen as objective i.e. by the evaluation audience. The focus groups and interview processes will use open-ended and reflection questions to generate the qualitative input. Taken together, these data collection processes will be iterative, where what is learned in one process will inform and guide the other processes. The qualitative data will primarily be collected in the spring of 2014.

The Annual Patron Survey will be designed and implemented by an external evaluator (with active staff involvement). It will include a combination of open and closed questions. In addition to determining the extent to which targeted outcomes are being achieved, the main focus will be on exploring the extent to which aspects of the program theory related to the overall impact of the Resource are evident. It will be used, for example: to explore patron perceptions about the environment, the knowledge focus, and the learning opportunities; how accessing the Resource Centre is impacting the patron, and; how the patron believes the Resource Centre is impacting the broader community. The Annual Patron Survey will be rolled up, analyzed, and summarized in a report independent of the evaluation however the results will be integrated into the Final Evaluation Report.

Generally-speaking data gathered by all the processes will be tabulated and preliminarily analyzed shortly after the data is collected. An external evaluator will integrate and analyze all the data and summarize it in the Evaluation Report. The summary will include an analysis of the extent to which the project activities were effectively implemented, and the outputs, and outcomes/results achieved. The evaluator will draw conclusions regarding the overall value of the KEY Resource Centre to individuals and the community, and will provide suggestion for its ongoing development.

PROGRAM (AND THEREFORE EVALUATION) IMPLEMENTATION CHALLENGES

As a brand new program, the KEY Resource Centre will go through a number of changes during this first year of operation. These changes will mainly arise as staff learns more about what works and what doesn’t work and as patrons provide their input. Some of these challenges include:

 Setting up Physical Space: Identifying how the space can be used to best meet patron needs; identify general program needs for space i.e. for storage space; identifying equipment needs/getting needed equipment; and so on.

 Managing Food/Food Needs: For the population to be served food is a big need however deciding to what extent the KEY Resource Centre will address these food needs will depend upon a number of factors: the available food budget; when food is provided by other service providers; KEY Resource Centre access to food/low-cost or free food, and; balancing concerns about patrons ‘abusing’ the food offerings/awareness that offers of free food may not be good for some patrons against awareness that people cannot learn if they are hungry. It will take time to develop food parameters that address these factors.

Reports to Receive Page 38 of 119 AGENDA ITEM #4.1

 Developing the Programs and Activities: Staff will need to use trial and error in order to identify the Programs and Activities that impact Patrons in ways that will ultimately lead to the desired results. The three main challenges will be: determining if a program or activity is appealing to participants in general; if it needs modifications to be even more appealing and/or; if it is contributing to the overall outcomes and/or outputs. It will take time – anywhere between one and four years - to refine the KEY Resource Centre Programs and Activities in ways that will lead to maximum patron and community impact. For example, the Program staff has implemented the new Clean Sweep Activity. Anecdotal evidence is that the community is responding positively. So far, the plan has been to say to patrons. Immediate challenges relating to the Clean Sweep Activity include: figuring out how to track participation; coping with different levels of ‘participation’; figuring out how people will access their ‘free meal’; seeing if the participate nine times and get a free meal sustains participation; deciding if this activity is positively contributing to the targeted results; deciding if it is a good use of staff resources; and so on. Each Program and Activity will involve this level of complexity.

 Deciding How Best to Use Staff Resources: Although the Centre is starting with three jobs/job descriptions, as the Centre develops and evolves these jobs will also likely evolve. If the KEY Resource Centre is to achieve a desired level of patron responsiveness there may be a need for staff to undertake functions not currently included in the job descriptions. As the work evolves, some staff may find it no longer suits them. As a result, there will likely be more turnover during the earlier months/years of the Centre then there will be in the future when the work is more settled and jobs functions more predictable.

 Engaging the Community: One of the Resource Centre goals is to have a positive impact on the community. Figuring out how to engage the community in ways that maximize this positive impact will also involve trial and error and will therefore take staff time.

The evaluation activity will need to reflect a level of flexibility that accommodates these program changes and adaptations and that attempts to document the thinking and learning that is behind significant program changes. This documentation can demonstrates that the program is being implemented consciously, in ways that are truly focused on honouring key values and in ways that are leading towards the achievement of overall program goals.

Reports to Receive Page 39 of 119 =36 SE82 w A?agm?oo smo?sw?"Epsomummos mzmoomonm

Enos om muse:§w=< 30%

- maanw?o>5 Enos m. ?mmdm?su_mEE< musesmm 8.3 wo? B50: M o?u \ 6.5%mbxm 2:2 3 E m.® m 38 :8 B50: cm 23% .a_:w§ 3:3. SEED so 25% 9:? mous? _ AGENDA ITEM #4.1 _ co?am?so Emu 322 38 o vommcm?somwo? Page 40 of 119 _ mnmxoamwo? on M E tm?mwom8 8:o%§: mwom bowoom o oamasmGm 8 uotommcwhmwo? o_ GmE

N as @833 3x0 m as @363 mwo? umoumt?m~O.d\QOOHanan W um=w:< _ Hmoa?. Am30% %OZOCDOQHOTSEQUSN832 2: OF 4 £8 a am 28 :2 sneuaom @>:@©@

9:23 Eoo.:mEw@woEoEo_on”:wE.m on .825 .5 tom S?gqomm 6:95 E: xom.o_m Rom Exam $8 $53: a..ESEM :==o:mZ Reports to Receive oS~-a_2-m 2033 =o_=m_=8m_w_£ mm: ._E Sod ..E Ed ._E —.o ._E — ._E 9 ._E om uw_aEmwco__:__oa\wmm3wm.2 wmE:_o> mzsumwcoowxomco _ c.s29m>Om_aEmwm:2>wi . .550 . w>amE:m:O Em» E.o___o0 Qmzmnsw mE>~:w f _ mm:oEou:mmm mi. m68 . 0&1 . V mi. N .03 om: V j =00 .m V _ _oooo9mEm __ FCOEOO_mown_ L §£__oo =20...N :: cow.8 Esau Ema _E on; .3 Esoo .5 .3 Eu _ ._=$m __2._.,_ a _m_._:_:m_u_S_9# ._=8m >§__E__mi ues?m me. >._zo um: Eobqzom? AGENDA ITEM #4.1 mom._m> dm 6908 855 o::m>_:2 um:_En_:w o_n_Emw oz wmozoz__omco E9w>w.m~m>>9: 2 wm>So< :o=oBo.n_ .2m>> 9__€_5 _ommoaza.3 vo:_En:w o_aEmmw_ :wn_mm<-o._n_o -

__m:Emmm Dhz _a_v_€:.w “In 5% wctoio om:n_ 25 ~:mF:mm._.._. oz ucmczmm?mam =m>>ammo uoo5om.,_ E2m>m:o_S£:m_m 69:. mam Eo_.moo._ w_O on: 3> dm $5.2, Hmton. .w::m><8.98 mi wwmSu<9_m v_.:n_w¢-m_>>_2 nwuoomam 02:0 mo._wEEo0 5 ._m_.._Em_._o “mEmzm:m ooomEo:m_:aon_ <_m>> ”ma>.rE2w>w w>>omwEm_. umton. nm?mz E2m>w

VVV V

V V VV V Gm VV V V V V #4 VVV on:VV8> mmEm.,VVV~mtVVomV V V

V VV VV V VVVV _c_Vum~6mVV 63uoV__ooV V

VVV V

V V

V V mE_

_ u__mEm_ mo.wwEm..:mto..©Eom._oE _rI ems «Ewmom say ems 4*XS _ gm _ s& 3% 83 =8 B?émm ems o?wmom 83 ooowmom6mm:H»2.95 xo:Emn_ m:cmN:w mv:o>>o_B:n_ :mEm.:m:.r65$: __moco OI_>_ 6Emz VV .0255 V VV

H V

Vmm_.En5m mm._.<>> .6 Vmmormomm.::soz§z_mn mom<:o2. oz: V VV

35$. ?mmg Ems?mg 28 .3:m-m$ emsuxmo:Eom<._ ck FOO n_O I._.ZO_>_ momomESomm OZ_._n=>_

_<_mm::m5:: :5 203353» an xmmocqnmum=%.....>_=m:nm _<_2_%<.mmEm3_om_.Nr 85 mn.u.mm-m:m:3

_<_m_mmv_=mmoose3:303.“ ,>\m.83o:.n _._o.8_.

> mm2 U >

.33 _.mm:_\ _<_m.Hm2m_m ._._3_:m

_<_mm::mno:

moc:%m_o_m 3209203 >__ $5 I was

I Onmasm_~m3m_,_GI _u3<_:nm 96was: no_:3U_m _<:3m.8« was 9%

Oumazm_~m3m1G- 2<<_$> _$> 9m... 25. wmmI ES Sam 25.;

~-_<::Sm mm3m:$ T2: mun:no33:::< >__ bio I emm o O::.:m Em no33c::< ssumn?o? _.2m .8 3.8 ..O::_:m Em m::n._8.Ba _3_omn$ o? _.2m oz <05 no33:::< xmmuosmm$03 _/\__:_m.Hm_‘_n§_83_2 ham I wow

Qomzm wowI mum Page 42 of 119 AGENDA ITEM #4.1 AGENDA ITEM #4.1

Reports to Receive Page 43 of 119 Reports to Receive

% 9 L03 ‘ma Jeqtueldes Qg ‘J9/\?OOU13/\

L41/v\oJ9ogwouoog Buong uoddng seglgunwwog /\/\NBuong HUNVWVSlH3N3E|HUHHUSHH VIEJWWOCJHSILIHHlSE|/V\Hlt|UN Page 44 of 119 AGENDA ITEM #4.1 Reports to Receive

213 LIBERALELECTIONPROMISE

“Inrecognition of the critical role rural British Columbia plays in generating wealth and economic opportunity for the province, commence revenue sharing discussions with rural resource communities, especially those in Northwest B.C. to help them prepare for future growth.” Page 45 of 119 AGENDA ITEM #4.1 Reports to Receive

eoeldug1ueuJeeJ5eBuueusenue/xea 9 L03 J12]/\| eouewwoo suoneuofieu?uueusenue/xea 9 Log /\oN

’SJ9|099|/U1SF1|0UIC)8/\/\Num s?uneewwoam12 Jepueqssea J9lS!U!V\| Lmm5U!l99V\l 9 L08 des

Qg/\/\N ssome S1U9L1JUJ8/\O5[9001 L3 o1spued>

>|JO/\/\9UJBJ; pue 6|C{B18U,l!J,UO[J,€!1058Usesodmd V95 *7Log oeq

?uueqs GHUG/\8J eJ,eg1o6eu moa des 01/1(]H ‘VL03 unr pe10e|e—eJ J,UeLUUJe/\OE) |eJeqr| Q51 9 L03 New

Page 46 of 119 AUUWONOHHO AGENDA ITEM #4.1 Reports to Receive

Northwest BC _ Resource Bene?ts Alliance April14,2015

Memorandum of Understanding Appendix "A" NWBCRBA:21GOVERNMENTS

Covering an area of 185,000 KM?

Regional District of V""""'°°' Bulkley-Nechako Page 47 of 119 AGENDA ITEM #4.1 Reports to Receive

QL08 1.SE'15i"tV‘pr; SGIBQOOSSV‘8 |’1€JOL§_{_ ‘U§.!.i8C{

eJn1,onJJ,s12.uu| namsnpug

‘N13910:;‘?ugugw ‘UO!SS!LUSUBJ_]_pue uop,eJeue9A1gom,oe|3 ‘seunedgd ‘E)N‘| — seeJvJ,oe_foJd Jofew

1ueLuAo;duJ3;o sneak U0!|l!V\l [L 9 L 3 0 _ Uosmd uouua6'179$ e 93$ 0 e$ e“”e“:='8",‘;fl‘j;‘f1j:f§ ...... j’| ......

......

Z170Z‘9l0Z‘$193/KSZ

Page 48 of 119 LSVOHHOJ3?NE|/\E|%:H\1|3Nl/\O&|dl3E|f0HdE:I0fV|/\|38/\/\N AGENDA ITEM #4.1 Reports to Receive

INFRASTRUCTUREGAP

Minimum: §5§1O million

“Water & Sanitary Sewer

"Solid Waste

Transportation

* Fire & Police

"Airports

Parks, Recreation & Culture Page 49 of 119

Urban Systems, August 2015 AGENDA ITEM #4.1 Reports to Receive

EIOLLSHI‘ 9N|S?OH

HJ."|V':'lH NO|J.VO?C|3

N0|lV'E]lilV\li3VclV\||1V|30S JD1803DiN0|i?8|HlNU3 Page 50 of 119 iN3V\|NH3/\00W301 AGENDA ITEM #4.1 Reports to Receive

“This is not just mitigating, not jus4l?;~Catching"'ui:.:b‘._:5_4

‘ ‘ We should be demonstrably betterxotfthrough; i growth in the regional economy and equitable ‘ sharing of government revenue.

\ There needs to be a legacy. And foremost among its attributes will be vibrant, sustainable, healthy‘ _g

‘ Page 51 of 119 northern British Columbia communities.” AGENDA ITEM #4.1 Reports to Receive

uoddns pewg

8188819/?ex,1od!L|SJ8U/V\Q

SOUBUJS/\O5|eoo‘| wepuedepug

pue 8noLuouo1ne ‘W001$ Aueeu— L|J,JO/\/\1U8JJ?Q ~ 1u8d81ouleudeo‘f3ugpeo|u/vxopUJBJ5OJd|B!OU!/\OJdON

SLUBJ5OJdnegoos’§?1U9UJUOJ!/\U8 ‘J,U8LUdO|8/\8p ogwouooe ug SUO!||!LU D8188/\U!seq igg ‘955Leougs sevuuoeomg

],U8LU/V\OpU8|/\| LZ8$ 8Jee/Q9 LJo; A138/<8Jo; I/\l918$ swag 01 S],L,|5!Juogsuedxg

»8;maa,Ma3 memuaex?v Page 52 of 119

iS?Hi NISVSVIHWFHU AGENDA ITEM #4.1 O Reports to Receive

INTERIMPROVINCIALGOVERNMENTINITIATIVES

Minister Oakes Mandate: “Rural Dividend” (June 2013/2014)

Northwest Readiness Project: Launched (Fall2013/2014) Page 53 of 119 Minister Coralee Oakes AGENDA ITEM #4.1 Reports to Receive

uog1e|sg5e|JGDUHpeqsuqerse lsmi £09591 vaa /\/\N 9H1?unouna'17 S1OBdUJ! 121009ue/xup 109[OJdEiugssmppe/?ung '9

speeu eJn1,om1seJ;ug - us/xup 10e[OJd6ug1eeuJxgde? eJn1omJ,seJ;ug Bunsgxeem,Bugsop A19/\g1oeoJd'3

Page 54 of 119 EJNIHVHSJHNEI/\3HVEIH AGENDA ITEM #4.1 Reports to Receive

ADVANTAGESOFRBAAPPROA CH - Long term sustainable revenue sharing approach

- Link to level of economic activity in NWBC

- Certainty for local government, industrial sectors and province

- Equitable and affordable percentage of overall provincial revenues

Page 55 of 119 Recognition of balanced BC budget AGENDA ITEM #4.1 AGENDA ITEM #4.1

Reports to Receive Page 56 of 119 Reports to Receive

NEXTSTEPS

BC renews commitment to interest based revenue sharing negotiations with RBA Negotiation framework and funding in place by October 31st, 2015 (6 weeks) BC/RBA negotiations unden/vay by November 16th, 2015 (8 weeks) Revenue sharing agreement in place by April 1st, 2016 Page 57 of 119 AGENDA ITEM #4.1

H Reports to Receive

'eJn1n; elqeugmsns e 01 [me/vuo; >1oo| ueo /<1gunLuLuooJSQLLIGLU Me/xeos pun; /©9591e do|e/xep pue S],C)BduJ!pegoos8],B5!],!LU‘speeu eJn1om1seJ;ug sseuope 01 S8!],!U?LlJUJOC) JSQLUSLUvga e|qeue 01/Uesseoeusg U0!1a0U910”3!0'75 3mr91S Buueusenue/\eJ |’8!0U!/\O.lde|qeJ,gnb3

E]NUHlSiH0dd?S SE||lIN?I/\||N03 Page 58 of 119 Hi/V\0HBUIWONUIH MN'3NUH.lS AGENDA ITEM #4.1 Reports to Receive

QUESTIONS? Page 59 of 119 AGENDA ITEM #4.1 AGENDA ITEM #4.2

Date: September 29, 2015 Report to: Kevin Crook, Chief Administrative Officer From: Lina Gasser, Local Government Management Intern Subject: UBCM Summary Report

RECOMMENDATION

That Council receive the UBCM Summary Report.

REPORT

Purpose

To provide a summary of UBCM including the many meetings and follow up actions for Council, Staff and the public. Background

Mayor MacDougall, Councillor Nielsen and Councillor Gouglas attended the 2015 UBCM convention in Vancouver, September 21-25. Chief Administrative Officer Crook also attended. The attached report is a summary of the reports submitted by all attendees.

FINANCIAL/PROGRAM IMPLICATIONS

None.

RELATIONSHIP TO THE OFFICIAL COMMUNITY PLAN/STRATEGIC PLAN

None.

Respectfully Submitted,

Lina Gasser, LGM Intern

Approved by

Kevin Crook, Chief Administrative Officer

UBCM Summary Report Page 60 of 119 UBCM Summary Report

Sunday Mayor MacDougall Councillor Gouglas Councillor Nielsen CAO Crook Planning meeting Present Present Present

Monday

Northwest BC Resource  NWBC RBA 21 Benefits Alliance meeting Governments with Minister Peter  NWBC Major Project Fassbender Provincial Revenue Forecast  Infrastructure Gap (510 million)  Local Govt contribution to costs of Social Impact Mitigation  Legacy: Leaving the Northwest Better Off  Interim Provincial Govt Initiatives  RBA Revenue Sharing Recommendations  Advantages of RBA Approach  Next Steps:  Strong Northwest Communities Support Strong Economic Growth  The Alternative Is Not An

Page 61 of 119 Alternative  Status Quo Is Not An Option

Attended – See attached AGENDA ITEM #4.2 Agriculture Tour notes UBCM Summary Report

Tuesday Mayor MacDougall Councillor Gouglas Councillor Nielsen CAO Crook

RDBN Breakfast Logistics Attended Meeting

Small Talk Forum Assisted Kevin with Seniors Attended Forum Variety of communities Presented a “Success Story” Helping Seniors Presentation presenting on innovative on the “Seniors Helping and answered questions from solutions to challenges in Seniors” Service. It was the delegates their communities, i.e. well received. transportation, day care. Ministry of Health  Doctors’ Contract Attended meeting  Advocate for 5-year ADM Ted Patterson  FSJ Medical Clinic contract for physicians. Renovations/Replacement  Advocate for new clinic  Seniors Helping Seniors facility. Program and how it  Advocate for gov’t funding complements the Seniors to assist with Seniors health transportation needs Helping Seniors Transportation Minister of Education Rural School funding and Attended meeting  Question what happens to asked what other Mike Bernier schools that are closed. communities are doing with Want to utilize Sowchea their closed schools school facility for other purposes in community.  Advocate for program options that allows students in high school to gain credits.

Page 62 of 119 Minister of Environment Discussed MMBC and how Attended meeting  Advocating for changes in A person from ministry staff the present system is not will be in touch regarding Mary Polak regulations/rules for rural capturing the ICI and rural community dealing with the collection issue. resident waste in our area and Government is working on a MMBC. AGENDA ITEM #4.2 how we might make changes  Current collection system long term ICI plan. to address this shortcoming does not work for small communities. UBCM Summary Report

Tuesday Mayor MacDougall Councillor Gouglas Councillor Nielsen CAO Crook

Northern Health  Replacement of Stuart Lake (RDBN) Hospital  Primary Health Care if the RDBN  Mental Health Services in the RDBN

Minister of Health  Replacement of Stuart Lake (RDBN) Hospital  Primary Care in the RDBN  Mental Health Services in the RDBN

Minister of Agriculture  Planting of prime (RDBN) agriculture land in the RDBN by foreign companies to achieve carbon credits and our stated objections  Purchase of large tracts of hay land by foreign companies and the compacting and shipping of said product from these lands as well as from local land owners, overseas. Major cost impact on local Page 63 of 119 ranchers.

Municipal Insurance Attended Association AGM AGENDA ITEM #4.2

UBCM Summary Report

Center for Civic Governance Attended Discussion about how the Dialogue block voting works and what can happen if you stand up pro-con for particular resolution.

NCLGA Lunch Attended Attended Networking with other NCLGA delegates. NDIT presented on BC Connectivity for broadband.

Wednesday Mayor MacDougall Councillor Gouglas Councillor Nielsen CAO Crook

RDBN Breakfast Logistic Attended Meeting

Annual General Meeting and Attended Attended Key Note Speaker Dr. Attended Conference opening Roberta Bondar, Canadian Astronaut and first neurologist in space. “Try not. Do or do not. There is no try”

Green Party Shortcomings of MMBC in Advocated for changes to Also discussed forestry our community and area. MMBC as current rules are issues. Green party may not friendly to rural introduce a private members

communities. bill to reinstate some form of appurtenance. Green Party opposes raw log exports. Page 64 of 119 Mr. Olsen mentioned Fort St. James’s protocol

agreement with Nak’azdli AGENDA ITEM #4.2 Band in his address to the conference. UBCM Summary Report

Ministry of Health Doug Talk about various programs Hughes supported by OBAC (beyond the market, elementary (OBAC) school food program etc)

Harry Bains Midterm Timber Supply Attended meeting See Attached Mr. Bains wants investment in forest health; thinks that Opposition FLNRO See attached minutes oversight of forest practices should become an election issue.

UBCM Trade Show Attended Discussion with CN, BC Oil See Attached Attended and Gas commission, LNG in BC representatives

Thursday Mayor MacDougall Councillor Gouglas Councillor Nielsen CAO Crook

Forest Resource Sector Update from ADM on the Breakfast State of Forestry in our province

Premier Christy Clark Lobby Premier for support of OBAC for an additional 4 (OBAC) years Spencer Chandra Herbert Attended MMBC and Rural He will send a letter to the communities minister in support of our Opposition Environment MMBC transportation concern.

Page 65 of 119 He would like to be invited to attend the politician’s dog sled race. AGENDA ITEM #4.2 Rob Fleming  Discuss Sowchea School Send information on the  Resources for Special Mr. Fleming provided workshop Rob attended in information about “Inclusion Opposition Education Closure and potential Needs alternate uses Prince George. Mr. Fleming  School Closure BC”. suggested we could look at UBCM Summary Report

Inclusion BC for more  Discuss Lack of Adequate He will contact our local information or speaking with Programming for enhanced School Trustee to discuss the Mary Ellen Turpel-Lafond, learning opportunities issues.  Discussed lack of Representative for Children Resources for Special and Youth Needs Judy Darcy  Discussed the need for long  Send a submission on  Physicians Ms. Darcy requested that we send her the Terms of Opposition Health term doctors contracts Seniors Helping Seniors  Contracts  Update on clinic Transportation, and MOI(?)  New Clinic Reference for our Primary renovations/replacement training etc. to the Select  New Hospital Care Society. needs Standing Committee on  Seniors Helping Seniors Health. Program as it relates to  Send framework of Primary health care in our area Care Society.

Claire Travena Outlined the need for a safe Review Mt. Waddington Need for pedestrian crossing Ms. Travena asked for pedestrian crossing on the Health Network for on Stuart River Bridge and statistics on the number of Opposition Transportation Stuart Lake Bridge crossing information on their BC commitment at UBCM 2014 pedestrians who cross Stuart Transit and Health Authority that a feasibility study would River Bridge. multi-community bus. be done for this request. As member of Finance Committee she has not seen this request on the list. Claire will bring this forward to make sure it makes it on the list for capital projects.

BC Hydro  Discussed material During the meeting we were Attended BC Hydro is committed to

Page 66 of 119 told our local substation doing a "load rating Bob Gammer provided by BC Hydro re: power outages in the Fort St would be equipped with the restoration" on the line from James Area technology (controlled either Vanderhoof to Fort St.

 Talked about the Fort on site or remotely) to James. This will analyze the AGENDA ITEM #4.2 Green Energy Project Bob provide Fort St. James and transmission infrastructure Gammer indicated that this area with power from the for any weaknesses, make project included islanding bioenergy plant in the event design improvements, and UBCM Summary Report

which would allow Fort St the transmission lines from implement design James to access power from Vanderhoof went down. improvements that will make the FGE plant if an outage Early in the evening the line more reliable in the occurred between following our meeting Rob long term. This process will Vanderhoof and town. He received a message from BC begin this year. sent an email out a short Hydro saying that was time later to say that incorrect, our community islanding was not included could not tap into the power in this project. from the bio-energy plant. Will we be sending a letter for follow up and asking for written clarification/ explanation?

Minister of Transportation  Talked about the Todd Stone Colleymont Road adjacent (RDBN) to Francois Lake  Talked briefly on the Stuart Lake Bridge Pedestrian Crossing

NDIT Reception Announce new funding Note: Music On the opportunity for arts festivals Mountain was invited to be a that will benefit pilot project and received a communities. $2,500. $2,500 grant from this new program in 2015.

Social Public Procurement Discussion about including Page 67 of 119 and Economic Development social/community benefit clause in our RFPs for project work. AGENDA ITEM #4.2 Beneficial to look at social procurement framework and social impact policy UBCM Summary Report

guidelines for procurement in the future. Value of adding this to future RFPs.

Friday Mayor MacDougall Councillor Gouglas Councillor Nielsen CAO Crook

Resolutions See Attached

Page 68 of 119 AGENDA ITEM #4.2 UBCM Summary Report

SUPPORTING DOCUMENTS Councillor Kris Nielsen Agriculture Tour

 UBC Dairy Education and Research Centre – world class teaching and research centre with partnerships with 35 countries for students to come study sustainable and safe farming practices.  “Man is the only species that drinks the milk of other species”.  Farmhouse Natural Cheeses – small goat & dairy cow farm. Certified organic, produces and sells own cheeses.  Country Golden Yolks – free range chicken farm with 4500 chickens. Represents latest in chicken welfare, allowing chickens to engage in natural behaviours.  New Stride Thoroughbred Adoption Society – finds adoptive homes for former thoroughbred racehorses. Meeting with Harry Bains, Forests, Lands and Natural Resources

 Advocated for a new version of appurtenance as reduced timber supply and decisions by gov’t and licensees are putting rural communities at risk for sustainable volume. Need commitment in this midterm timber supply review that we continue to be sustainable.  CN Rail continues to create issues with car shortages to mills. What type of action can be taken to enforce compliance?  Bio-energy and collecting wood waste from community forest.  Future decisions by licensees on “rationalization” of continued operation of lumber mills in rural communities. Trade Show

 Envisio – talked to booth hosts regarding software that assist municipalities to better align strategic plan to goals and objectives, tracking benchmarks, evaluated employee performance.  Webtech Wireless – tracking vehicle usage for departments  Precision Concrete Cutting – discussion about issues with tripping hazards  Square One Paving – asphalt stamping and coating systems to increase life on concrete

Page 69 of 119  Promosapien – products to assist in promoting community brand – t-shirts, cups, jackets et al that could be used for tourism and council ID when attending conferences et al.  BC Timber Sales – issue of AAC and impacts on communities

 BC Wildlife Federation – mitigation for animals in community AGENDA ITEM #4.2

UBCM Summary Report

Resolutions

 148-Support to suspend Site C until true consultation has occurred.  B86-Support to amending the Land Title Act to expand to current exemptions for local governments from paying fees. Go back to $1 fee for land titles search. Province is contravening its own rules charging more!  B87-Support to municipal portion of projects be lessened for micro-communities to recognize their more limited financial capabilities and financial readiness in comparison to their more populous counterparts.  “Micro-community” is proposed to apply to any local governments with population under 5,000. This would be a NEW category to be introduced when federal/provincial governments are establishing grant programs.  Current example of issue is NBCF which defines small communities as population of less than 100,000 people.  Populations under 5,000 in BC make up over half of the 162 municipalities (villages, towns and districts).  B90-Defer resolution calling for change of position title of Electoral Area Director. Presented that RDs have more authority, responsibility than their mayoral counterparts.  B91-Support to allow candidate to run in only one jurisdiction  B92-Support to amend Local Gov’t Act to enable votes not be counted for withdrawal, death or incapacity of election candidate.  B93-Support to recall elected official after 18 months if issues demonstrate he/she is not able to competently continue in office.  B94-Support for placing limits on how much money individuals can contribute to candidate  B97-Support to waive royalties for gravel extraction in flood hazard areas.  B98-Support to communities have authority to regulate medical marijuana dispensaries in their own communities.  B100-Did not support resolution to have charging infrastructure for electric vehicles in building code or zoning bylaws.  B102-Support to include marijuana derivatives and review access as part of legal medical marijuana program.  LR1-Assistance to Refugees  Support to urge federal gov’t to act immediately to accelerate the process and increase commitment to receiving Syrian refugees.  LR2-Appurtenance Provision in the Forest Act  Support for province to re-examine the appurtenance requirement in the Forest Act to help create local and regional economic benefits from the timber being logging in an area.

Page 70 of 119 AGENDA ITEM #4.2 AGENDA ITEM #4.2

District of Fort St. James 477 Stuart Drive West, P.O. Box 640 Fort St. James, B.C. V0J 1P0 Phone 250 996-8233 Fax 250 996-2248 Email [email protected] OFFICE OF THE MAYOR BRIEFING NOTES Ministry of Health

Tuesday, September 22, 2015

Primary Care in Fort St. James

ISSUES:

1. Doctors’ Contract 2. Clinic Renovations 3. Seniors Helping Seniors

DOCTORS’ CONTRACT

Fort St. James has had trouble recruiting and keeping Doctors in recent years. In the last two years, however, the clinic has been able to recruit five doctors with a sixth joining in the near future. Retention of these physicians is key to making Fort St. James an attractive community to settle in. The Clinic has a unique salary system, a focus on overall health and is operated by a local society. Northern Health wants to reduce some of the benefits that attracted new doctors to the Clinic.

SOLUTION

The District of Fort St. James respectfully request that the Ministry of Health encourage Northern Health on our behalf to ensure that Doctors’ contracts are being honoured and renewed and that Doctors are staying in Fort St. James. Having three to five year contracts would give Doctors time to settle in the community and make them more likely to stay.

CLINIC RENOVATIONS

The current Fort St. James Medical Clinic has reached its spatial capacity and is bursting at the seams. The space currently holds five doctors’ offices and will soon hold a sixth. The space currently available is cramped and lacks the possibility to expand services. This is damaging to the healthcare system in Fort St. James. Northern Health has committed to providing new accommodations, but progress has been slow.

SOLUTION

The District of Fort St. James asks that the Provincial Government and the Ministry of Health to lobby Northern Health on our behalf to expand or replace the current clinic so that there is sufficient space for all the doctors and room to grow services.

UBCM Summary Report Page 71 of 119 AGENDA ITEM #4.2

District of Fort St. James 477 Stuart Drive West, P.O. Box 640 Fort St. James, B.C. V0J 1P0 Phone 250 996-8233 Fax 250 996-2248 Email [email protected] OFFICE OF THE MAYOR

SENIORS HELPING SENIORS

The “Seniors Helping Seniors” program was launched December 3, 2012 with the initiation of a seniors’ delivery program.

• In June 2013 this program was expanded to include transportation for seniors to medical appointments and social activities. • In the fall of 2014 a series of social and wellness events were facilitated through this program. The service offered transportation, sponsored ticket, and meals to attendees. Social events included attending the theatre and symphony in Prince George, transportation to local events such as a seniors tea and craft fair, and the coordination of awareness workshops for seniors in Fort St. James and Vanderhoof (Mature Driving, Elder Abuse, Falls Prevention, Aging and Memory, Caring for the Care Giver, Frauds and Scams), and a bus trip into Prince George for 30 seniors to attend Cirque de Soleil. • We service clients who are self-declared seniors or people facing mobility challenges. Area of service is Fort St. James/Nak’azdli First Nation as far North as the Hwy 27/Tachie Hwy junction and as far south as the Hwy 27/ Airport Rd junction. • We target our services to seniors; however we will not turn anyone away. An important ethic for us is that clients do not need to prove need, age, income, etc. If someone registers for the service, we believe it is because they need assistance of some kind, even if it is just the social contact that comes from using our services. • Summer 2015, the District signed a contract with the District of Vanderhoof to pick up seniors in Vanderhoof from a centralised location. • Since January 2015, 309 rides to client appointments, drove a total of 219 trips and covered over 25,000 km. The equivalent of 3 return trips from Vancouver to St. John’s, Newfoundland. • Programs have been funded by short term grants, donations, and contributions from the local governments. Sustainable funding has not yet been realized.

SOLUTION The District of Fort St. James respectfully requests long term guaranteed funding to this program as it has such a high rate of success.

UBCM Summary Report Page 72 of 119 AGENDA ITEM #4.2

District of Fort St. James 477 Stuart Drive West, P.O. Box 640 Fort St. James, B.C. V0J 1P0 Phone 250 996-8233 Fax 250 996-2248 Email [email protected] OFFICE OF THE MAYOR BRIEFING NOTES

The Honourable Mike Bernier, Minister of Education

Tuesday, September 22, 2015

Rural School Funding

ISSUES:

1. Closure of Rural Schools 2. Lack of Programming 3. Resources for assessment of special needs

CLOSURE OF SOWCHEA ELEMENTARY SCHOOL

The District of Fort St. James is facing an unprecedented challenge with the recent closure of Sowchea Elementary School. Sowchea Elementary was located outside the boundaries of the District of Fort St. James but with its recent closure students are now attending schools within the District. The District is aware of the financial challenges faced by the province, and recognizes that chances of reopening Sowchea Elementary are limited.

SOLUTION

The District of Fort St. James is interested in learning what other communities have been doing with closed schools and if there are any opportunities to repurpose the school as a community gathering place or adult learning centre. We are seeking the support of the Ministry in facilitating the sharing of information with regards to this issue.

LACK OF PROGRAMMING

The District of Fort St. James has concerns regarding lack of funding for enhanced learning opportunities. In accordance with Fort St. James’ 2013 Strategic Plan, students should be able to be educated locally. The lack of funding for enhanced learning opportunities puts our students at a disadvantage and impedes their ability to reach their academic goals. Due to small high school populations, many courses are unavailable, including music programs, some senior sciences, forestry, and languages.

SOLUTION

An increase in funding for rural schools with smaller populations would help mitigate this issue. Another solution would be to partner with the College of New Caledonia to provide trades training to High School students.

UBCM Summary Report Page 73 of 119 AGENDA ITEM #4.2

District of Fort St. James 477 Stuart Drive West, P.O. Box 640 Fort St. James, B.C. V0J 1P0 Phone 250 996-8233 Fax 250 996-2248 Email [email protected] OFFICE OF THE MAYOR

RESOURCES FOR SPECIAL NEEDS

The recent release of the Human Early Learning Partnership report has worried health and education professionals in the community. School District No. 91 - Nechako Lakes, ranks high in three of the five vulnerabilities measured by the Early Development Instrument. These statistics show a greater need for support for students within the District of Fort St. James. There is only one occupational therapist within School District 91, who comes to Fort St. James once a week. Students in Fort St. James and throughout the School District need greater support from occupational therapists, speech pathologist, and psychologists to fully meet academic goals. SOLUTION The District of Fort St. James respectfully requests more funding, recruitment and resources for special needs students within the District of Fort St. James and School District 91. The District acknowledges that School District 91 is geographically large and that this leads to higher travel costs between communities thus resulting in higher costs for meetings.

UBCM Summary Report Page 74 of 119 AGENDA ITEM #4.2

ISSUES:

Limitation of Multi Material BC recycling program.

BACKGROUND:

Until 2014 recycling in Fort St. James was spearheaded by the Greening Up Fort Society, who were running the local recycling depot. In 2012 there was a fire at the building and it was lost. The community joined together to rebuild what is now the Integris Recycling Depot. This facility accepts mixed paper and corrugated cardboard only.

In 2014, after the introduction of curbside residential pickup through MMBC of certain recyclable materials, many consumers, both residential and ICI (Industrial/ Commercial/Institutional) continue to use the Integris facility. However, the materials collected at this facility are not accepted by the MMBC program due to the ICI materials in it. This means that the facility cannot make use of MMBC to take the materials to market, and must make its own arrangements. This can be costly and is an inefficient use of resources, as identical materials are already being separately transported from virtually the same location.

The District of Fort St. James has recently (June 2015) entered into an agreement with Nak’azdli First Nation to take over operation of the Integris facility, as they are also the MMBC partner in the area. This new partnership allows the Integris facility’s baler to be used for MMBC materials as well as those collected at the Integris facility.

Compounding this issue is that the Regional District of Bulkley Nechako has recently determined that a complete ban of cardboard in its landfills will be in place by July 1st 2016. We fully support this initiative, but are finding it difficult to come to an affordable solution that is easily understood by consumers.

So, in summary, businesses have no recycling pickup; they have to take their paper and cardboard to the Integris facility. MMBC will not accept these materials and the cost of transporting the materials to market is high.

Another limitation of the program is the large percentage of the population that lives outside the boundaries of the MMBC service area and have no access to free recycling pick up. They have to rely on depot service or pay a contractor to pick up.

SOLUTION

The District of Fort St. James respectfully requests that the Ministry of Environment expedite development of a province-wide solution for recycling materials generated by the ICI sector.

UBCM Summary Report Page 75 of 119 AGENDA ITEM #4.2

ISSUES: 1. Midterm Timber Supply 2. CN Rail Contract 3. Canfor Loan To Conifex 4. Bio-Energy Forest License

MIDTERM TIMBER SUPPLY

The District of Fort St. James is concerned with the changes to the midterm timber supply in British Columbia and the Prince George Timber Supply Area. The forest industry is the backbone of our community and is essential to the local economy. Changes to the midterm timber supply could have devastating impacts on our community.

The District of Fort St. James also has questions about the percentage and volume of spruce leading sales by BCTS. It has been observed by local stakeholders that there are larger loads of spruce leaving our area then pine, even though the midterm timber supply is focused on beetle killed wood.

SOLUTION

The District of Fort St. James respectfully request that the Ministry of Forest Lands and Natural Resource Operations uphold its commitment to communities with regard to the midterm timber supply. The District would also like to see a sustainable collection of timber occur in the Prince George Timber Supply Area.

CN RAIL

The forest industries within the District of Fort St. James rely on CN Rail to move their products to and from market. CN Rail has a mandate to uphold service to these industries. It is the complaint from these industries that this mandate is not being met. There has been a reduction of service to just three days a week.

SOLUTION

The District of Fort St. James respectfully request that the Ministry remind CN of their mandate and take action to enforce this matter as this is of great importance to all parties involved.

UBCM Summary Report Page 76 of 119 AGENDA ITEM #4.2

District of Fort St. James 477 Stuart Drive West, P.O. Box 640 Fort St. James, B.C. V0J 1P0 Phone 250 996-8233 Fax 250 996-2248 Email [email protected] OFFICE OF THE MAYOR

CANFOR LOAN TO CONIFEX

In August 2015 Canfor and Conifex entered into an investment agreement for $30 million. This is a 5 year deal that will see proceeds used for general corporate purposes. The first interest is 200,000 m3 of annual cut held indirectly by a subsidiary of Conifex Inc. After 17 months Conifex Inc. can choose to pay the principal amount of the secured note by transfer of all of the issued common shares of the subsidiary. After 12 months, Canfor has the option of converting the secured note into ownership interest in the forest license.

The District of Fort St. James would like to know if this deal was approved by the Ministry of Forest Lands and Natural Resource Operations, and if it was submitted to the competition bureau. The District of Fort St. James is concerned with the outcome of this loan due to previous history with Canfor in the region. In 2005 Canfor had to divest itself of a mill in Fort St. James as it was in contempt with the Competition Bureau regulations. The District is concerned that this new deal could have negative impacts on the local forest industry.

SOLUTION

The District of Fort St. James recognizes that there is no easy solution to these issues, but we respectfully request that this matter is investigated further.

BIO-ENERGY FOREST LICENSE

The District of Fort St. James is interested in having a wood waste license that could be used to collect wood waste from the community forest. This would impact fuel and fire management, management of the viewscape, enhancing locally-controlled fibre supply, community participation in the Bio-Energy Sector due to the coming online of the Fort St. James Green Energy Partnership, and long term benefit to our community.

The District of Fort St. James is also looking for funding to conduct a feasibility study for a wood waste to heat project in our community that would benefit from a bio-energy forest license.

While we understand that there are pressures on the land-base, the fibre allocation we are seeking is generally non-competitive with traditional users in Prince George Timber Supply Area.

SOLUTION

The District of Fort St. James respectfully requests that the Ministry loosen restrictions that do not allow the ministry to award bio-energy licenses to communities.

UBCM Summary Report Page 77 of 119 AGENDA ITEM #4.2

ISSUES:

There is no safe pedestrian crossing of the Stuart River south of Fort St. James. We respectfully request assistance with development of a safe crossing for pedestrians and other non-motorized modes of transportation

SAFE PEDESTRIAN CROSSING

The Stuart River crossing, about 4 km south of Fort St. James, is a two lane bridge and part of Highway 27. The bridge does not include a pedestrian lane, so pedestrians, horses, cyclists and other non- motorized vehicles are forced to cross while sharing the lane with both passenger vehicles and loaded heavy trucks travelling 70 km/hour. This bridge crossing has been highlighted as a priority for public safety as part of the District’s Master Trails Plan (2014). A request has been made to the Ministry to either install a suspended sidewalk or build a new crossing using existing bridge supports left from the old highway bridge. The Ministry has indicated that they do not have the budget to enter into this type of work. The Minister committed to performing a feasibility study at our meeting at UMBC in 2014. The community feels that, as this has been the scene of many near misses, we cannot wait for a fatality to occur before addressing this severe safety concern.

SOLUTION

We respectfully request that the Ministry of Transportation and Infrastructure meet its commitment to the District of Fort St. James, made at UBCM in 2014, to complete a feasibility study for a safe pedestrian crossing of Stuart River on Highway 27.

UBCM Summary Report Page 78 of 119 AGENDA ITEM #4.2

District of Fort St. James 477 Stuart Drive West, P.O. Box 640 Fort St. James, B.C. V0J 1P0 Phone 250 996-8233 Fax 250 996-2248 Email [email protected] OFFICE OF THE MAYOR

UBCM Summary Report Page 79 of 119 3 3:»_ _ a D mAm n4. mx>z4 .2 >5 >_u_.:n>:oz Correspondence to Receive Um?m2 >Uv=om:o:” mmEm3c2Hm.Nopm ézm3m0.">UU=om:1 Ano33:::<>3. no.3. 2 mo:m.533 Ao_dm:.Nmmo:2 .:&nE_.mmm¢ m

A. Um?mv3 .uqo.mom Em mama:oz.‘ ~o$-~oE _u_.o..mo

Io3m V3039 ~mo-$3So <

>a%.o:m_ 02.32 zmamu 6:: i.oco-nm1_mm:

_uom3o:” ?mmmcama

Io3m 90:9

aoEm saw, 9. 3< _3o<<_mamm_Em mco

A A >%__8a m6:m.E6. Oo.>u_o__om3masmgm§2.o=m_v AGENDA ITEM #5.1 *2m3mman33% 2 m§o=nm_# 32% cm:5 :m3m mag25.33 .8 muum? on mnymnzm2 mm..m_:Wm_%3

H ?é....na:u2._. c» we...» .353 K9...%m=m%%mm§=§mE$_wnEm m...Ennoaa?w . mm

8:. Correspondence to Receive wimsaa £52 Emomwmamaanmwsmmnvmo?wamNW9

3.3 Cosmo: m~b:m Oozsommama mumxmonmn V 3.39

ExamCosmo: >oEm_ NS 9.3 \ wcamomNOE: m mugs.3.3% Amazmmo33 Woéwcn Wmxumsmwm>mmmm%$o. NQE w§_a9§ omowmammsm=3 mama? Waminnmau zam?é 5%. Smmoco Emso n?amoa?ai 58.8 5% GHQ 53.3 m?aa 3.8.02 §co.oo moEE\m$mwQ5 Su?é g.o..m~ m_SSE :u..§.._.§& $3.3 ._.oE_ S£§....$ m._E.a52.§Q :38 E. §:.§2_ m:.% <23. 09:2 2am§.= 593: émm 32$ .8 ma» ma?a$8 mmoav5.2.5 :9 cm a3 305% mg.5% 3 En ooB5E:.Q. 9; rum:2 $9 swammmEa 3.0 mm:Hoo?sm saga. $5 J60 an?.£.no_.. <5 23: .8 mm» AGENDA ITEM #5.1 manna:5.8.8? - 35¢? a 8 8:o3 Oocsoz 2. mo:ma. 33%. m?dm mm n,EE-wc8omm 3:3. a 3m mi». mama5 wonmy 33%. .35 Ez?ommcram§§:m EE m ago mam mnmoa3. momaismmammam9:28 nwwm?wm§mmEwan8 oammimamamrow.“mamman8:..§_ 8.28 325% Gammon3% B58 naanoasmznom.mam3.28 saga?“ woaixRm?mmmRaw 9 >mmooBBE:.QBcmoca ea m_.oEmmBaa::m\m:muonEmma3 Q92. sosénomno..mm_:Nmao:m:5» osadi? 3 new520 m c==&:m8 ovmnmaE. Correspondence to Receive > Some: Ema Emma5 Zo

?aw E29" ram3% manEu .23, mmacmnmm3% moocmi mmvs.$3.8 m§=am_ mS8Eo:.a ea BEE. ..o_umWm:30 :8: 3% manBwsw

3 maa

m..=...

38. .¢<::oF . sw 90-08. was Cw”? maEoBwmmMLLwm.LMo§ F.mm.mw§ ujnwmm?aon Page 82 of 119 AGENDA ITEM #5.1 no3_.:=::< 2.3 no:...n=2. mo:m...m_,:mm wm_m:nm2,52 mmancmhoxmo?. >mmm...m Correspondence to Receive mcqnmzmbmmmnm m_omQm__.....,o_.mndmm; >mnoE: m??hmo Ovmqmznmmmnx>nnoE:,,. S?mpm xam>nnoE,.; an Nwwwwm §.%§m an 53.: 403. may mwmaa? >nnoc3m $8283.» 98 495. ncqqms». bmmmnm mrwmemp

,_.O._.>_..>mmm4m mrmmr? c>uE.=mm n:._.«m.: _._.mE=:.mm bnnqzmm mxumammm m??mo om§._,3 wmnnoc3 vm

MONME._..§m_E._mm m?? we mmc:.< mn:_...< $538 mmzinmm-Pdsocm Nmumwow .w...%_,..$.. 3 DE nocnrccmmmqowmn? -.».ooo.oo m:.,...m3 mmismm -Em.mm Page 83 of 119 «cam. DE:m..m m£..:< §.m~o.,..X. AGENDA ITEM #5.1 .q0._.>_. mDCS.< ~»_m~o.§

_._>w__._.:mm>20 mO....:._.< Sbm..2mn nc§:.=.=..:< bnm no=:n=omno.4 mnEamm _...no3m msaami S\S,\~Sw 3 cmhtnc? mm33” mmmm Sm?? zmwnoznmxxmgaa$:$ 35.8 ao? manna; mxmmxmmm Emommo won». mo5 mam">an3.=_m£m:335. 2.3 mam Nwoo >....33§§§ mam wmé? 5% nrmammm wmmw xm3 mas :mE:.2_:m:§:nm Saba n_m>n mas” 98 §m3_om..mZu maocnm..m:.8 wooco .§m§n mag ma...” 98 §m3wm$En 3 nowsumimm wise mama» 3 >3 Emoao m$wnm._m:ma:m mm_. mxumzmmm Huwomhh 9.33. 52.33.. xmcmszm 9.33. <

._.O._,>_. xm25 33 méwoc zmwnoznmamm%§a3m N38 mocaa $98 32.0 acasm 398 mqwzmwmcmzcm 3%.” noznm? $8.8 ; max>mm.m8:nm .S~.oo 4.3m.nosnmnmxumsmmm ;m?.8 E8, mo13 3% >g<3§=m _§g_.a...oa mmmm 22 mama» mmcmscm HHVMPOO _$mnm:m_m S98 9.53. <a:.::.m:.ma35». 2% mmm Nmoo mc33w.. Egan mmm:a3:.._m..,S:o: mom Ewes mmswnymammm mmbo >3 mros.zmmoose ...onm.">..» 2.95 mama» 98 Em?vmqmzc 3 no3nw:mm.m ?woo mqmi 5 pa $0.8 ?2mam=m:mo:mmmm33 mxnmammm Nomwoo «c»m:_§mnm._m:o:m mm_..mxumzmmm S?wea n:_E..m_ Eozazou mmcmscm 0583. <

..o...>_. xm18. 25 no3:.E::< >3. ....o.:§_ Rd 2.5. 333 2:: 26 no:.=:c=.:< OE na=_,=_o.._$ nqowmn»mmm» mmurwa.N2.» mmns§_a.§. >:o<§:nm

:_.a..m%m-:£ . : $03.3 m__.§ E.” % mxumzmmm m_mnEn m_m38_ $.~_».m... $3 woo 9% E m<7 _mmmm “Bobs 252 m.mo_...m< _:m:S:nm §..§ Em?» .<_<<=:n_A Qmmazmmcuczmm mmcmzzmxmxumammm .w:.S.ma.

3% caoz Nmbo $.23 : _a.E._mo >Q...oE: m.E3o Page 86 of 119 AGENDA ITEM #5.1 no33:=:< >:mno:=n=a me:as._m3mm w§_m2 3.. On3_om.. S. 82.. no353332 8. S3 zm

9:8: xm

U02. mamjnwma $3 5% 3o..mn$ S3 Correspondence to Receive en _:.8Bm~ Go >:§ mmmm SW8 zm?noznmn mmo_mm.m$:nm ES 39.: noimnn Nmoo _.onm_mo_..$ «mm»>a3 2.9: wmn m_,m_.: 403.2»: 235 Q33 mm=m_.m_m.>n3_:w¢m::=:m_ mzammom mm _<=mnm=m_..mo:mxmn_3_3m.:m:o: mam Mum _<_m3_um_.mZ_um-maoccm So 8% n:m_.mmm Mm ._.oS_:<=mnm=m:o:m xm5 woo n:::3_ <92: mxumzmmm Noam

._.O.._.>_.xm_.mxvmzmmm :58 2m..._zno_sm Page 87 of 119 AGENDA ITEM #5.1 AGENDA ITEM #5.1

STUART LAKE OUTREACH GROUP SOCIETY C/O Joanne Richardson PO Box 1144, Fort St James, BC; V0J 1P0

September 14, 2015

Reference: Letters of Support

We are a Registered Charity seeking to provide for the needs of those who lack adequate food and to do so while affirming the dignity of every person.

We currently provide a hot meal on Tuesday and Thursday of every week. We not only provide food but also a place where people can come and fellowship across ethnic lines. Music is provided as well as a willingness to encourage and promote safe life-styles. One patron has said “It is great to be able to come to a place where we feel safe.” I believe he was referring to emotional safety more than physical safety.

One a month, on the third Wednesday of the month, we distribute food hampers We currently have over 300 registrants for this service. We also provide emergency assistance as needed.

We are in the process of applying for a BC Gaming Grant to assist with the costs of running these programs, and would appreciate a letter of support from your organization, acknowledging the benefit to the community from having these programs in place.

Letters may be sent to the above address or to me at PO Box 2049, Vanderhoof, BC V0J 3A0. Any questions please call 250-567-6744.

Thank you for your co-operation.

Yours Truly

Rev Gwen Andrews Co-ordinator

Correspondence to Receive Page 88 of 119 _...... =.”m;.n AGENDA ITEM #5.1 Page 89 of 119

._9.um.__Q o_uo_f< £3 cumouEuuom 2:0 gm

__w_uum\<,$82 é??a .mBm_£m mc:o>So gm; 9. mc_vcP_mc_n_>oE._ou_LUSE om30> v_cmz._..m:_NmEmcwwnmm;mEm3 _oocum ucm_oo;umSo .6 :8_.__a ._:O> .m_nm:_m>:_Em mqEm:o_aEm;u mmm?mc?cmtmm__Es Emm2w>m_q2: mmucmcmaxm m:_9? .__m>>>.m>:23. vanE58 .6058 So _omEmmmEEm___m2:. .>wt:mE mu__._m:o_QEm;u_m_uc_>oE 2: .8 58 9: $>ou 2m; 9. Em:_ ES» m:88. Buuom m:_.o_oEwm Emucoumm883 gmton_ 9: m:_>oE .8 52:: om:o> xcmf

Hzucsou ncm_o>m_>_Ema

9: 8> um.852 .5 :8 owexom.O.n_ 852 gm:8 E t_E_o

?ow ‘m§_EB%m

moE-o$-omm Em omE-m$-omm 65059209 on? 8.> .o.m.$Em?m tom 5% xom.O.m mmu?mqo??mz 1 Hm.oz6:En:oo?m Hoosomb?mvnoommmw?ma.5 tom Correspondence to Receive AGENDA ITEM #5.1

mcouuEmm:»rm$_.o>5...6 265. ms64* §m-Na-§ 5 E8.Eom>>m.:©_Bmzo_um_a.muEo ._wa_EmEwm mm >a:o> .8 uwiwmm. u>m—_.m>>umvmmco 05 .8 n>m¢

9_ooEmu:m> Mumm:Bu_> Em dbcwuazmucwf EoEmmoxmcumz .E.Q ooumrcooc.m.8080 mcBmm__EE:.E_ wE_Emo_ oc _mm>-m B EmEm>wEum;oc:w> newLobmbcou \mm>o_n_EmUm.§n_ L3m>>v_um_mBmbm?u B m: Eon

}\.‘ ‘. V‘

Correspondence to Receive Page 90 of 119 AGENDA ITEM #5.1

Eou.Em8.unc.>>>>>> Hm_9m_m9wm__Bm_u99: ED bmc_>>mpmpmmEm: C._0_.tLOZ pmco:.o_mu9mvwmmE._::too_o_o mc_v:o>a.mc.m_mv_mmo_mm;.oc>mv_ aH.:_>z_ _mm:.mUQ:>:.m:Uc_5.. ms E0.) ma.3S wm._omO0UC_‘.n_C_ Nuw_\.._0QOu.UO 20: wmuzmm?zou zm_%o_ umZ~_m=.:~_OZ

Correspondence to Receive Page 91 of 119 ._.ouD332 9. mo:ms._m3mm.

mm”_»mmm§=smmcsgmsm3. muo?m _ Sarah Sampson - Grant in Aid Cougars Rep Team >mms mn:

.25 nameso<

>s<:smsn.m_ mmmm?msnm<

._._..msx<9. 3 mn_

mmwmsmm3_omos Page 92 of 119 AGENDA ITEM #5.2 :52: E323 mz>2._. .2 >5 gwznpjoz Sarah Sampson - Grant in Aid Cougars Rep Team

Um?mo?>Eu__om...o:” Zmam o? >n_u_.om2 ohmwammmoso_. =a_nE_8mwu m

2:269 9. _um&o€m:..m_ _u23m_.

Ioam _u:o:m” <

A . E03.giwéwu _uomEo:u % Ioam _u:o:mu

<<2x _u:o:m” m3m=u ._.oEm Kw» %aaa@_u.m.%Emmco

% .

% ..:.>uu=om:,..3.3a -,\,..¢%.,%_o__V¢..m.W_uams2§oJm_MiATV AGENDA ITEM #5.2

\ U?inn 2 no.3». Lm3mm9.5:.” _: En. >Eo=nm2o:moss m

2. .\m3mm

Wmm.o:m_05.3% Sarah Sampson - Grant in Aid Cougars Rep Team _u=m._zmzozm _u3<_:o.m_ Qo

_umqmqm_®oo:<:_mm 0.39. Amumo?c v

._.oE_ _~m

_u1Nmm\o_

._.o\B_ mx_um:n_=..=.mm Page 94 of 119

1,5». . 22 303 \ Ema” a?mazom33$: $

Date: September 28, 2015 Memo to: Kevin Crook, Chief Administrative Officer From: Rachelle Willick, Director of Finance Subject: 2015 Financial Plan Amendment

RECOMMENDATION

That Council adopt “2015 Financial Plan Bylaw Amendment No. 2, Bylaw No. 951, 2015.”

REPORT

Background

This bylaw was given first three readings on August 12, 2015.

Community Charter section 173(1)(b) requires Council to “amend the financial plan to include the expenditure and the funding source” in the case of any expenditure which was not contemplated in the financial plan for that year.

Details

To amend the 2015 budget for the increased expenditure for the Dump truck purchase from $215,000 to $245,231 an increase of $30,231.

FINANCIAL/PROGRAM IMPLICATIONS

Please see attached spreadsheet.

Respectfully submitted,

Rachelle Willick, Director of Finance

Approved by:

Kevin Crook, Chief Administrative Officer

2015 Financial Plan Amendment Bylaw No. 2, Bylaw No. 951, 20... Page 95 of 119 AGENDA ITEM #6.1

DISTRICT OF FORT ST. JAMES

2015 FINANCIAL PLAN BYLAW AMENDMENT No. 2

BYLAW NO. 951, 2015

A bylaw to amend District of Fort St. James “Financial Plan Bylaw No. 948, 2015.”

The Council of the District of Fort St. James enacts as follows:

1. This Bylaw shall be cited for all purposes as “2015 Financial Plan Bylaw Amendment No. 2, Bylaw No. 951, 2015”.

2. District of Fort St. James “Financial Plan Bylaw No. 948, 2015” is amended as follows:

a) Schedule “D” is replaced by the attached Schedule “D”.

READ A FIRST, SECOND AND THIRD TIME THIS 12th DAY OF AUGUST 2015.

ADOPTED THIS DAY OF 2015.

Rob MacDougall, Mayor Kevin Crook, Chief Administrative Officer

Certified a true copy of “2015 Financial Plan Bylaw Amendment No. 2, Bylaw No. 951, 2015”.

Kevin Crook, Chief Administrative Officer

2015 Financial Plan Amendment Bylaw No. 2, Bylaw No. 951, 20... Page 96 of 119 AGENDA ITEM #6.1

DISTRICT OF FORT ST. JAMES 2015 FINANCIAL PLAN BYLAW AMENDMENT No. 2, BYLAW NO. 951, 2015 Appendix "D" - Capital Expenditure Plan

CAPITAL REVENUES 2015 2016 2017 2018 2019

Reserve Funds 244,700 96,250 243,300 0 0 Surplus 88,270 127,000 25,000 25,000 25,000 Operating 210,000 77,000 10,200 76,250 57,250 Debt 245,231 65,000 150,000 0 0 Grants 137,747 333,000 280,000 52,000 69,750 Other Funds 11,500 44,750 102,500 23,750 5,000

Total $ 937,448 $ 743,000 $ 811,000 $ 177,000 $ 157,000

CAPITAL EXPENDITURES 2015 2016 2017 2018 2019 General Fund General Government 28,200 28,000 12,000 8,000 8,000 Library 10,000 0 0 0 0 Protection 20,000 85,000 225,000 25,000 0 Public Works 355,231 205,000 99,000 119,000 124,000 Parks & Recreation 435,747 65,000 250,000 0 0 849,178 383,000 586,000 152,000 132,000

Water Fund Water Supply 18,000 0 0 0 0 Water Lines 25,000 350,000 15,000 15,000 15,000 Water Treatment 0 0 0 0 0 43,000 350,000 15,000 15,000 15,000

Sewer Fund Lift Stations 30,270 0 0 0 0 Collection and Disposal 15,000 0 200,000 0 0 Lagoon 0 10,000 10,000 10,000 10,000 45,270 10,000 210,000 10,000 10,000

Total $ 937,448 $ 743,000 $ 811,000 $ 177,000 $ 157,000

2015 Financial Plan Amendment Bylaw No. 2, Bylaw No. 951, 20... Page 97 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 98 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 99 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 100 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 101 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 102 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 103 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 104 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 105 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 106 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 107 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 108 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 109 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 110 of 119 AGENDA ITEM #7.2

Information Items and Calendar of Events Page 111 of 119 AGENDA ITEM #7.2

District of Fort St. James Mail - Woodlot Communicator - Jul Aug Edition https://mail.google.com/mail/u/0/?ui=2&ik=25ccff7fb6&view=pt&searc...

Kevin Crook

Woodlot Communicator - Jul Aug Edition 1 message

Federation of British Columbia Woodlot Associations Thu, Sep 10, 2015 at 1:39 PM Reply-To: Federation of British Columbia Woodlot Associations To: [email protected]

The "Woodlot Communicator" features stories about View this email in your browser BC's forests, woodlot licences and the people who manage them.

By SARA GRADY

1 of 6 9/11/2015 9:49 AM

Information Items and Calendar of Events Page 112 of 119 AGENDA ITEM #7.2

District of Fort St. James Mail - Woodlot Communicator - Jul Aug Edition https://mail.google.com/mail/u/0/?ui=2&ik=25ccff7fb6&view=pt&searc...

Kevin Arnett hosts Nazko First Nation and Ministry representatives on WL #0626, laying the groundwork for a strong relationship with all the stakeholders on his newly acquired woodlot licence. R-L Rob Willows, FLNRO Resource Officer, Nazko Chief Stuart Alec, Kevin Arnett. ______

Kevin Arnett has wanted to manage a slice of the forest for quite some time. He started working on his parents’ woodlot five years ago, but the dream of having responsibility for his own land has been brewing for much longer.

That dream came to fruition this year when Kevin turned nineteen and took possession of Woodlot License #626, making him the youngest woodlotter in the program’s 27-year history. And it’s no ordinary woodlot.

The 600-hectare plot spreading west of Quesnel, like countless others in the region, is a shadow of its former self thanks to the ravages of the Mountain Pine Beetle. Nearly two thirds of the forest was wiped out, leaving sparse stands of spruce and fir.

Most woodlotters in BC can stagger their planting and harvest regimes, but for those recovering from the total devastation of the pine beetle the planting is done in broad strokes, and the harvest is an event on the distant horizon.

Such is the case for Kevin, who plans to plant the last of the recently logged beetle-

2 of 6 9/11/2015 9:49 AM

Information Items and Calendar of Events Page 113 of 119 AGENDA ITEM #7.2

District of Fort St. James Mail - Woodlot Communicator - Jul Aug Edition https://mail.google.com/mail/u/0/?ui=2&ik=25ccff7fb6&view=pt&searc...

damaged blocks, then focus on brushing for the next few years. He expects it will be at least ten years before he can begin to assess harvesting prospects.

During that decade Kevin will be working closely with an important group of neighbours: the Nazko First Nation. His woodlot overlaps a region steeped in history and cultural heritage tracing back to at least 2200 BC.

The Carrier Sekani Nation, or Dakelh (meaning “people who go around by boat”), covers approximately 76,000 square kilometres in BC’s north central interior and spans from the Pacific Ocean to the Rocky Mountains, encompassing 19 bands, including the Nazko.

Before the arrival of European settlers and the resultant fur trade in the late Like 60% of Kevin's woodlot licence, this block 1800s the Carrier way of life was was logged in 2004 to remove trees killed by the centred on a seasonal round: a Mountain Pine Beetle. Replanted in 2008, the summer flurry of hunting, fishing, spruce growing here are classified as "free gathering berries and other plants, and growing" - the sign of a re-established, healthy preserving it all for both consumption forest. and commerce.

“Grease trails” – named for the coveted oil rendered from eulachon, or candlefish – were developed so that bands could communicate and conduct trade amongst themselves.

It was one such grease trail that provided safe passage for explorer Alexander Mackenzie, a Scotsman who was determined to find a safe route from “Montreal, Canada” to the Northwest Passage. In fact, Kevin learned during a visit with the Nazko Band Chief Stuart Alec that it was the Chief’s great, great, great grandmother who served as guide for Mackenzie and his seven companions in 1793, leading them safely through the Nuxalt-Carrier Grease Trail (or Alexander Mackenzie Heritage Trail) from Quesnel to Bella Coola.

3 of 6 9/11/2015 9:49 AM

Information Items and Calendar of Events Page 114 of 119 AGENDA ITEM #7.2

District of Fort St. James Mail - Woodlot Communicator - Jul Aug Edition https://mail.google.com/mail/u/0/?ui=2&ik=25ccff7fb6&view=pt&searc...

It’s this heritage that Kevin will be closely guarding on the Punchaw Lake woodlot. One of his first tasks was hosting Chief Alec, several Band stakeholders and Ministry officials to ensure an open dialogue of respect exists.

Punchaw trail on WL#0626

It was a welcomed endorsement from Chief Alec when he shared his tremendous faith in the woodlot licence program and its commitment to honouring First Nations history and preserving the health of the forest.

As part of the next, vital generation taking a role in the provincial woodlot program, it seems that youth like Kevin can help a bright future unfold without abandoning the past.

Our 2015 Conference focuses on youth and forest education and includes a

4 of 6 9/11/2015 9:49 AM

Information Items and Calendar of Events Page 115 of 119 AGENDA ITEM #7.2

District of Fort St. James Mail - Woodlot Communicator - Jul Aug Edition https://mail.google.com/mail/u/0/?ui=2&ik=25ccff7fb6&view=pt&searc...

field trip to Silver Lake Camp, a tour of Gorman Bros. Lumber mill and a site visit to Westbank First Nations' Community Forest to see a fuel mitigation project in the urban interface.

Being located in West Kelowna, some of the best wineries in the Okanagan are only minutes away.

For more information and to register visit woodlot.bc.ca

Share Forward

Celebrate National Forest Week September 20 - 26, 2015

Visit us at: www.woodlot.bc.ca Facebook

Our mailing address is: 2424 Tower Ranch Blvd Kelowna, BC V1P 1R1 Canada

unsubscribe from this list update subscription preferences

5 of 6 9/11/2015 9:49 AM

Information Items and Calendar of Events Page 116 of 119 AGENDA ITEM #7.2

District of Fort St. James Mail - Woodlot Communicator - Jul Aug Edition https://mail.google.com/mail/u/0/?ui=2&ik=25ccff7fb6&view=pt&searc...

This email was sent to [email protected] why did I get this? unsubscribe from this list update subscription preferences Federation of BC Woodlot Associations · 2424 Tower Ranch Blvd · Kelowna, Bc V1P 1R1 · Canada

6 of 6 9/11/2015 9:49 AM

Information Items and Calendar of Events Page 117 of 119 AGENDA ITEM #7.2

Lyn Potts City Manager - Northern BC and Alberta

September 21, 2015

Changes to Trips to/from Fort St. James

Effective September 25th, 2015, the trip from Fort St. James to Prince George on Fridays will change from 9am departure to 6:30pm departure.

The trip from Prince George to Fort St. James, which was on Sundays, departing at 4pm, will change to 7:15am departure on MONDAYS.

The new schedule is as follows: As of September 25th, 2015 Trip 5041 - FSJames - PG Fridays Fort St. James, BC (Unit #15 - 470 Stuart Drive West) 18:30 Vanderhoof, BC (188 East Stewart Street) 19:20 Vanderhoof, BC (188 East Stewart Street) 19:30 Prince George, BC (1566 - 12th Aevnue) 20:45

Trip 5054 - PG - FSJames Mondays Prince George, BC (1566 - 12th Aevnue) 07:15 Vanderhoof, BC (188 East Stewart Street) 08:30 Vanderhoof, BC (188 East Stewart Street) 08:35 Fort St. James, BC (Unit #15 - 470 Stuart Drive West) 09:30

We hope to serve the community better by making this change.

Thank you.

1566 – 12th Avenue PHONE (250) 563-5546 Prince George, BC CELL (250) 617-7096 V2L 3S9 FAX (250) 563-2969 E-MAIL [email protected]

Information Items and Calendar of Events Page 118 of 119 AGENDA ITEM #7.3

District of Fort St. James 477 Stuart Drive West, P.O. Box 640 Fort St. James, B.C. V0J 1P0 Phone 250 996-8233 Fax 250 996-2248 Email [email protected]

OFFICE OF ADMINISTRATION

NOTICE OF IN-CAMERA MEETING

September 30, 2015

Pursuant to the Community Charter, Sections 90.1(e) a meeting, closed to the public, will be held immediately after the regular meeting of Council to discuss the following:

Community Charter Section 90.

(1) A part of a council meeting may be closed to the public if the subject matter being considered relates to or is one or more of the following:

. . .

(e) the acquisition, disposition, or expropriation of land or improvements, if the Council considers that disclosure might reasonably be expected to harm the interests of the municipality;

. . . .

In Camera Motion Page 119 of 119