Northern Rockies Regional Economic Strategy
Report 2 of 2:
Strategic Plan
March 31, 2019
Prepared for:
Northern Rockies Regional Municipality 5319 – 50th Avenue South Bag Service 399 Fort Nelson, British Columbia V0C 1R0
Prepared by:
Lions Gate Consulting Inc. 207, 2902 West Broadway Vancouver, BC V6K 2G8
Acknowledgements
The consulting team at Lions Gate Consulting Inc. would like to sincerely thank the Northern Rockies Regional Municipality Council and Chief and Council of the Fort Nelson First Nation for their availability to meet during the course of study, active participation in the focus groups and valuable contribution to the planning workshops.
The team would also like to acknowledge the citizens and businesses of the Northern Rockies for their willingness to be available and participate throughout the engagement process, and their contributions to strategy direction and content.
Table of Contents
1 INTRODUCTION
1.1 THE PURPOSE
This five-year Strategy establishes a vision for economic development in the Northern Rockies Regional Municipality (NRRM) and outlines the strategic direction that it will pursue in partnership with businesses, industry, government and community organizations. It is focused on what is needed to create and strengthen compelling reasons to invest in and create economic activity locally. It has been developed with the close cooperation of the Municipality and the involvement of 455 residents and businesses. The Strategy will strengthen partnerships, enhance local influence over the natural resource base to the fullest extent possible, strive to create the best possible business climate that encourages investment and provide leadership, vision and access to resources for strategy implementation.
1.2 THE ECONOMIC CONTEXT
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [1]
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [2] 1 Strengths 2 Challenges 3 Opportunities
Unique local government Population and business loss Recovery in primary industries
Abundant natural resources Access/control of resources Community Forest Licence
Young average population age Unemployment Northern markets
Quality infrastructure Forestry and O&G decline Indigenous partnerships
Resilient, safe community Transportation services Tourism and agriculture
2 PLAN DIRECTION
2.1 VISION
A vision is vital for providing direction to the local economic development process. It consists of an imagined future that may be dramatically different than what is here today. Additionally, it provides an end goal around which the strategic plan can be developed, capturing the strengths, opportunities and values that resonate with residents and businesses.
The following vision was articulated during the planning workshops held in February 2019 to develop content for the economic development strategy.
The Northern Rockies is a service hub for the north, a resilient, entrepreneurial
economy supported by a skilled workforce, dynamic businesses and diverse communities that are working together on future prosperity for all. Quality infrastructure, accessible community services, and local autonomy over our vast and bountiful natural resources has transitioned our economy away from extreme business
cycles to a more stable and sustainable future.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [3] 2.2 FOCUS AREAS
The strategy is planned around three focus areas. The first is empowering the community, initiatives for creating a stronger foundation for implementation by providing opportunities for concerned citizens and businesses to have their voice heard and contribute to an ongoing dialogue about community change. The second is strengthening community vitality, issues that may not at first appear in the realm of economic development, but which nevertheless are as fundamental to quality of life as they are to jobs and incomes. It is about developing a good foundation of community assets and services. Finally, advancing business development are those measures directly aimed at stimulating business activity, whether by attracting outside investment in major resource industries, or building supply industries that make the local economy tick. Each of these focus areas will contribute individual and cumulative effects that the Northern Rockies requires to safely see the economy to a future state of growth and prosperity.
2.3 GOALS
Five goals and nine sub-goals have been identified based on stakeholder feedback at the focus groups (November 2018) and the planning workshops (February 2019). The goals refer to two core themes of diversification and employment creation. Also included is the creation of growth in the local population, which is important for producing new economic opportunities, but also because, after years of gradual decline, the community needs to stem the slide in government services and begin rebuilding its school
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [4] age population. The last two goals include improving the quality of life so the Northern Rockies remains an attractive location for new workers and their families, as well as strengthening community relationships that will empower the community and strengthen its sense of place.
• Expand the economy into new and growing Economic sectors • Develop new opportunities with existing Diversification sectors
• Create new, quality jobs in the resource Employment sector for residents Creation • Create jobs to attract new residents to NRRM
• Attract and retain a diverse and growing population through the provision of local Population Growth services, amenties, and a strong sense of place.
• Foster access to quality health care services, schools, and recreation facilties Quality of Life • Enhance the sense of community and perserve the rural lifestyle.
•Strengthen business and economic linkages Strong Community with First Nations •Work collaboratively with the province, Relationships federal government and business community
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [5] 3 PLAN AT A GLANCE
Vision The Northern Rockies is a service hub for the north, a resilient, entrepreneurial economy supported by a skilled workforce, dynamic businesses and diverse communities that are working together on future prosperity for all. Quality infrastructure, accessible community services, and local autonomy over our vast and bountiful natural resources has transitioned our economy away from extreme business cycles to a more stable and sustainable future.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [6] 4 THE PLAN IN FULL
4.1 EMPOWERING THE COMMUNITY
4.1.1 Exploring municipal authority Rationale: As the first and only regional municipality in the province, the NRRM not only has authority to govern land use planning, building regulations and other core responsibilities, but it is also able to exercise these powers over a significant land base. How the Regional Municipality actually exercises this regulatory authority to foster economic, business and investment development is only now being explored (Lions Gate 2017). Bold, innovative approaches grounded in the Regional Municipality’s authority that will give the community a better say in economic diversification and wealth creation moving forward are largely untested but give the NRRM a unique position relative to other jurisdictions.
The NRRM should leverage its position as a “test site” for initiatives within its unique authority to pursue, in the same spirit as its decision to advertise the Canfor assets and available wood basket, which generated new buyer interest. Its willingness to be a sandbox of sorts for the Province to experiment, should be promoted to provincial government.
Actions:
• Continue to seek legal opinions and strategic consultation with Ministry of Municipal Affairs and Housing on the following questions:
▪ As the Community Forest is inside of the Municipality, what municipal regulatory authority can be used to promote investment and economic development? ▪ Is the Municipality free to use its land-use bylaw and business licence regulation to more directly manage land use over Crown land? ▪ Can the NRRM levy its own appurtenancy guidelines and limit raw log exports outside the region so as to promote value-added activities within its communities?
• Promote the NRRM to the Provincial Government as “BC’s Local Government Innovation Sandbox”, giving the province a safe test jurisdiction for new economic development and other powers, prior to introducing similar concepts to the more common local government structures with larger populations.
• Amend the Official Community Plan to include a community benefits agreement policy with all major development projects.
• Work with Forests, Lands and Natural Resource Operations and Rural Development (FLNRORD) to include a community benefits agreement policy on all future timber licences.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [7] 4.1.2 Driving community dialogue Rationale: A consistent theme during the focus group sessions and the planning workshops was the desire to maintain relevant, ongoing conversations in matters that are fundamentally important to the economic and community welfare of the Northern Rockies. Dialogue is central to pursuing economic reconciliation, which aims to create meaningful partnerships and mutually beneficial opportunities based on a holistic, values-driven approach to attaining community economic prosperity. This shared prosperity approach draws on the values of the community to inform the structures, processes, and environments to stimulate action towards community resilience.
The traditional economy in the Northern Rockies has decoupled from the community itself. Forestry is generating no economic activity, while oil and gas expenditures being made on decommissioning programs are bypassing local supply industries, in favour of Alberta companies who have no stake whatsoever in the region. As a community-led and community-defined process, economic reconciliation should reflect the values of local communities and focus on recoupling the economy and the community. A continuing dialogue would help influencers and decision makers in topic-specific round tables such as forestry, oil and gas, and transportation. The table should meet on a periodic basis to create an open dialogue that is supportive of community growth and development. It would help to have a unified voice around shared goals that can evolve over time as the economy changes.
Actions:
• In cooperation with the Fort Nelson First Nation (FNFN), make an engagement request to Reconciliation Canada for a local presentation on how best to setup an engagement program. • Access the organization’s resources and toolkits as reference materials. • Identify the roundtable themes and their anticipated duration. A roundtable tied to a specific objective can be time-limited, while another may be more open ended. • Provide resources such as physical space to facilitate meetings. • Consider hosting a Community Forum that would bring in outside experts and speakers and attract interest from other communities. Such a forum would leverage a specific asset distinctive to the Northern Rockies. Potential topics would include red worm composting, aspen utilization or caribou management. • Have one or more Council members participate in the BC Natural Resources Forum and report back to inform future sessions.
4.1.3 Projecting a unified vision to government Rationale: The Northern Rockies is a large geographic region with a small population, one municipality and three Indigenous communities. In the provincial scheme, its interests are easily lost in the noise of other more influential metropolitan areas and regions. Discussions at the focus groups indicated that participants felt they were rarely taken seriously when dealing with the provincial or federal officials, because they had not clearly backed up their position or expectations to an evidence-based standard. Some examples given were:
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [8] • Minimum service standards guaranteed the community through the sale of BC Rail to CN Rail; • Local use and benefits from the regional fibre basket; • Access to health, family and social services; • Access to the fibre optic network running through the community; and • Flexibility in the application of forestry regulations on land intended for intensive agriculture.
The municipality regularly undertakes research that is meant to generate investor interest, it continues to actively support all areas of the local economy and it has access to experienced business and non- profit organizations that similarly are desirous of seeing a greater government response and intervention to keep the economy moving.
Actions:
• Establish and maintain a regulatory environment that will entice and facilitate industrial development in the region. • Ensure the NRRM “a seat at the table” by making itself aware of specific initiatives and objectives, establishing a channel for regular, ongoing engagement with the provincial government, and supporting local initiatives with the means available to it. • Work with other community groups as an advocate for the interests of the community, especially on matters related to the authority and jurisdiction of the Province. • Continue to undertake targeted industry and issue research that can provide strategic direction and policy/program support. • Seek out a shared planning direction between the municipality, the FNFN, and other First Nations, where matters of common interest can benefit from cooperation and collaboration.
4.1.4 Telling the story with data Rationale: The NRRM markets the community through media such as the municipal and Tourism Northern Rockies websites, production of marketing materials including industrial profiles, lot sales, the community profile and support for tourism publications like the travel guides. Most enquiries, whether investment-related, by prospective residents or future visitors, can be responded to with material and personal assistance from municipal staff, and other economic development partners. The minimum requirements of an investor response mechanism are therefore in place.
The municipal website itself is functional but it does not follow smart practice guidelines in terms of inspiring visitor and investor interest in Fort Nelson and the Northern Rockies as places to see, to explore and lay down roots. Graphic standards need improving but most of all there has to be a more compelling story about what makes the Northern Rockies tick: its major businesses, its leaders and its First Nations and how they collectively contribute to a distinctive sense of place. The awareness of the Northern Rockies in the general marketplace is lacking—even government representatives who should know better have very little understanding of the region, its geographic vastness, its history, its economy and its people. NRRM must use the internet to knock down these walls and start to engage the outside world as though it has something meaningful to say.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [9] Today the vast majority of businesses, investors and entrepreneurs turn to the internet for information they are seeking regarding investment and location decisions. They are less likely than in the past to make direct enquiries because of the convenience of online information and other resources that allow them to understand a community without ever talking to someone directly. This makes websites and other online tools a powerful frontline when it comes to promoting local opportunities, engaging business and supporting local job growth. To this end, NRRM should be redesigning its website to fulfill the following three outcomes:
• Promote the wow factor • Communicate up-to-date data • Educate and engage business, both internal and external.
Actions:
• Review existing websites in BC for best practices. • Prepare a checklist of desired content, functionality and design features. • Work with NDIT for assistance in upgrading the NRRM website. • Determine the most suitable web developer option (consultant, in-house staff). • Assemble content with a clear emphasis on developing a visual story that engages and generates interest. • Commission a set of personal vignettes of local entrepreneurs and their stories about coming to and setting down roots in the Northern Rockies. The City of Powell River has done a good job of bringing local business stories to life. • Prepare flat sheets for key industries that can be used to support advertising and respond to investment enquiries.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [10] Identifying business locations by industry classification, city of Penticton
Showing transportation infrastructure, City of Terrace
Less text and more visualizing the story, Glassboro, New Jersey
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [11] 4.1.5 Looking after high-level management planning Rationale: One of the greatest features about life in the NRRM and why many people choose to live, visit and do business in the region, are the aesthetically pleasing landscapes, which include an abundance of wildlife and natural beauty in what is known as the “Serengeti of the North”. Recent changes in provincial management plans, mandates and direction have resulted in significant concern expressed by residents of the NRRM, as indicated by the presence of over 100 people in attendance at a recent BC Parks’ consultation meeting in Fort Nelson. The viewscapes and wildlife within the Northern Rocky Mountains Park rely on two specific management regimes occurring over the past century and longer: prescribed fire and predator management. The Park is important to the local visitor experience. Properly functioning ecosystems within the Park, which are reliant on ecological processes, effective management and reasonable access, are of critical importance to commercial operators. Visitors from around the world choose the NRRM, the Northern Rocky Mountains Park and Muskwa-Kechika Management Area (MKMA) for outdoor recreation such as ecotourism, riverboating, and yoga retreats to harvesting of wild game and non-timber forest products. Both the Park and the MKMA are featured heavily in Tourism of the Northern Rockies literature and promotions. Operators need to have flexibility of access and continued ecological integrity of the Park in order to fulfill the advertised uniqueness of visiting the NRRM. However, a shift in management direction within the region appears to have emerged over the past six months. Moreover, communication and engagement between the Province and the NRRM regarding the Northern Rocky Mountains Park management plan has been lacking. This issue may not be isolated, and its handling may foreshadow provincial and federal intentions to overlook local viewpoints. Boreal caribou management and northern mountain caribou restoration are areas of concern. Actions: • NRRM should engage with BC Parks regarding the revisions to the management plan for the Northern Rocky Mountains Provincial Park and the concerns expressed by NRRM community members verbally and in writing. • NRRM should request that the Public Advisory Group be re-established and fully integrated into the park management plan review and revisions. • NRRM should work with local associations (e.g. Northeast BC Wildlife Fund, Northern Rockies Riverboaters, Fort Nelson Rod and Gun Club, etc.), stakeholders (guide outfitters, trappers, range tenure holders, etc.) and companies to begin preparation for future land use planning, northern mountain caribou planning, and other high-level management plans that may be proposed by the provincial government. • NRRM should gain an understanding of the development of the potential concerns, and work with First Nations and Indigenous communities on a strategic local response. First Nations and Indigenous Communities may have different legal, process and engagement mechanisms regarding these topics; even so, NRRM should seek a coordinated and preferably aligned approach so as to strengthen the regional voice. • NRRM should gain a better understanding of northern mountain caribou, parks planning and management, and other related forthcoming changes from the provincial government.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [12]
4.2 STRENGTHENING COMMUNITY VITALITY
4.2.1 Understanding the local labour market Rationale: The labour market in the Northern Rockies, and the Northeast in general, is already tight, even though recent economic performance has been lacklustre at best. The outflow of skilled workers with the downturn in the resource industries has contributed to a supply-demand mismatch, which would be further exacerbated if elevated demand emerges over the next few years in any one sector such as Oil and Gas. By 2028, it is anticipated that the region will have 1,170 job openings. The food and beverage, accommodation and transportation sectors will be the hardest hit, as seen in the following graphic.
Source: Government of BC (2018)
Actions: • Seek the assistance of WorkBC to quantify a labour market snapshot of the Northern Rockies. • Commission an analysis of the local labour market that will facilitate forward planning for training needs and help with recruitment initiatives. The key parameters of investigation would include:
▪ What is the composition of labour market? What percentage of local employment does each industry/sector make up? ▪ Where are the largest employment gaps, now and projected? Which industries/sectors are most in need of human capital, and which will be most affected in the future?
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [13] ▪ What specific occupations are/will be most in-demand with proposed projects announced? How can employers prepare to fill these positions, either through external recruitment or local training and educational opportunities? ▪ What factors specific to the Northern Rockies are impeding local workforce recruitment efforts? (e.g. access to medical services or transportation services) ▪ In which target cities/regions/countries would recruitment efforts potentially be most successful? ▪ How should a recruitment campaign be benchmarked and measured?
• Identify training opportunities today for in-demand skills with the assistance of local industry trainers such as RCS Safety and online resources (WHMIS etc.). • Prepare an inventory of assistance programs currently or recently delivered in the community so it can be made available and promoted to employers. • Prioritize early training-youth working programs. • Work with the local Chamber of Commerce to provide an information brokerage service to the local business community on accessing funding programs. Where resources allow, provide grant writing assistance to NRRM businesses seeking funding.
4.2.2 Preparing the workforce for recovery Rationale: Although conditions in the resource economy are flat at present, there will be a point in time when a growth shock will occur, whether that be forestry, oil and gas or some other sector. The provincial Major Projects Inventory has not had a new entry in the region in the last two years and over that time has seen a number of project cancellations rather than additions. That will inevitably change, and although it is not possible to predict new major projects with any degree of confidence, that does not mean the community cannot be prepared to extract the maximum possible benefits when a turnaround does occur.
The major benefits of any project are local employment and boosts to household income. Very quickly after project spending commences, the contract services to supply industries and the payrolls from newly employed workers start to percolate into the community. But it is not always the case that local communities are able to maximize the capture of those dollars when they do start to flow; stories of leaked spending and loss of economic opportunity to Alberta companies are replete in Northeast BC’s short economic history. The future will mirror the past unless the community can maximize its preparedness for providing both the labour and supply services needed for future major development projects. It may not be possible to predict when those will occur, but the community can nevertheless be prepared to address the demand when it does arise.
Actions:
• In cooperation with the Fort Nelson and District Chamber of Commerce (FNDCC), WorkBC and Northern Lights College, develop two or three future shock scenarios that would be expected to generate immediate demand for skilled trades. For example, a new LNG project or the restarting
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [14] of wood processing operations would likely overwhelm the local labour market unless there were provisions to supplement supply through the importation of new workers, temporary or otherwise. • The NRRM should encourage the Fort Nelson First Nation to negotiate an MOU with the Industry Training Authority (ITA). The ITA leads BC’s skilled trades system and works with communities to increase Indigenous participation in trades careers, deliver trades training within communities and connect with local training providers, employers, and projects. ITA has signed MOUs with Musqueam Indian Band, Nuxalk First Nation, North Vancouver Island Aboriginal Training Society and the Prince George Nechako Aboriginal Employment and Training Association, but it has no agreements in the Northeast. • Contact WorkBC, Northern Lights College and the Ministry of Forests, Lands, Natural Resources and Rural Development (FLNRORD) Regional Economic Operations to devise a similar MOU for the broader community.
Partnership with Camosun College and ITA, currently running level two training
Bella Coola, Nuxalk First Nation
4.2.3 Retaining and attracting workers Rationale: Across rural British Columbia it has become challenging to attract and retain skilled workers. This has been exacerbated by the aging workforce, with more workers retiring from skilled positions than are being replaced by younger workers. A further challenge is that in rural BC skilled workers must undertake their education in larger centres in the south, where they are more likely to remain after graduation, resulting in rural areas always being in a situation where workers must be attracted back to the community instead of being retained as in larger communities. Finally, northern and rural British Columbia is often seen as a “stepping stone” to a more desirable posting in a larger southern community. Typically, new workers will consider rural communities as a starting point for their career; however, after a short period of service, they look to migrate out of the area, creating an ongoing churn for many key skilled positions. The Northern Rockies is no different and has struggled with attracting and retaining health care and other skilled workers in recent years.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [15] Actions:
• Undertake a survey to better understand existing and future skilled demand needs in the community, which would include:
▪ Determining the community’s needs related to professional services. ▪ Understanding what can be done to retain skilled workers in the community. ▪ Connecting with local employers who hire professionals to identify opportunities for collaboration with the Province on attraction and retention services.
• Explore a more coordinated approach for attracting skilled workers to the community:
▪ Explore the award-winning approach in place in Quesnel to attract skilled workers. ▪ Work with Northern Health to recruit and retain skilled health care workers. ▪ Identify other supports that can help the NRRM’s business community find the skilled workers they need.
• Develop a Skilled Worker Steering Committee to oversee coordinated skilled worker attraction:
▪ Explore a Welcoming Community Program to focus on helping new skilled workers and their families become integrated into the community. ▪ Make available and promote tools like the income calculator used by Northern Health to demonstrate the affordability of NRRM to skilled workers targeted in attraction efforts. ▪ Investigate ways to integrate professional immigrant workers into local labour force. ▪ Coordinate and resource a marketing program targeting skilled workers. ▪ Investigate supporting the placement of professionals-in-training involving practica and internships in the community.
Quesnel has gained considerable experience in targeting and attracting skilled workers through its success in bringing doctors to the community. In the fall of 2014, physicians in the City were not accepting new patients, and it was announced that 9 doctors would be leaving the community. To address this issue, the City and partners began “The Welcome Practice” in what has become a true community project. A number of resources were employed to reach out to medical professionals who could be encouraged to move to and practice in Quesnel. Support has been established for both existing and new physicians in the form of help with housing, home maintenance needs, and other community connections. Over the course of one year, 13 new doctors were recruited to Quesnel and two that had moved away had decided to return. This program has become recognized as a best practice across the province. Source: PSC (2018)
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [16] 4.2.4 A business accelerator program for the Northern Rockies Rationale: The terms accelerator program and incubator program are often used interchangeably, because each attempts to foster venture creation and growth. A key differentiator between the two is the business stage or point in the venture development cycle.
An incubator is targeted at individuals exploring a new concept at an early stage; it is structured to enable exploration and testing. In contrast, an accelerator usually has “a set timeframe in which individual companies spend anywhere from a few weeks to a few months working with a group of mentors to build out their business and avoid problems along the way” (Forrest 2018).
The Fort Nelson Community Forest (FNCF), at 185,000 m3, will be the largest community forest tenure offered by the Province. The fibre available may be of a sufficient volume to attract the attention of a new forest product manufacturer interested in scaling up their business concept. Rather than targeting incubator candidates, the Northern Rockies Business Accelerator Program would focus on commercialization, attracting forestry companies ready to scale up their ideas and in need of the space, fibre source, capital investment and local industry support that Fort Nelson could provide.
Actions:
• Create a coalition of partners able to provide the necessary elements of a successful accelerator:
▪ Develop a professional prospectus built on this recommendation suitable for marketing the idea of a Northern Rockies Business Accelerator to key partners and initiating preliminary discussions on partnerships, funding and other essential elements. ▪ Plan and execute a series of meetings with potential partners able to provide capital, space, mentoring, business support, training and other essential elements. Potential partners include: Ministry of Tourism, Arts and Culture (TAC), Northern Lights College, Community Futures, Northern Development Initiatives Trust, Canfor, Innovation Science and Economic Development (ISED) Canada and EnergyServicesBC/ICBA (Independent Contractors and Businesses Association of BC).
• Develop a detailed development concept for the Northern Rockies Business Accelerator:
▪ Create a working group of three to five from the coalition of partners. ▪ Develop a detailed description of the Northern Rockies Business Accelerator, including a business and marketing plan. ▪ Finalize program criteria, the application process and mentor pool. ▪ Finalize and formalize the partnerships and agreements required to launch.
• Launch the Northern Rockies Business Accelerator:
▪ Establish, execute, and manage a timeline for:
• A “Soft Launch” of the program; • “Grand Opening”; and • Ongoing promotion, marketing, evaluation and continuous improvement.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [17]
The Centre for Ocean Ventures and Entrepreneurship in Dartmouth Nova Scotia, or COVE, is an example of an industry- specific program combined with the availability of desirable physical assets to accelerate economic activity. While more an incubator than an accelerator, COVE combines access to a rare “water lot” on Halifax Harbour with manufacturing space and access to business support services to facilitate “ocean technology innovation and commercialization to the water’s edge of Halifax Harbour”.
Source: COVE 2018
4.2.5 Attracting skilled entrepreneurs Rationale: British Columbia’s economic growth depends on having enough skilled and qualified people to meet labour market needs. The BC Provincial Nominee Program (BC PNP) is a way for high-demand foreign workers and experienced entrepreneurs to gain permanent residency in B.C. The BC PNP offers three pathways to become a permanent resident in B.C., each having different categories a prospective immigrant can apply under, depending on skill level, job or international student status. The NRRM could utilize new immigrants in all three streams: Skilled Immigration (e.g. health care professionals), Express Entry BC (e.g. skilled trades), and Entrepreneur Immigration.
NRRM should be actively involved in this program given the benefits it has generated for the province. More than half of all nominees in 2018 settled outside Vancouver/Victoria which means smaller communities have a good chance of seeing results from program participation.
The BC PNP is now rolling out an Entrepreneur Immigration - Regional Pilot program that the NRRM should immediately enroll in. The pilot creates an innovative partnership between communities and the provincial government to attract, recruit, select and integrate foreign entrepreneurs to become new British Columbians. NRRM meets the eligibility criteria and must be prepared to work with MJTT’s community concierge to provide settlement services for the immigrating entrepreneur.
Actions:
• Request a presentation from the Regional Economic Operations Branch Regional Manager for the Northeast to be made in Fort Nelson on participating in the program. • Establish a foreign entrepreneurs attraction plan with the assistance of local partners and existing networks that could provide support for entrepreneurs willing to settle in the NRRM.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [18] • Host the foreign entrepreneur(s) and review their business concept to ensure it aligns with the community’s economic priorities. Applicants are not eligible unless they have physically visited the community prior to receiving a referral. Foreign entrepreneurs referred by the NRRM are placed in a separate registration pool dedicated to the pilot. Registrations and applications are prioritized.
4.2.6 Mentoring and nurturing local entrepreneurs Rationale: Entrepreneurship is a valuable quality in the North, and a quality found in many of Fort Nelson’s existing residents. Risk is a common theme in entrepreneurial ventures, so its mitigation is often evident as business plans are considered, altered and implemented. Historically, a large number of small and medium-sized enterprises (SMEs) in the NRRM have been linked to larger industrial and resource extraction activities, such as logging contractors and the oil and gas service sector. As the risks and challenges in these industries grow and shrink with commodity prices and the world economy, so has much of the entrepreneurial activity.
Much of the content in the Advancing Business Development section relies on entrepreneurs to flesh out and act on business opportunities as they are presented. Entrepreneurs are better able to innovate and adapt to pursue opportunities and manage the risks that doing business in the North entails. To ensure a consistent supply of informed and willing entrepreneurs in Fort Nelson, it is recommended that the NRRM launch a Mentoring and Entrepreneurship Program in partnership with existing business support organizations, the Chamber of Commerce (FNDCC) and local business owners.
Actions:
• Provide a Regular Service to walk-in or solicited entrepreneurs.
▪ Similar to the “Service Development” initiative described in the 2017 Northern Rockies Investment Attraction Strategy (IA Strategy) (Lions Gate, 2017, p. 22), a service definition for an Entrepreneurship Program that outlines the scope of information and service that the NRRM will supply to aspiring entrepreneurs should be developed. This could include referrals to partner agencies, provision of market and demographic data more easily generated by the NRRM through its existing data and mapping products, connection to local mentors or potential investors, and access to start-up grants if available. ▪ Work with the FNDCC and other local partners to collaboratively maintain a professional relationship with entrepreneurial service providers active in the NRRM, and to encourage additional providers to expand their programming to the NRRM. This will enable quick and effective referrals to specific business supports that are most relevant to a particular client. ▪ Revisit the “Leveraged Capital for Entrepreneurs” initiative from the 2017 IA Strategy to explore a local capital pool available to entrepreneurs (Lions Gate, 2017, p. 24).
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [19] ▪ In collaboration with the FNDCC, determine the best model to connect mentors to entrepreneurs in the NRRM and initiate the process. Potential models include establishing a dedicated mentor networking group, creating a mentor connection or matching service; or partnering with an existing program like Futurpreneur.
• Conduct an achievable number of annual initiatives delivered in conjunction with key partners to augment the core service.
▪ Conduct at least one annual event in partnership with an entrepreneurial service provider to inspire and motivate potential entrepreneurs and to increase awareness of, and continuously improve, the NRRM’s Entrepreneurship Program. ▪ Reach out immediately to Futurpreneur/ThriveNorth to connect and stay abreast of the status of the ThriveNorth program post 2019. Explore hosting a Business Planning Workshop in 2020 and work to facilitate more NRRM businesses applying for the 2020 Business Challenge.
• Establish or facilitate the creation of a workspace for micro-businesses and partnering agencies.
▪ Determine the “ideal customer” of the workspace and tailor the final model around that entrepreneur and explore and determine the eligibility requirements similar to requirements established for various municipal grants. ▪ Evaluate and select the ideal location, model and partners. Evaluate examples of successful stand-alone “maker space” or “co-working” spaces that are organized as for- profit, non-profit or co-operatives. ▪ Visit the closest known models: “The Current” in Fort St. John (EvePla 2019) (Prepost, 2017) and (co)space by YuKonstruct in Whitehorse, Yukon (YuKonstruct 2019).
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [20] ThriveNorth is managed by Futurpreneur Canada (formerly Canada Youth Business Foundation or CYBF). Like Futurpreneur, ThriveNorth “connects current and aspiring business owners, aged 18-39, to resources, financing and mentoring…” (Futurpreneur 2019). ThriveNorth started in 2014 as a 5-year partnership serving Northern BC and conducts events and an annual business challenge (the 2019 challenge closes on March 20th, 2019). The NRRM is within the mandate area of ThriveNorth and at least one local venture, In Her Footsteps, has taken advantage of the program.
Source: Futurpreneur 2018
4.2.7 Attracting new residents Rationale: More than ever before, residents are making decisions to choose where they live, based on quality-of-life features that fit with their lifestyle. The changing workplace is now allowing more workers to live where they choose, instead of where the company may have offices. In addition, many of Canada’s largest city centres have become very expensive and congested. In British Columbia, there has been out-migration of long-term residents from Metro Vancouver. A net total of 9,805 people, including 460 self-identified as indigenous, left Metro Vancouver for other parts of the province in the one-year period ending July 2016. Two other demographic groups that are tending to say goodbye to Metro Vancouver are those who are born in Canada and those between ages 55 and 65. (Vancouver Sun 2018)
Over the past 20 years, many smaller communities in British Columbia have experienced a decline in population, as economic transition in the resource sector has forced many to leave for secure employment elsewhere. Some rural communities able to provide quality infrastructure, affordability and quality of life are now reversing this trend. NRRM has many of the key assets future residents are looking for, and just needs to work on getting those considering such a move to choose the area.
Actions:
• Connect to the “Telling the Story with Data” initiative above and ensure that the website redevelopment considers data important to resident attraction is included. • Work with local and regional realtors to ensure the affordability and diversity of housing stock available is communicated in marketing materials and at the website. • Develop an up-to-date land inventory of rural and commercial properties that are underutilized and vacant. • Ensure development-ready lands that are available in the community are marketed. • Utilize events that take place in the region as an opportunity to promote livability and quality of life in the Northern Rockies. • Develop an up-to-date community profile that can be used with resident attraction and would support “Attracting Skilled Entrepreneurs” and “Worker Retention and Attraction” initiatives. • Undertake a social media campaign on activities and opportunities.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [21] 4.2.8 Moving people and goods into and across the region Rationale: In the global economy opportunities are increasingly related to the mobility of people, goods and information. The relation between the quantity and quality of transport infrastructure and the level of economic activity is also apparent. When transport systems are efficient, they provide economic and social opportunities and benefits that result in positive multiplier effects such as better accessibility to markets, employment and additional investments. When they are deficient in terms of capacity or reliability, they can exact an economic cost such as reduced or missed opportunities and lower quality of life.
Transportation can affect the economy at a number of levels. It is an input (cost) in most economic activity, since it is required to people, goods and equipment to worksites, goods to be delivered to markets, and customers to access stores and other commercial services. Reducing transportation costs tends to enhance economic activity and development. Transportation infrastructure spending generates direct short-term employment and business activity. It also allows people to access economic opportunities such as education, employment and affordable goods. Accessibility, and therefore transportation decisions, affect the location of economic activities such as businesses, jobs and housing, and therefore the value of land and buildings. Improving access to areas with undeveloped resources (including land for housing or businesses, and tourism activities) tends to increase economic development.
For all these reasons, it is incumbent that economic development planning embrace transportation services as a core service for business and resident quality of life.
Actions:
• Monitor and maintain an active file on rail services to the community with specific reference to:
▪ Ensuring the Province supports the spirit and intent of the BC Rail agreement with CN Rail; ▪ In cooperation with UBCM and other northern municipalities, continuing to lobby to address the chronic rail car shortage in the region; ▪ In cooperation with UBCM and other northern municipalities, continuing to lobby for core maintenance expenditures on the line so standards of service can be maintained; and ▪ In cooperation with UBCM and other northern municipalities, continuing to lobby to ensure the Fort Nelson line does not enter decommissioning status.
• Work with local First Nations, BC Transit, the Northern Rockies Seniors Society, Northern Health and the Yukon Government to investigate a long-term, sustainable solution to bus services
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [22] across the region. The BCBus North once-weekly service between Fort St. John and Fort Nelson has been wholly inadequate as a replacement for Greyhound services. • Continue to investigate how to make the costs of air travel to and from the Northern Rockies Regional Airport (NRRA) more affordable. The NRRM should investigate potential financial arrangements to assist with capital and operating upgrades through the existing Infrastructure Development Contribution Agreement. Initiate discussions about local services with Pacific Coastal Airlines.
4.2.9 A cooperative approach to health care services Rationale: A cooperative is an alternative organizational structure based on member control that can be applied to any type of health service delivery (MacKay 2007). Health and social service cooperatives were born from communities’ desire to offer health services, home care, daycare and social services tailored to their local needs. The social economy model is based on community solidarity and aims to provide solutions to local social issues and health services (Cooperatives and Mutuals in Canada no date).
There are 535 social co-operatives in Canada, 112 of which have a mandate for health care and 419 for social services. The first health care co-operatives appeared in Québec, Saskatchewan and British Columbia before universal health care even existed. With the shortage of doctors and other health care professionals in Canada since the 1990’s, there has been a resurgence in the number of health care co- ops, mostly in Québec. (Co-operatives and Mutuals in Canada no date).
Primary care health cooperatives, given their underlying service-first focus, also have a slightly different philosophy than traditional clinics. A health care cooperative in the Northern Rockies would potentially support five principles including:
• community-based organization and control; • a spectrum of primary health, social, and related services in one location; • multidisciplinary teams to deliver medical services; • an emphasis on prevention, health promotion, education services, and ambulatory services; and, • remuneration of health care professionals by salary or capitation rather than fee-for-service.
Actions
• Explore the concept of a health care co-operative in the NRRM:
▪ Determine the interest among practitioners to participate; ▪ Review the extensive research on health care co-operatives in Canada as a way of narrowing down a potential focus for the Northern Rockies; ▪ Investigate how the model could work or integrate with existing health and social care delivery organizations; ▪ Solicit public support and membership potential in the community.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [23] • If there is support, conduct a feasibility study on the health care co-op model in NRRM. • If the feasibility study proves a viable model locally and support can be developed:
▪ Create a non-profit society to host services and programs; ▪ Confirm a funding model and establish a fund-raising program; and, ▪ Work to build a membership.
Nelson Community First Health Co-op
The Community First Health Co-op in Nelson was incorporated in 2003 “to enhance the health and wellness of communities, families and individuals by providing services through a co-operative partnership of consumer and health service providers”. In 2006, the Co-op Board purchased an old forestry building and the Community’s vision of their Wellness Centre was created. The Centre houses both traditional and complementary medicine for a “one stop” health centre supporting services for all ages. The present partners supply acupuncture and natural health, children’s resources, Chinese medicine, chronic disease support, community services, educational and nursing programs, massage, pharmacy, physicians and chiropractic services. In addition, the Centre provides life skills and job training support through the Blade Runners program.
Run by a volunteer board, with over 1,200 members, the Community First Health Co-op, opened the Community Health Resource Centre with funding assistance from Columbia Basin Trust, City of Nelson and Electoral Areas E and F of the Regional District of Central Kootenay. The Centre is staffed by trained volunteers who will support individuals and families dealing with chronic disease and provide prevention advice for the whole community. The organizations offering their services and links from the Centre supporting those with ALS, Alzheimer’s, arthritis, cancer, heart, stroke, kidney, lung, MS, Parkinson’s and other conditions. Other support organizations include Overeaters Anonymous, Seniors Co-ordinating Society and Friends of Nelson Elders. The Education room is available for volunteer group meetings around both health related events and problem-solving initiatives.
Source: iMagekootenay 2019
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [24] 4.3 ADVANCING BUSINESS DEVELOPMENT
4.3.1 Business retention, expansion and attraction Rationale: Effective economic development requires a strong local business base to support sustainable job generation over time. Existing local businesses generate most new jobs in a community, as high as 90% depending on the structure of the economic base. A variety of programs and activities are implemented as part of a community’s business care platform, but the best practices of the economic development discipline are straightforward: they are Business Retention, Expansion and Attraction (BRE+A). How these activities are carried out can vary greatly from community to community, but generally rely on local resources, expertise and priorities, and range across three categories: Business Retention and Expansion (BRE); Investment and Business Attraction; and Community Development.
While there are many moving parts to a BRE+A program, managing it effectively generates a better understanding of the business community, better identifies the needs of business clients and where/when they need support, facilitates relationships that lead to prosperity, and helps the community become tactical when it comes to investment attraction. Actions: • Targeted Business Retention and Expansion support:
▪ Conduct research on successful BRE programming that can be used to guide the NRRM process: explore BC government materials, liaise with the Province on potential BRE support, and explore on-line training from Economic Developers of Alberta (EDA). ▪ Prepare for and enroll in the new British Columbia Provincial Nominee pilot program for rural communities launching in early 2019: Entrepreneur Immigration — Regional Pilot. ▪ Develop a local team that can support BRE+A activities (this could include partnerships with the Chamber and FNFN). ▪ Work with the Province to undertake a business walks program and do initial data collection and aftercare requirements for businesses in NRRM. ▪ Evaluate pilot and launch full BRE program at the end of 2021.
• Business Sector Retention and Attraction development:
▪ Investigate strategies to keep local spending in the community; ▪ Prepare information on the economic multiplier of dollars spent in community; ▪ Work with Community Futures Peace Liard in fostering supporting business retention and attraction locally.
4.3.2 Creating memorable tourism experiences Rationale: The Northern Rockies is home to numerous tourism and tourism-related businesses ranging from accommodators, food and beverage establishments, and rental services, to parks and destination attractions. Creating more tourism products in the region means attracting more capital into the
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [25] industry, either for new activities and products, or perhaps for a longer visitor season. The seasonality of visitation, which is currently heavily oriented to the June-September period, constrains cash flow and places a great deal of importance on financial planning for business success. Many facilities that could use a refresh and update have uncertain futures, as proprietors may not have the means to diversify and expand.
A competitive tourism industry is one in which individual businesses meet or exceed minimum standards of industry and professional development in such a way that reinforces and accentuates the region’s comparative advantages. Those standards can be wide-ranging, from Destination BC’s guidelines for being market-ready and export-ready, to recognized accreditations and professional training for staff, and the adoption of industry best practices. The combination of these standards with other factors of competitiveness, such as innovative marketing, strategic positioning, price, quality and/or visitor satisfaction, together with the sustainable leveraging of the region’s comparative advantages (for example the climate, natural environment, geographic setting, labour supply, public infrastructure, sources of capital), provide the basis for a healthy tourism economy.
Destination BC has been active with product development through the Remarkable Experiences program, which is delivered in the region by Northern BC Tourism (NBCT). The program offers hands-on guidance through facilitated workshops, coaching and access to traveller research. The opportunity to connect with other local operators and learn about them has raised the bar on operator competitiveness and performance. Destination BC is also supporting the Destination Development Strategy program and has released a sub-regional plan for Northeast BC that will chart the way forward in the years ahead for the Crown corporation. It will also prepare a Northern BC Strategy that will be one of six in the province, collectively contributing to a single provincial Destination Development Strategy.
Actions:
• Support the Destination BC-led Northern BC Destination Development Strategy. • Monitor Trans Canada Trail progress for route completions north and south of the Northern Rockies. • Support efforts to make the Alaska Highway a National Historic Site. • Prepare an inventory, by sub-region, of products and experiences that could be packaged and identify the market and export readiness factor for each. • Identify operators and other stakeholders to work with, develop partnerships and packaging opportunities. • Compile and promote themed itineraries that can then be used to recruit participating operators who are both market- and export-ready. • Promote market- and export-ready criteria to operators expressing interest in itinerary participation. • Encourage more products and experiences in the shoulder seasons to diversify seasonality. • Work with Fort Nelson First Nation and other local area First Nations, on how to build a stronger success network and increase participation in tourism planning across all levels.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [26] • Promote food tourism as a viable value-added niche. • Promote the farm-to-table concept connecting local producers with visitors through the culinary industry, farmers’ markets and farm gate initiatives. • Promote the development of backcountry outdoor recreation opportunities and encourage greater operator uptake of Crown tenures as provided in the provincial Adventure Tourism Policy. • Develop a tourism dashboard on the tourismnorthernrockies.ca website for reporting key national, provincial and local indicators.
4.3.3 Global Geopark status for the Muskwa-Kechika Rationale: The Global Geoparks Network (GGN) was established in 2004 and is dominated by European and Chinese sites, with only three Geoparks to date in North America – Stonehammer Geopark in New Brunswick, Perce in Quebec and Tumbler Ridge here is BC. Given the Northern Rockies strong European market and the growing significance of the Chinese market to BC, together with the increasing market interest in geotourism, pursuing Geopark status could be a very strategic longer-term move for the Northern Rockies. The emphasis of this designation program is broader than the UNESCO World Heritage Site program, with its greater level of focus on an integrated approach to sustainable economic development and community engagement.
Overall it is felt that a global designation would provide a strong unifying theme for the Northern Rockies that would strengthen the concept of a corridor destination considerably, with areas such as storytelling/ interpretation and event planning benefitting substantially.
The exceptional geology of the region has already been documented by organizations like the History Channel and National Geographic. The Muskwa-Kechika is one of the latter’s 10 Must-Have Experiences in British Columbia. The Alaska Highway is considered among North America’s top wild-and-scenic drives, with incredible natural wonders, such as Liard Hot Springs, and big game wildlife populations such as grizzlies, moose, sheep and bison unrivalled on the continent.
The bottom line, however, is that the magnificence and diversity of the region’s natural assets are largely unknown to most BC visitor markets. The Global Geopark would be an anchor initiative that provides more traction for spreading the Northern Rockies brand onto a global setting where it belongs.
Actions:
• Establish a Geopark Project task force that is representative of all communities, including First Nations. Develop a mandate for the task force that is supported by local government. • Undertake a ‘scoping study’ that is supported by local government to determine whether or not to proceed with the application process. The GGN has restricted the number of active applications to two per country at any one time. Interest within Canada is growing, and this combined with the time required to develop the application would suggest that time is of the essence, if a decision is made to proceed. Northern BC Tourism can assist in developing terms of reference for the project.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [27] • Collaborate with other Geoparks and the Geopark network on the application process. • Following completion of this study, hold a Geopark forum with key community decision-makers, the Northern BC Tourism Board, the Province and representatives from the tourism industry. Present the findings, including next steps, and clarify the level of commitment to moving forward with the initiative. Next steps will involve developing a well-coordinated advocacy strategy. • If the project receives regional and provincial approval, the Task Force can work with Northern BC Tourism and a partnership of regional stakeholders to undertake the application process.
4.3.4 Making Fort Nelson an events destination Rationale: Events and festivals are one of the more direct ways to generate new visitor experiences in the Northern Rockies, generate destination overnight stays and bring a sense of participation and community to organizers and volunteers. Ideas brought forth at the focus groups and workshops suggested a heightened sense of enthusiasm and anticipation for the Northern Lights Festival, the “longest winter music and cultural festival” hosted by Young Living. This two-week festival featured national musical acts, trappers’ rendezvous, Dene handgames, dog sled races and more.
Few locals thought a year or two back that such a festival could even be hosted, let alone successfully. The benefits of a festival are the excitement it can bring to the community, the potential for more in- region visitors, the ability to reinvigorate the local network of local vendors, artisans, craftspeople, restaurateurs, hoteliers and attractions and the potential for a more dedicated infrastructure improvements that will support the festival over time.
Actions:
• Work with the Northern Lights Festival organizers to conduct an audit of the 2019 event to better understand organizational, governance, accounting, marketing and operational issues, and how the festival can be improved. Expanding the involvement of local companies should be an underlying goal as it increases the local multiplier effect. • Consider undertaking an impact assessment of the Northern Lights Festival using Destination BC evaluation tools. • Collect research on best practices in festival planning and development. • Work with NDIT’s Fabulous Festival and Events program. The program provides non-profit organizations with up to $2,500 in grant funding from a regional development account to support unique events and festivals throughout the region contributing to service sector revenues in the local economy. This program was accessed this past season by the Northern Lights Festival and can be a continuing resource moving forward. • Seek out opportunities for at least one new major festival during the winter season. Invite existing festival and event sponsors or organizers to a one-day workshop that would brain-storm ideas and come up with a short list of opportunities. The research could be presented in the early stages of the workshop before the planning commenced. The above-noted How-To Guides
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [28] can be used to determine the festival with the greatest potential impacts. The output of the workshop would be a list of events with the best potential for expansion or creation. Prepare a short development concept that could be used to build business, community and sponsorship support. The final step would be the preparation of a business plan that would distil, refine and expand the development concept. The business plan then becomes the model for implementation. One idea proposed at the workshop was a summer music/writers’ festival, which would be tied into FNFN Treaty Days.
4.3.5 Productivity and food off the land base Rationale: Agriculture represents a very small part of the local economy, but it remains a viable way of life for some Northern Rockies residents, in a region which enjoys above-average sunshine levels annually, excellent soil conditions and micro-climates conducive to food production. The success of crops, local food security, the health of livestock, and the availability of arable land are all measures of the potential for growth of this industry locally. The initiation of a Farmers Market in the summer of 2010, and its success in growing into a year-round enterprise by 2017, and the development of two community gardens are evidence that the community does value local food themes. In 2016, 17 farms reported livestock and poultry valued at $3.8 million. This was up noticeably from when 19 farms reported a value of $975,000 in 2011.
Focusing on the business and market development aspects of agriculture should include exploring niche farm product and market opportunities, including food tourism. One of the priority recommendations of this strategy is the development of an Agriculture and Agrifood Strategy with a focus on the following key areas and the objective of increasing the long-term competitive viability of the region’s farms.
Actions:
• The Agriculture Committee should commission an Agriculture Area Plan for the Northern Rockies. Engage regional partners, especially research and education institutions, in the execution of the Plan. An Agricultural Area Plan focuses on a community's farm area to discover practical solutions to issues and identify opportunities to strengthen farming and ultimately to contribute to agriculture and the community's long-term sustainability. B.C.’s Local Government Act makes provision for municipalities and regional districts to develop official plans for portions of their jurisdictions - often referred to as neighbourhood or local area plans. The Agricultural Land Commission (ALC) and Ministry of Agriculture (MAG) actively support local government initiatives to develop Agricultural Area Plans. • The Agriculture Committee should work with MAG to promote economically viable commodity production in the Northern Rockies, including:
▪ northern markets in the Yukon and NWT for crops and food products; ▪ turf; ▪ cannabis; ▪ honey;
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [29] ▪ small-scale abattoir; ▪ elk, bison or other game; and ▪ greenhouse crops.
• Develop a one-stop shopping portal like an oil and gas commission office for people wishing to get into agri-food production. The permitting process and regulatory hurdles for putting forested land into farm production is prohibitive and existing services like Front Counter BC are not equipped for, or skilled with dealing in agricultural matters. Identify grant funding for people to explore. • Identify barriers to putting more land into farm production. For example, MFLNRORD should be lobbied to grant favourable salvage stumpage rates on land to be cleared for intensive agriculture. Legislative tools housed in B.C.'s Local Government Act and Land Title Act assist local governments and First Nations to encourage a secure and stable working environment for farming and ranching in their communities. • Engage farmers in the BRE program, especially to identify where there are opportunities for home-based business expansion, innovation and potential pilot projects.
4.3.6 Making a model Community Forest Rationale: Fort Nelson Community Forest Partners, Fort Nelson First Nation (FNFN) and Northern Rockies Regional Municipality (NRRM) have worked for several years now in preparing a community forest application to the provincial government. The partners submitted their Community Forest Agreement (CFA) application to FLNRORD on October 15, 2018 (NRRM 2019). THE CFA they have been working towards would see the Fort Nelson Community Forest established with approximately 185,000 m3 allowable annual cut (AAC) for a 25-year period (Vince 2019, pers comm.). CFAs are a replaceable form of tenure pursuant to the Forest Act. It is envisioned that the CFA would see the coniferous-leading component of the AAC not exceed 100,000m3 per year (NRRM 2018).
Collectively, the NRRM and FNFN see the CFA as linkage between the communities and the surrounding forest land base that will allow for an innovative opportunity to revitalize and provide stewardship management of the local forest-based resource. The overall goal for the CFA is that it will contribute to the rebuilding of a resilient regional economy providing economic, social and cultural benefits, and security to those who call the area home (FNFN and NRRM 2018). Despite the sizable forestry resource in the Fort Nelson Timber Supply Area there has been no real commercial forestry activities since 2008, when Canfor’s Polarboard Oriented Strand Board (OSB) plant and Tackama Plywood mills closed (FLNRORD 2018). This will create challenges for the start up of the CFA because of limited timber demand and a hollowed-out contractor sector.
Actions:
• A final provincial decision on the CFA is anticipated soon. Continue to communicate with FLNRORD on the desired format for the Fort Nelson CFA. • Ensure that the structure and organization is in place to sustain the Fort Nelson CFA:
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [30] ▪ Confirm the Board composition and governance framework; and ▪ Identify seed capital and funding sources that can be used to support the CFA during start up.
• Prepare to undertake a Forest Stewardship Plan (FSP) for the CFA, which is a prerequisite to receiving cutting permits and road permits from FLNRORD. • Given the existing lack of forest activity in the Fort Nelson area, continue to work with FLNRORD on how the CFA can be aligned with other timber supplies from BC Timber Sales (BCTS) to attract the desired timber processing facilities to the region. • Undertake an RFP process to determine if there are local logging contractors who can potentially harvest the timber locally or outside logging contractors willing to establish a local operation.
4.3.7 Generating access to wood fibre to drive use and innovation Rationale: The Fort Nelson Timber Supply Area AAC is currently 1,625,000 m3 annually with 610,000 m3 apportioned to Canfor’s pulpwood agreement. The harvest, however, has fallen well short of the AAC since Canfor’s Polarboard OSB plant and Tackama plywood mill closed in 2008. The much lower level of harvesting that did continue was mainly conducted in association with oil and gas exploration and development activities. Although small amounts of wood were processed by a small local sawmill, most of the harvested wood was not utilized and left onsite. Recent activity by forest licensees in the Fort Nelson TSA has been minimal, with only 1,005 m3 harvested in 2015, 244 m3 in 2016, and 155 m3 harvested in 2017. (FLNRORD 2018a)
Currently, the Fort Nelson TSA is conducting a timber supply review (TSR), known as Fort Nelson TSA TSR4, that will set the future AAC for the TSA. Under the Forest Act, the Chief Forester must determine the AAC in each of the province’s 37 timber supply areas and 34 tree farm licences, at least once every ten years (FLNRORD 2018b).
Once the TSR4 determination is made and a new AAC has been set, the minister has discretion to apportion the AAC to forms of timber harvesting agreements (forest licences, CFA’s, FNWL’s, etc.). However, Canfor’s pulpwood agreement will soon expire, with the AAC from that agreement potentially creating new opportunities for BCTS, First Nations tenures or others. The original challenges with the area’s mixed forest base will still need to be resolved to ensure reestablishment of a sustainable forest sector. (Vince 2019, pers. comm.)
Actions:
• Continue to advocate for the necessary resources and capacity at the Fort Nelson Natural Resource District to expedite the completion of TSR4. • The Forestry Rejuvenation Project (FRP) was initiated in the NRRM in 2014 with the intent to assist government in the restoration of the forest sector in the NRRM, to the benefit of communities, First Nations, government, industry and all other stakeholders. Continue to advocate for this engagement and focus on ensuring social and economic considerations are
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [31] given to any future AAC allocation. The community should work to ensure enough timber volume is available for the start up of small business activities locally and that a diverse and competitive local industry can be re-established. • FNFN is working on an application for a First Nations Woodlands Licence (FNWL) (FLNRORD 2018a). This effort should be supported as part of creating greater local control over the forest resource. • Work with FLRNRORD to ensure that flexibility is exercised in situations in which a CFA proponent and BCTS both have an interest in tenure over a desirable area.
4.3.8 Getting more out of our timber Rationale: The closure of Canfor’s PolarBoard Oriented Strand Board plant and Tackama Plywood mill in 2008 ended local wood processing in the TSA. While there has been periodic discussion of a sale of these assets and restarting these facilities, nothing has materialized to date. With the loss of local processing, the forest sector activity in the Fort Nelson TSA basically ceased.
Moving forward, the key requirement to ensure viability of the new community forest, and sustainable utilization of the larger timber resource in the Fort Nelson TSA, is to re-establish down-stream wood processing activity that creates demand for the Fort Nelson timber supply. The FNFN and NRRM are determined that forest harvesting in the local area contributes to sustainable wood processing employment locally.
Non-timber uses of the forest also warrant investigation. The most important value coming from the forestry resource in the Fort Nelson TSA currently is spruce oil, in which the company Young Living is creating local employment and showing that other uses have markets and a legitimate place in the value-added discussion.
Overall, the importance of sustainable wood processing has been an ongoing priority in the area with work being undertaken by local stakeholders and the province to investigate wood utilization projects, including the Aspen utilization studies. This study identified options for aspen in order to promote economic development and to provide access to softwood that is currently uneconomical without a corresponding utilization of aspen (FPInnovations 2018). These will continue and need to be central to the overall economic development approach locally.
Actions:
• Continue the funding of rural, locally initiated projects exploring the potential for economic development around under-utilized resources in the forest sector. • Engage with Young Living to explore the development of new forest processing activities locally. • Establish a wood processing steering committee with representation from NRRM, FNFN and provincial government to oversee the investigation of re-establishment of local processing:
▪ Continue to explore research that will support new wood processing ventures.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [32] ▪ To the extent that the TSR4 AAC determination and possible subsequent apportionment decision results in new timber tenure award opportunities other than CFA or FNWL opportunities, work with the Province to ensure that such new opportunities are competitively awarded to tenure holders prepared to make new investment in the Fort Nelson timber processing sector to utilize the local timber resource. ▪ Solicit small business interests that may be able to utilize local wood resource.
4.3.9 Preparing for the natural gas rebound Rationale: When local forest processing ended in 2008, it was the natural gas sector that kept the local economy buoyant. The Fort Nelson area is rich in natural gas reserves with the biggest reserves in Canada in the Horn River, Liard and Cordova basins. Through the early 2010s, the natural gas sector was expanding and local employment in the sector was growing. However, when commodity prices fell sharply beginning in 2014, it signalled the beginning of a sharp decline in local activity. Since then industry has been much less active other than decommissioning projects.
In October of 2018, the $40 billion-dollar LNG Canada project made public their plans to go ahead with a final investment decision. This project will bring natural gas down a new 670-kilometre pipeline from Dawson Creek to a processing plant on the coast in Kitimat (APTN National News 2019). While the project will not immediately benefit NRRM as it will Peace region, it is anticipated that over time the project, and other potential LNG projects, will help stabilize commodity prices and potentially foster further investment in the northeast, including NRRM.
Actions:
• Formalize an industrial outreach program with the natural gas industry that operates in the NRRM and is focused on problem solving and fostering long-term competitiveness and stability:
▪ Establish a working group of key staff that can be informed of issues and assist in developing solutions when required. ▪ Maintain contact with the companies active in the area. ▪ Host an annual update meeting to discuss natural gas opportunities and issues that need addressing.
• Ensure that the future natural gas industry is linked to any future land planning that may occur including caribou recovery programming. • Work with industry on the oil and gas abandonment activities (see initiative below). • Reach out to other communities in Northeast BC to formulate a strategy that will ensure that the region is competitive within the natural gas sector.
4.3.10 Small-scale LNG Rationale: Liquefied natural gas, or LNG, can be used to generate electricity, heat buildings, power drilling rigs, and fuel ferries and marine vehicles. A main impediment to using LNG in Canada has been the lack of liquefaction infrastructure. Without nearby plants to liquefy natural gas, LNG must be
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [33] shipped via truck over long distances, increasing the cost for consumers. Recent estimates suggest that trucking LNG 1,000 kilometres can increase its cost by up to $3.10 per million British thermal units.
A considerable part of the north is off provincial and territorial grids and reliant on diesel for the generation of electricity. Communities, as well as major development projects such as mines, must burn diesel to meet their local energy needs even though it is expensive and is a significant contributor to greenhouse gas emissions. With its abundant gas supplies, the Northern Rockies should be positioning itself as a preferred energy source for the north by developing small-scale LNG Source: NEB (20129) production and related infrastructure.
Actions:
• Monitor National Energy Board (NEB) projects in the LNG sphere. At this time, the Dawson Creek and Elmworth facilities of AltaGas would provide a closer source of LNG for the Northern Territories, which are starting to use LNG to replace diesel-powered electricity generation. They are also located in the heart of the Montney natural gas formation, where LNG could be used to power drilling rigs. • Continue to monitor, and if appropriate, support plans to develop a small Liquified Natural Gas (LNG) facility on Highway 77. NRRM has previously worked with a foreign company on their proposed plant in the Fort Nelson area, with production to be hauled to communities in Northern BC, Northwest Territories, Yukon Territories and Alaska. The company, which is actively looking for alternate locations closer to Fort Nelson, received an LNG Facility Permit from the Oil & Gas Commission (BC OGC) in March 2017, and continues to prepare for the installation and commissioning of a facility. • Work with the Ferus Group of Companies to increase local production of small-scale LNG. Ferus has targeted marine, rail, utility and mining applications for its small-scale domestic LNG infrastructure in Canada. It is facilitating adoption of the cleaner and more economical fuel alternative in oil and gas operations, power generation for remote mines, camps and
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [34] communities, and on- and off-road transportation. It owns and operates the entire supply chain from liquefaction and transportation to on-site storage and specialized dispensing. The company has signed a Memorandum of Understanding (MOU) with Vancouver-based Casino Mining Corporation (Casino) and Selwyn Chihong Mining Ltd. (Selwyn Chihong) for liquefied natural gas (LNG) supply to the proposed Casino and the Selwyn Chihong mine projects located in the Yukon and Northwest Territories (NWT), respectively. • Re-examine gas to liquids (GTL) potential for the region. At least two companies have investigated a gas to diesel facility in Fort Nelson in the last year, but neither is currently pursuing further research or development. GTL is a proven industrial process and based on supply/demand circumstances for the foreseeable future, low price feedstock is likely to be available for some time to come, with gasoline and diesel fuel produced and being sold at relatively high prices. The region has ample industrial capacity for an operation, including experienced labour, technical capacity, service industry, and existing infrastructure such as gas wells, facilities and pipelines that could support development and operation. With the right investment group, a new facility could be viable.
4.3.11 Addressing orphaned wells and abandoned pipelines Rationale: Due to the increase in orphan well inventory and associated pipeline and facilities in the NRRM, there is an opportunity for employment and economic activity for local service providers. On Thursday March 14th, 2019 the Auditor General of British Columbia released a report titled “The BC Oil and Gas Commissions Management of Non-Operating Oil and Gas Sites.” There are more than 10,000 inactive wells in British Columbia with 7,474 requiring abandonment and environmental remediation. As of 2018, 326 orphan wells exist in the province.1
Most of the oil and gas assets in the NRRM were developed by companies that had the financial capacity to responsibly manage and complete the abandonment and restoration activities required. As the wells depleted and were less profitable to operate, assets were often sold to lower cost operators. This natural progression of transfer of assets from companies that were financially stable to companies with diminished capacity, combined with market condition changes (the price of natural gas decreased partially due to high inventory levels of natural gas and access to global markets that did not materialize) all resulted in the de-valuation of the assets (wells, pipelines, facilities). As a result, these companies tend to file for creditor protection and their assets become orphaned.
Even though the legislation exists to trigger abandonment, it is not always the case that local suppliers and contractors are properly compensated for the work. There have been situations in the NRRM where companies required to do abandonment activities have not paid contractors and workers. In this time of reduced activity and transition, increasing pressure from regulatory bodies and regional governments to properly abandon and remediate these sites could provide meaningful employment and economic
1 If a permit holder in B.C. becomes insolvent or cannot be located, the Commission may designate its wells, facilities, and pipelines as orphan sites. Abandonment is a legal definition in the Oil and Gas Operations Manual (2019) of a decommissioned well or pipeline.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [35] opportunities for local companies affected by the downturn of the oil and gas and forestry industry within the NRRM. A significant portion of this work can be completed by NRRM companies for the abandonment of the infrastructure including project management, service providers and restoration/remediation ability. Additionally, companies based in Fort Nelson could provide the required material for restoration and reclamation of these sites, including genetically native plants and their propagules. Several projects have already proven successful in the harvest and propagation of local species to be used in restoration in an industrial setting.
Actions: • Identify the benefits of the royalties received from oil and gas development in the province, identify where that funding was allocated and spent, and make a case for additional and increased funding to support the BC OGC Orphan Well Fund. • Examine the funding formulas and how monies were allocated from oil and gas land sales, royalties, and taxes paid to the orphan fund. This would include establishing if any money was set aside provincially for the land sales, royalties and taxes which could contribute to the abandonments, which translates to local employment opportunities. • Investigate the viability of using the new liability levy that is to be phased in over three years with $15 million per year to complete the abandonment work, remediation, and restoration required. • Consider applying for federal funds to help put oil and gas workers back to work. Develop a position paper and take it to the appropriate federal government ministries. • Engage BC Oil and Gas Commission to promote local companies for abandonment projects within the NRRM. • Work with the Chamber of Commerce to prepare a list of companies capable of doing the work associated with abandonment (potentially already exists). • Approach oil and gas companies to request that consideration be given to local service providers in abandonment projects.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [36] 5 PERFORMANCE MEASUREMENT
Performance Measurement is an important best practice in the successful delivery of any economic development program or initiative. Although common measures such as labour force from the census are easily available from trusted sources, in smaller communities such measures may not always be available or easily accessible. Others, especially from non-government sources, may lack affordability. It is important, therefore, to identify metrics and data requirements that can be easily assembled, while still contributing to the underlying need to track performance.
For NRRM, the measures selected in the figure below can all be collected regularly, at least annually. They can then be used to benchmark the anticipated outcomes of the strategy, support communications and contribute to a more effective allocation of resources for implementation. The measures are directly linked to initiatives associated with the three focus areas.
• Program funding leveraged from senior governments • Infrastructure funding invested locally by senior governments • Partnerships established and maintained Empowering • New or innovative applications of municipal authority the • Participation in and influence on provincial land planning Community
• Workers and entrepreneurs engaged and assisted
• Workers and entrepreneurs attracted • New programs and services provided Strengthening • Population change Community • School enrolment Vitality • Health care service availability and quality
• Businesses assisted • Businesses attracted • Inventory of tourism products/services Advancing • Room revenues Business • Timber volume harvested/processed in TSA Development • Major development projects • Oil and Gas activity • Agriculture production
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [37] 6 IMPLEMENTATION
Strategies Partners Priority
Empowering the Community
1. Exploring municipal authority UBCM, MAH 2020-2021
2. Driving community dialogue Reconciliation Canada, 2020 BC Natural Resource ongoing Forum, First Nations 3. Projecting a unified vision to government UBCM, MAH, FLNRORD 2020 on-going 4. Telling the story with data NDIT, best practice 2020-2021 communities, JTT 5. Looking after high-level management planning BC Parks, First Nations, 2019 FNDCC on-going Strengthening Community Vitality
6. Understanding the local labour market WorkBC, FNDCC, 2021-2022 business community 7. Preparing the workforce for recovery WorkBC, FNDCC, ITA, 2020-2021 NLC, training providers, First Nations
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [38] 8. Retaining and attracting workers Province, FNDCC, 2019 business community, ongoing NDIT 9. A business and accelerator program for the Northern Rockies JTT, NLC, CFDCPL, NDIT, 2020 ISED, ICBA, FNDCC ongoing 10. Attracting skilled entrepreneurs FNDCC, FLNRORD, PNP 2019 ongoing 11. Mentoring and nurturing local entrepreneurs FNDCC, CFDCPL, 2020 Futurpreneur Canada, ongoing Thrive North, First Nations 12. Attracting new residents Province, realtors, 2020 FNDCC, NDIT ongoing 13. Moving people and goods into and across the region MOTI, BC Transit, NRSS, 2019 NHA, BC Bus North ongoing 14. A co-operative approach to health care services NHA, health care 2020 practitioners, FNFN, ongoing GM, HP, WS, NRWAS, NRSS Advancing Business Development
15. Business retention, expansion and attraction Province, FNDCC, 2020 business community ongoing 16. Creating memorable tourism experiences NBCT, DBC, TAC, First 2019 Nations ongoing 17. Global Geopark status for the Muskwa-Kechika NBCT, TAC, FLNRORD, 2020-2022 First Nations
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [39] 18. Making Fort Nelson an events destination NDIT, NBCT, DBC, TAC, 2020 FNFN ongoing 19. Productivity and food from the land base AGR, FLNRORD, AAFC, 2021 IAFBC ongoing 20. Making a model Community Forest FLNRORD, FNFN 2019 ongoing 21. Generating access to wood fibre to drive use and innovation FLNRORD, FNFN, 2019 CANFOR ongoing 22. Getting more out of our timber FLNRORD, FNFN, 2019 business community ongoing 23. Preparing for the natural gas rebound BCOGC, EMPR, FNFN, 2020 ICBA ongoing 24. Small-scale LNG CAPP, BCOGS, NEB, 2021 LNG companies ongoing 25. Addressing orphaned wells and abandoned pipelines BCOGC, FNDCC, Oil & 2019 Gas companies, ICBA, ongoing First Nations
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [40] 7 REFERENCES
7.1 ACRONYMS
AAC Allowable Annual Cut AAFC Agriculture and Agri-food Canada AEST BC Ministry of Advanced Education, Skills and Training AGR BC Ministry of Agriculture ALC Agricultural Land Commission ALR Agricultural Land Reserve BCCFA BC Community Forest Association BCOGC BC Oil & Gas Commission BC OGRIS BC Oil and Gas Research and Innovation Society BCTS BC Timber Sales BDC Business Development Bank BRE Business Retention and Expansion BRE+A Business Retention Expansion and Attraction CAPP Canadian Association of Petroleum Producers CCAS Carbon Capture and Storage CFA Community Forest Agreement CFDCPL Community Futures Development Corporation Peace Liard COVE Centre for Ocean Ventures and Entrepreneurship CTCS Canadian Trade Commissioner Service CYBF Canada Youth Business Foundation DBC Destination British Columbia DFATD Department of Foreign Affairs Trade and Development EDABC Economic Development Association of BC EMPR BC Ministry of Energy, Mines and Petroleum Resources FDI Foreign Direct Investment FLNRORD BC Ministry of Forests, Lands, Natural Resource Operations and Rural Development FNDCC Fort Nelson and District Chamber of Commerce FNCF Fort Nelson Community Forest FNFN Fort Nelson First Nation FNWL First Nations Woodland Licence FPS Father Poullet Shelter FRP Forestry Rejuvenation Plan FSP Forest Stewardship Plan GDP Gross Domestic Product GM Grace Manor GGN Global Geoparks Network GTL Gas to Liquids HP Heritage Place IA Investment Attraction (Strategy)
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [41] IAFBC Investment Agriculture Foundation of BC ICBA Independent Contractors and Businesses Association (EnergyServicesBC) IMF International Monetary Fund ISED Innovation Science and Economic Development Canada ITA Industry Training Authority JTT BC Ministry of Jobs, Trade and Technology LNG Liquified Natural Gas MAG BC Ministry of Agriculture MAH BC Ministry of Municipal Affairs and Housing MKMA Muskwa-Kechika Management Area MOTI BC Ministry of Transportation and Infrastructure MOU Memorandum of Understanding NBCT Northern BC Tourism NDIT Northern Development Initiatives Trust NEB National Energy Board NHA Northern Health Authority NLC Northern Lights College NRRA Northern Rockies Regional Airport NRRM Northern Rockies Regional Municipality NRWAS Northern Rockies Women’s Aboriginal Society NRSS Northern Rockies Seniors Society NWT Northwest Territories PNP Provincial Nominee Program PSC Peak Solutions Consulting OSB Oriented Strand Board OSCE Organization for Security and Co-operation in Europe SCO Strengths, Challenges, Opportunities SIBAC Southern Interior Beetle Action Committee TAC BC Ministry of Tourism, Arts and Culture TAPS Trans-Alaska Pipeline System MOTI BC Ministry of Transportation and Infrastructure TSA Timber Supply Area UBCM Union of BC Municipalities UNESCO United Nations Educational, Scientific and Cultural Organization WHMIS Workplace Hazardous Materials Information System WS Women’s Shelter
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [42] 7.2 LITERATURE CITED
APTN National News. 2019. B.C. First Nation says when the gas industry returns, it will be ready. Published February 19, 2019. Available at: https://aptnnews.ca/2019/02/19/b-c-first-nation- says-when-the-gas-industry-returns-it-will-be-ready/. Accessed March 18, 2019.
Co-operatives and Mutuals in Canada. Nd. Health and Social Services. Available at http://www.cooperativedifference.coop/co-operatives-in-canada/ Accessed March 14, 2019.
COVE. 2019. Centre for Océan Ventures & Entrepreneurship. Dartmouth, NS, Canada. Retrieved March 17th, 2019 from https://coveocean.com/.
EvePla. (n.d.). The Current on 100th. Retrieved March 17th, 2019, from https://www.evepla.com/CA/Fort- Saint-John/1631899013491139/The-Current-on-100th.
FPInnovations. 2018. Aspen Utilization in the Northern Rockies Regional Municipality (NRRM): Lumber and Veneer Recovery Studies.
Fort Nelson First Nation (FNFN) and Northern Rockies Regional Municipality (FNFN and NRRM). 2018. Fort Nelson Community Forest Application. Available at: https://www.northernrockies.ca/EN/main/business/economic- development/Community_Forest_Tenure.html. Accessed March 20, 2019.
Forrest, C. (2018.6.6). Accelerators vs. incubators: What startups need to know. TechRepublic. Retrieved March 17th, 2019 from https://www.techrepublic.com/article/accelerators-vs-incubators-what- startups-need-to-know/.
Futurpreneur Canada. n.d. ThriveNorth. Toronto, ON, Canada. Retrieved March 17, 2019, from https://www.futurpreneur.ca/en/microsites/thrivenorth/
Futurpreneur Canada. 2018. ThriveNorth Spotlight on Crystal Behn-Dettieh, In Her Footsteps. Retrieved March 17th, 2019, from https://www.futurpreneur.ca/en/microsites/thrivenorth-spotlight-on- crystal-behn-dettieh-in-her-footsteps/
Government of B.C. 2018. British Columbia Labour Market Outlook: 2018 Edition. iMagekootenay. 2019. Community First Health Co-op. Available at: https://imaginekootenay.com/success-story/community-first-health-co-op-nelson/ Accessed March 12, 2019.
Invest Northern Rockies. 2019. Community Forest Agreement. Fort Nelson, BC, Canada. Northern Rockies Regional Municipality. Retrieved March 17th, 2019 from https://www.northernrockies.ca/EN/main/business/economic- development/Community_Forest_Tenure/community-forest-agreement.html
Lions Gate Consulting. 2017. Northern Rockies Investment Attraction Strategy. Northern Rockies Regional Municipality.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [43] MacKay, Lee. 2007. Health cooperatives in BC: The unmet potential. Published in BC Medical Journal, vol. 49, No. 3 , April 2007 , Pages 139-142 MDs To Be. Available at: https://www.bcmj.org/mds- be/health-cooperatives-bc-unmet-potential. Accessed March 14, 2019.
Ministry of Forests, Lands, Natural Resource Operations and Rural Development (FLNRORD). 2018a. Forest Nelson Timber Supply Analysis Discussion Paper. Available at: https://www2.gov.bc.ca/gov/content/industry/forestry/managing-our-forest-resources/timber- supply-review-and-allowable-annual-cut/allowable-annual-cut-timber-supply-areas/fort-nelson- tsa. Accessed March 20, 2019.
Ministry of Forests, Lands, Natural Resource Operations and Rural Development (FLNRORD). 2018b. Public invited to comment on the Fort Nelson TSA discussion paper. Available at: https://www2.gov.bc.ca/gov/content/industry/forestry/managing-our-forest-resources/timber- supply-review-and-allowable-annual-cut/allowable-annual-cut-timber-supply-areas/fort-nelson- tsa. Accessed March 20, 2019.
National Energy Board (NEB). 2019. Market Snapshot: Small-Scale LNG Plants Strategically Located to Meet Emerging Domestic LNG Demand. Available at: https://www.neb- one.gc.ca/nrg/ntgrtd/mrkt/snpsht/2015/02-03lng-eng.html. Accessed: March 1, 2019.
Northern Rockies Regional Municipality (NRRM). 2019. Fort Nelson Community Forest Partnership. Available at: https://www.northernrockies.ca/EN/main/business/economic- development/Community_Forest_Tenure.html. Accessed March 20, 2019.
Northern Rockies Regional Municipality (NRRM). 2018. Rural Development Engagement. Available at: https://nr.civicweb.net/document/135725. Accessed March 20, 2019.
Northern Rockies Regional Municipality (NRRM). nda. Miscellaneous statistics received by email, February 10, 2019. Peak Solutions Consulting Inc (PSC). 2018. City of Quesnel Economic Development Transition Strategy – Final Report. Available at: https://www.quesnel.ca/sites/default/files/uploads/reports/92-18-2- quesnel_economic_transition_strategy-final.pdf. Accessed March 14, 2019. Prepost, M. 2017. New co-working space looks to become business incubator. Fort St. John, BC, Canada. Alaska Highway News. Retrieved March 17th, 2019 from https://www.alaskahighwaynews.ca/business/new-co-working-space-looks-to-become-business- incubator-1.9945024.
Statistics Canada. 2017a. 2016 Census of Population, Statistics Canada Catalogue no. 98-400-X2016119. Available at: http://www12.statcan.gc.ca/census-recensement/2016/dp-pd/dt-td/Ap- eng.cfm?LANG=E&APATH=3&DETAIL=0&DIM=0&FL=A&FREE=0&GC=0&GID=0&GK=0&GRP=1&PID=11 0261&PRID=10&PTYPE=109445&S=0&SHOWALL=0&SUB=0&Temporal=2016&THEME=119&VID=0&V NAMEE=&VNAMEF. Accessed November 24, 2017.
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [44] Statistics Canada. 2018a. 2012 Labour Force Status and Industry by North American Industry Classification (427A) for Population Aged 15 years and Over in Private Households. Custom Run by CD and CSD of the 2016 Census Data.
YuKonstruct. 2019. (co)space by YuKonstruct. Whitehorse, YT, Canada. Retrieved March 17th, 2019 from https://cospacenorth.com/.
Vancouver Sun. 2018. Aboriginals and whites leaving Metro Vancouver. Published March 12, 2018. Available at: https://vancouversun.com/opinion/columnists/douglas-todd-aboriginals-and- whites-leaving-metro-vancouver. Accessed March 18, 2019.
7.3 KEY INFORMANT INTERVIEWS
Blake, Myrna. Realtor. Telephone interview, January 31, 2019.
Bulley, Ed. Woodlands Inn. Telephone interview, January 17, 2019.
Foley, Michael. President Winfield Resources. Telephone interview, December 29, 2018.
Hansen, Al. BC Parks. Telephone interview, January 21, 2019.
McDonald, Jim. Baker Hughes. Telephone interview, January 21, 2019.
Mayes, Blair. Dunkley Lumber. Telephone interview, December 18, 2018.
Moi, April. Northern BC Tourism. Telephone interview, January 21, 2019.
Martin, Russ. Canfor. Telephone interview, December 18, 2018.
Munro, Brent. President, Fort Nelson Trappers’ Association. Telephone interview, January 24, 2019.
Neville, Abigail. Harvest Moon Farming Co. Telephone interview, January 24, 2019.
Danshin, Tammy. Economic Operations Branch, FLNRORD. Personal interview, March 5, 2019.
Skinner, Glenn. Owner, Skinner Brothers Transport. Telephone interview, February 6, 2019.
Streeper, Bill. Business owner. Telephone interview, December 19, 2018.
Sweet, Randall. Senior External Relations Advisor, Chevron. Telephone interview, December 19, 2018.
Wall, Ben. Owner NexGen/Wall Contracting. Telephone interview, December 30, 2018.
Vince, Karrilyn. Regional Executive Director, FLNRORD. Telephone Interview on January 25, 2018.
Young, Joslyn. Manager Public Affairs, CN Rail. Telephone interview, January 25, 2019.
7.4 VISION AND PLANNING WORKSHOP PARTICIPANTS
Theresa Sutherland (Fort Nelson First Nation Councillor)
Angus Dickie (Fort Nelson First Nation staff)
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [45] Michelle Mitchell
Lisa Thompson
Steve Lindsey
Curtis Dickie (Fort Nelson First Nation Chief Councillor)
Todd Penney (NRRM Regional Councillor)
Morgan Behn (Fort Nelson First Nation Councillor)
Lorraine Gerwing (NRRM Regional Councillor)
Gary Foster (NRRM Mayor)
Jack Stevenson (NRRM staff)
Linda Dolen
Kyle Andrews (NRRM Regional Councillor)
Janice Adams
Kim Eglinski
Laurie Dolan (NRRM Regional Councillor)
John Roper (NRRM Regional Councillor)
Cam Allen
Danny Soles (NRRM Regional Councillor)
Barry Dolan
Ben Wall
Dan Pawlachuk (Fort Nelson First Nation staff)
Jay MacIver (NRRM staff)
Ryan Wark
Denise Barry
Mike Gilbert (NRRM staff)
Nicole Fraser
Angela White
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [46] 7.5 FOCUS GROUP PARTICIPANTS
Muncho Lake 1 Urs Schildknecht 2 Marianne Schildknecht 3 Daniel Schildknecht 4 Jack Gunness Toad River 1 Darrel Stevens 2 Matthew Roy 3 Randy McLean 4 Tom Fulton 5 Jim Fulton 6 Blair Miller 7 Rebecca Miller 8 Craig Kiselbach Fort Nelson Tourism 1 Michele Mitchell 2 Tammy Danshin 3 David Moore 4 Gary Foster 5 Todd Penney 6 Bev Vandersteen 7 Krista Vandersteen 8 John Roper 9 Cory Howden 10 Wayne Sawchuk Fort Nelson Agriculture 1 Danny Soles 2 Tammy Danshin 3 Gary Foster 4 Alex Brucker 5 Cory Howden 6 Heather Cobbett 7 Yukon Soles 8 Connie/Wayne Fell 9 Lindsey Wood Fort Nelson Forestry 1 Danny Soles 2 Angela White 3 Lisa Thompson 4 Tammy Danshin 5 Doug Tofte 6 Lorence Forsberg 7 Gary Foster 8 Seymour Unruh 9 Jason Smith
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [47] 10 Angus Dickie 11 Bev Vandersteen Fort Nelson Oil and Gas 1 Peter Smith 2 Danny Soles 3 Ryan Wark 4 Tammy Danshin 5 Terry Cavaliere 6 Gary Foster 7 Barry Dolan 8 Denise Barry 9 Bruce Deinstadt 10 Darwin Ratray 11 Bev Vandersteen 12 Jack Stevenson Fort Nelson Public Sector/ Non-profit 1 Carol Seidel 2 John Roper 3 Nicole Fraser 4 Lorraine Gerwing 5 Laurie Dolan 6 Tammy Danshin 7 Eric Ashdown 8 Cindy Southwick 9 Linda Dolen 10 Janice Adams 11 Kim Eglinski 12 Shannon Cooper 13 Kathleen Olson 14 Val Keeler 15 Jack Stevenson 16 Joan Kinzett 17 Tabatha Jacobs 18 Bev Vandersteen Fort Nelson Retail/Commercial 1 Sheldon Krieger 2 Kim Eglinski 3 Gary Foster 4 Kym Gillett 5 Tova Dancevic 6 Bev Vandersteen 7 Krista Vandersteen 8 Jack Stevenson 9 Kyle Andrews 10 Josh Hunt Fort Nelson Home-based Business 1 Nancy Doyle 2 Kim Eglinski
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [48] 3 Gary Foster 4 Bev Vandersteen 5 Carrie Hawryluk Fort Nelson General Business and Transport 1 Josh Bostock 2 Rick Seidel 3 Peter Villers 4 Michelle Ruggles 5 Gary Foster 6 Cam Allan 7 Bev Vandersteen
Northern Rockies Regional Economic Strategy - Investment Readiness and Competitiveness Report [49]