District of Mackenzie Economic Development Strategic Plan

DDiissttrriicctt ooff MMaacckkeennzziiee,, BBCC EEccoonnoommiicc DDeevveellooppmmeenntt SSttrraatteeggiicc PPllaann

Prepared by

S y n e r g y M a n a g e m e n t G r o u p L t d. Business and Economic Development Consultants

www.synergy1.ca 1 800 838 4808, or 1 250 758 6399 Fax 1 250 751 8640 E-mail: [email protected] Nanaimo : 201 Selby, V9R 2R2 Victoria : 1027 Pandora Ave., V8V 3P6 Vancouver : 708 – 1155 W. Pender St., V6E 2P4 Associate Offices : U.S., China

Page: 1 District of Mackenzie Economic Development Strategic Plan

Table of Contents

Chapter / Section Page Executive Summary 1 4 Tourism 5 Mackenzie Economic Development Plan Highlights of Recommended Strategies and 5 Recommendations (Opportunities) General Strategies 6 Diversification 6 First Nations 6 Economic Development Tools 6 Marketing Mackenzie 7 Prospecting 7 Funding 7 Learning from Others 8 Advanced Education 8 Sector Specific Strategies 8 Forestry 8 Mining and Oil and Gas 8 Renewable Energy 8 Transportation and Infrastructure 8 Advanced Education 9 Retail and Services 9 Economic Development Opportunities by Sector 9 Mining 9 Renewable Energy 10 Transportation and Infrastructure 10 Advanced Education 10 Retail and Services 10 Short-Term (1-3 Years) and Medium-Term Opportunities (3-5 Years) 11 Forestry 11 Mining, Oil and Gas 11 Renewable Energy 11 Transportation and Infrastructure 12 Advanced Education 12 Retail and Services 12 Long-Term (5+ Years) Opportunities 12 Forestry 12 Mining, Oil and Gas 12 Renewable Energy 13 Transportation and Infrastructure 13 Advanced Education 13 Retail and Services 13 Action Plan for Each Key Sector 14 Branding 16 Logos, Taglines, Graphics, Messages 17 Representation to Government 20 The Net Wealth Balance Sheet Model 20 Strategic Planning Methodology : An Economic Development Tool 22 Previous Mackenzie Reports : Review Summary 24 Community Overview 26 Community Profile 29

1 Designed as a Stand Alone Document for Distribution Page: 2 District of Mackenzie Economic Development Strategic Plan

Chapter / Section Page Economic Development Strategies 49 Analysis of Top Opportunities 51 The Ratings Model 51 Sixteen Business Case Features Utilized 51 Forestry 52 Mining, Oil and Gas 52 Renewable Energy 53 Transportation / Infrastructure 53 Advanced Education 54 Retail and Services 54 Scoring the Opportunities, by Sector 55 Highest Priority Opportunities, by Sector 56 Forestry 56 Mining, Oil and Gas 56 Renewable Energy 57 Transportation / Infrastructure 58 Advanced Education 58 Retail and Services 59 Short-term (1-3 Years) and Medium-term Opportunities (3-5 Years) 59 Long-term (5+ Years) Opportunities 60 Action Plan for Each Key Sector 62 Role Modelling 66 Tumbler Ridge 66 Gold River 68 What Does This Mean? 69 Branding : Delivering a Message and Image 70 Funding 78 Representation to Government 78 Community Investment Support Program (CISP) 78 Corporations 78 AbitibiBowater 78 Funding the Economic Development Function 79 Other Corporate Contributors 79 China : An Opportunity to Source Outside Investors / Corporations 80 Appendices Appendix 1: Stakeholder Interviews Summary 81 Appendix 2: Community Survey 89 Appendix 3 : Review of Past Reports / Efforts 90

Prepared for the District of Mackenzie, BC 2 January, 2008

2 Synergy would like to acknowledge the support, input and enthusiasm exhibited by Mayor Killam, Council, Carla Seguin (Economic Development Officer), and all stakeholders who participated in the focus group, and interviews.

Funding for this project has been provided by Service Canada, the BC Ministry of Community Services, and the BC Ministry of Economic Development. Page: 3 District of Mackenzie Economic Development Strategic Plan

Executive Summary

At the time of writing this strategy, AbitibiBowater announced November 29, 2007 that it would be closing its Mackenzie Pulp and Paper Mill and associated sawmills indefinitely, amongst others (see http://www.forbes.com/feeds/ap/2007/11/29/ap4389102.html ). This came as a complete surprise to the District of Mackenzie and AbitibiBowater workers. Additionally, Canfor announced that same week that it would be reducing its workforce to two shifts instead of three at its Mackenzie mill. This also was unexpected. In total this affects 550 direct jobs at AbitibiBowater and an unknown number of contracting jobs, and 70 direct jobs at Canfor. This is a significant impact to the District of Mackenzie.

In turn these job losses may manifest an outward migration of individuals and families and in turn a decline in the retail and service sector. As it is, the retail and service sector has to compete with consumer leakage to Prince George, only 2 hours away.

Additionally, decreases experienced in healthcare and schooling, add another challenge to keeping the community with the baseline requirement of amenities to attract new residents.

A number of activities are currently underway in Mackenzie to mitigate the damage that can occur with such severe changes in the economy and the limitations of a one-resource community.

Events such as this make the development of an economic development strategy that much more significant. The challenge is in realizing viable on-the-ground activities that can take place to build a new economic foundation less vulnerable to a single resource or large corporation. This takes time. The District of Mackenzie will likely experience a period of decline before new efforts start to be realized. As the economy shifts from relying solely on forestry, to diversifying potentially into tourism and mining, the population may go through a transition in its demographic. The key will be to remain focused on those efforts that will be realized and seek to meet the main intent of the economic development strategy, i.e. diversification.

Helping the community understand what is happening will be important. Patience is part of the process. Examples such as Tumbler Ridge and Gold River show that with time, change and opportunities do come.

There are, however, a number of positive activities that currently are being acted upon, and conditions amenable for positive economic development. They include, but are not limited to the following:-

• Presence of an Economic Development Officer • Presence of a Tourism Marketing Coordinator • New Mayor and Council with new ideas and fresh energy • Mackenzie’s involvement in Community of Practice • Existence of significant industry-ready infrastructure (power, internet, land, support services) • Existence of a solid transportation infrastructure (road, rail, air, water) • Development of an economic development strategy to provide direction and focus • Affordable housing in a province of out of reach real estate • Safe community • Willingness and desire of a core community that will remain to see Mackenzie through its difficult transition

Page: 4 District of Mackenzie Economic Development Strategic Plan

Tourism

The District of Mackenzie employs both an Economic Development Officer and a Tourism Marketing Coordinator. The request for an economic development strategy, being undertaken herein, recognizes the importance of tourism as a strong opportunity for development. However, simultaneous to the development of this strategy, the District of Mackenzie is currently working on a number of initiatives to enhance tourism development and planning. They are involved with the Community Tourism Foundations (CTF) Program, through Tourism BC, to develop a tourism strategic plan. The plan will be completed in March 2008, and at this time there is the opportunity to source cooperative implementation dollars over a three-year period through the implementation component of the CTF program.

Currently the District of Mackenzie and McLeod Lake Indian Band are in the preliminary stages for building a log structure visitor information centre to replace the caboose at the junction of Hwy 97 and Hwy 39. The Tourism Advisory Committee (TAC) is discussing options for replacing the canoe sign at the junction with a new wooden structure sign. The TAC is also investigating signage on Hwy 97 that would market the attractions of Mackenzie to the potential visitor. The District of Mackenzie has recently produced a new Snowmobile Guide and Visitor Brochure, and is working on a presentation folder that will be used for recruitment purposes for the Chamber of Commerce, Northern Health, industry and the District.3

Given all these activities, aside from the recognition and mention of tourism and its place in economic development for the District of Mackenzie, strategies and opportunities in tourism are not covered in this report.

Mackenzie Economic Development Plan Highlights of Recommended Strategies and Recommendations (Opportunities)

Synergy is always somewhat apprehensive about listing strategies and opportunities within the Executive Summary, for two reasons. 1. The Economic Plan itself contains far greater, in-depth detail of most of the options and avenues listed herein. Therefore, this Executive Summary is simply that, a very brief overview of what the Plan, in its totality, puts forward. 2. Readers too often begin and end their review of a report with the Executive Overview. It is highly recommended that Readers do not assume that this Executive Overview is fully representative of the total Economic Development Plan. We strongly suggest that the entire Plan be reviewed.

That having been said, the overview below represents The Mackenzie Economic Development Plan, divided into four main categories.

1. Strategies : Identifies key areas for the host community to focus upon. These can be ‘general’, such as securing additional economic development funding, to sector specific (presented by sector), such as building a service sector for the regional mining industry.

3 Personal communications via e-mail, December 7, 2007, Kerri Borne, Tourism Marketing Coordinator, District of Mackenzie Page: 5 District of Mackenzie Economic Development Strategic Plan

2. Opportunities : Within each economic sector, this Plan identifies specific opportunities, both short and long term, that can be acted upon. These are all ventures that have been statistically analyzed, using Synergy’s proprietary ‘opportunity yardstick’ that measures just how practical an opportunity can be, and if it has the ability to deliver results for the community.

3. Action Plan : Where to from here? Action Plans, again, presented by sector, assist in providing the roadmap.

4. Branding : How can Mackenzie best represent itself to outsiders (companies, investors, etc.)? With only a few moments, or seconds, to start generating some interest and follow – up from outside parties, how can Mackenzie get their attention? Branding, graphics and message delivery was created herein, based on the best mix of taglines and visual display. The Plan offers a number of options for branding the District. The highlights are included in this Executive Overview.

STRATEGIES

General

Diversification • Diversify the local economy for more job opportunities for spouses and youth. • Give priority attention to opportunities that diversify the economic base. This can logically include building a service sector for mining, oil and gas and transportation / distribution. • Focus and build on what Mackenzie already has in its backyard i.e. commodities, strengths, assets. • Attract companies to use the Infrastructure that exists in Mackenzie. First Nations • Engage First Nations - McLeod Lake has built assets and are engaged in oil and gas and welcome mining activity. Economic Development Tools • Inventory of Assets : A Marketing Tool. Key to any opportunity will be for Mackenzie and its EDO to have full knowledge of the community’s assets, what industrial lands or facilities are available? who owns them? are they for sale? what are their costs? etc… An asset inventory database, which would summarize all assets, both natural and physical, in all sectors, both basic and non-basic, may be one way to gather and manipulate the information for each investor as necessary. 4 • Possibly commission a ‘Net Wealth Balance Sheet’ (model included in this Plan) as a planning tool for economic development, and a selling tool to government in requesting funding assistance. 5

4 Synergy Management can deliver this, as it has done in other BC Regions 5 Same as above Page: 6 District of Mackenzie Economic Development Strategic Plan

• There are two major ‘economic development perspectives’ that needs to be maintained, ‘funnelling down’, and ‘baby steps’. 1. Far too often, communities are presented with a host of ideas, options and opportunities. It is critical to ‘get your arms around them’, and create a process of selecting the best payback and most realizable avenues to pursue, while putting others on the back burner. This Plan has utilized an ‘Opportunity Analysis Yardstick’ to facilitate the process in measuring opportunities, and is contained herein. 2. Progress is often made in communities several jobs or several small – medium ventures at a time. The power of ‘baby steps’ cannot be overlooked. Small business and entrepreneurship must be encouraged, and not put aside in favour of searching for mega projects. Marketing Mackenzie • Mackenzie and its EDO need to be proactive in promoting the community’s assets. Aside from promotional materials, Mayor and Council and the EDO need to be out in the global market place educating investors on Mackenzie and its opportunities. • Re-design the Mackenzie website so that it is geared towards attracting investors and companies outside the region, and presents specific opportunities for outside parties. • Engage a webmaster for three tasks; (1) establishing links for the new Mackenzie website; (2) assuring the website is prominent in all major search engines, and (3) email blasts and newsletters to databases of potential investors, related companies, and others identified as possible interested parties. • Design and generate a Mackenzie Marketing Package, that integrates the best selling features and opportunities of the area, and can be distributed by web, CD, hard copy. • Branding and message delivery is keynote. This Plan contains a number of options for consideration. Whatever taglines and messages are chosen, they should be represented in everything that emanates from Mackenzie. The brand must become the ‘mantra’. Prospecting • Identify and approach companies in BC operating within Mackenzie’s key sectors (forestry, mining, tourism, services). This can include companies within the area, but outside of Mackenzie. • The Beijing Olympics 2008 are approaching quickly. The BC Government is opening a BC Canada Pavilion in May 2008. Mackenzie should be represented there, possibly piggybacking with other area communities. Since the BC Government is offering ‘matchmaking facilitation services’, Mackenzie should specify that it wants to meet with Chinese companies and investors in the forestry, value added and mining sectors, as well as high level representatives of the PRC (Peoples Republic of China) Ministries, since many companies in China are fully or partly government owned. Funding • Apply to CISP (Community Investment Support Program www.cisp.gc.ca ) . This fund will cover 50% of most of the marketing, packaging, web development, foreign investor database creation, and marketing activities mentioned herein. 6

6 Synergy Management can generate applications and submissions for CISP Page: 7 District of Mackenzie Economic Development Strategic Plan

• Continue the excellent work the Economic Development Office is doing in identifying, and applying for any and all ecdev funding available, both federal and provincial. Funding economic development needs to be a priority. • Utilizing this Executive Summary, and highlights of this Plan, develop ‘Unsolicited Funding Proposals’ through your MP and MLA, with these respective political representatives acting as your champions. • Consider the prospect of ‘management / employee buyouts’ of resource facilities. In past instances, shutdowns have been exacerbated by national corporate decisions. However, the facility’s viability is still reasonable, and buyouts by local interests have been successful. This option should be investigated. There are major management / accounting firms that can provide the analysis expertise, and open doors to negotiate with existing owners, and government. 7 Learning from Others • This Plan contains role modeling examples, including Tumbler Ridge and Gold River. Others have faced challenges, and sought economic diversification. Some strategies have been successful. These are valuable lessons for Mackenzie. Advanced Education / Specialization • With the academic facilities and infrastructure that exist in Mackenzie, The College of New Caledonia can become a centre for specialized training in forestry, mining and tourism, including ‘winter tourism’, attracting from BC, North America – wide and abroad. Foreign students have become a huge business and economic driver, with Malaspina University College (Nanaimo) as a prime role model / example. Furthermore, entrepreneurship courses, and even a Business Incubator should be considered.

Forestry

• Make better use of wood products and secondary wood manufacturing, such as by-products of sawdust (door jams). • Evaluate potential value-added or hardwood operations and seek out potential investors.

Mining and Oil and Gas

• Become a base for mining exploration – services, machine shops, helicopters, paved runway, and an industrial land base capacity. • Attract those who work in the oil and gas sector.

Renewable Energy

• Seek opportunities in renewable energy such as wind farms and other renewable energy options.

Transportation and Infrastructure

• Build on transportation and infrastructure facilities.

7 “Employee Buyouts Create Local Control” http://www.perc.ca/PEN/1997-10/s-mills.html Further, Google ‘Employee Buyouts” to access numerous resource documents, funders and facilitators Page: 8 District of Mackenzie Economic Development Strategic Plan

• Airport has to investigate upgrading its runway lengthened. Target companies to get them in to use the airport and get direct flights to major communities. • Attract companies that can take advantage of the industry ready elements available in Mackenzie.

Advanced Education

• Grow the skills workforce by: • Supporting and challenging local training institutions such as the College of New Caledonia in accessing and re-focusing funding for delivering training programs • Supporting appropriate immigration policies • Facilitate industry buy-in • Assist and access the First Nations expanding labour pool.

Retail and Services

• Seek improvements in the local shopping, services and access to healthcare. • Local suppliers must be able to demonstrate that they are capable on an ongoing basis of providing the required goods and services in a timely manner, quantities required and desired quality at a competitive price.

ECONOMIC DEVELOPMENT OPPORTUNITIES BY SECTOR

Overview of Opportunities

Mining

Next to forestry, mining is the biggest resource opportunity available to Mackenzie.

• Commodities of interest include sand and gravel, diatomite, limestone, clay and shale, rare earth elements, volcanic material, silica, barite, dimension stone, and jade. Glaciated areas of central British Columbia make sand and gravel (aggregate), the most abundant and economically important commodity in the region. Markets for these commodities exist in northeast British Columbia and Alberta, particularly in support of the expanding oil and gas sector.8

• Coal developments are actively being pursued less than 100 km away, close to Chetwynd and Tumbler Ridge. Although Mackenzie will have to compete with those towns in servicing that industry, it is growing due to the demands on metal and minerals by China. Mackenzie has the advantage over Chetwynd and Tumbler Ridge in size (their populations are 2,633 and 2,454 respectively9). It is also closer to Prince George and its new intermodal facility (a.k.a. inland port) provides a direct link to the container port in Prince Rupert.

8 http://www.em.gov.bc.ca/DL/GSBPubs/Paper/P2004-2/P2004-2-04.pdf 9 http://www12.statcan.ca/english/census06/data/popdwell/Table.cfm?T=302&SR=1&S=1&O=A&RPP=999 9&PR=59&CMA=0 Page: 9 District of Mackenzie Economic Development Strategic Plan

• Given the recent increase in housing prices in Tumbler Ridge due to the upturn of its coal mining industry, Mackenzie has the opportunity to market its affordable housing to those working for the newly developed mines.

Renewable Energy

At the time of writing, Mackenzie Green Energy Limited Partnership (the proponent) received an environmental assessment (EA) certificate for the construction and operation of a new biomass cogeneration facility. The proponent is a partnership between Alberta-based Pristine Power Inc., Harbert Power LLC and Vancouver-based Balanced Power Inc.

Construction of the project is expected to begin by the summer / fall of 2008 and begin commercial production of electricity from renewable sources in December 2009. The project is expected to create up to 260 jobs during construction and 26 permanent positions during its operational life of 30 years. Annual property taxes to be paid to the District of Mackenzie are estimated to be about $0.5 million.

It is unknown how the downturn in mill activity related to Canfor and AbitibiBowater will affect the supply of biofuel to the project.

Transportation/Infrastructure

• Industry-ready capacity • Mining air access

Mackenzie has an appropriate power supply for industrial activity, industrial land, industrial sector experience and industrial contract services. It is also serviced by air, road, rail and water (Williston Lake). The community is supportive of industrial development and the given workforce is skilled in industrial trades.

Mackenzie needs to focus on the relationship it may have, related to opportunities that will be realized through the Prince George Intermodal Facility. The rail spur line is directly connected to that transportation. Mining, value-added forestry, and other manufacturing opportunities may have a more realizable future based on this infrastructure.

Mackenzie should approach mining companies active in the area (up through Chetwynd and Tumbler Ridge) and discuss ways in which the airport could be better utilized to service mining camps etc.

Advanced Education

• Apprenticeship Program • Community Practice and Leadership

Given the presence of the mills and the wealth of trades’ knowledge, it should be feasible to develop an apprenticeship program to provide opportunities for individuals to develop their trade skills. An opportunity, the college and mills can involve the local companies and trades people.

Retail and Services

• Chamber of Commerce Trade Fair

Page: 10 District of Mackenzie Economic Development Strategic Plan

• Marketing the Town

The Mackenzie Chamber of Commerce puts the Mackenzie Summer / fall Trade Show & Exposition on every year. Next year's show is scheduled for May 2, 3 & 4, 2008 in the Allan Sheppard Arena. This is a great opportunity to invite potential businesses to Mackenzie so that they might visit the community and also learn more about its assets. Most specifically, mining companies and mining servicing companies should be targeted, in addition to other industrial based opportunities.

Alongside this is the opportunity of marketing the town in general. Mackenzie needs to make a pointed effort to have its community amenities well known to people looking to live in the area.

Short-Term (1-3 Years) and Medium-Term Opportunities (3-5 Years)

Forestry • Forestry – maintaining existing industry. Pat Bell’s (MLA) efforts and initiatives regarding the long-term healthy economic future of Mackenzie need to be kept on the front burner and built upon, i.e. significant amount of fibre left in the area and less beetle kill impact than other hard hit communities. • Replacement opportunities – value added or similar manufacturing to replace the loss of AbitibiBowater and reductions by Canfor. • Arrange to secure, or have manufactured, lath and kiln strips from local operators in Mackenzie, at less cost than they are being purchased from Prince George. • Non-Timber Forest Products initiated with McLeod Lake Indian Band.

Mining, Oil and Gas • Servicing mining exploration - invite drillers, assay labs, warehousing to set up shop. Mine service industries typically provide road maintenance, aviation access, and catering support to mining camps. These are the same skill sets required to support resort developments, wilderness training and educational facilities, and a host of other activities that capitalize on the natural amenity base. Find out what mining companies are looking for and create it. • Servicing Oil and Gas - Oil and gas is an important part of BC’s economic base. Not unlike other resource sectors, the development of local skills, capacities, and technologies will create opportunities to stem economic leakage and such are also often readily transferable to other economic pursuits through innovation and adaptation. • Providing housing for those working in mining and oil and gas is also essential.

Renewable Energy • Mackenzie Green Energy Centre proposes to harness energy from wood waste in BC’s northern interior to produce enough green electricity for up to 50,000 homes per year, provide an economic source of steam to the Pope & Talbot mill through co-generation, eliminate up to six beehive burners and contribute to improved air quality. Mackenzie Green Energy Project just received environmental certification and is supposed to start development in the summer / fall from a construction standpoint. A challenge with this project relates to its connection with Pope and Talbot and their current state of bankruptcy.

Page: 11 District of Mackenzie Economic Development Strategic Plan

• Other spin-off opportunities that are created. • Provide portable chipper plants to supply Mackenzie Green Energy.

Transportation/Infrastructure • Seek to attract investors that can take advantage of Mackenzie’s industry-ready capacity • Air access for mining operations and use of the airport for refuelling and other needs • Opportunities as they relate to the new intermodal facility in Prince George10 - trucking, rail • Connector road to Fort St. James

Advanced Education • College of New Caledonia – Apprenticeship program, trades.

Retail and Services • Trade Fair put on by the Chamber of Commerce – pursue specific businesses and industries that are relevant to the economic diversification efforts of Mackenzie • Market the town – clean air, water, safe place, affordable housing. Work to minimize any media hype that infers Mackenzie is in decline. Investors need confidence in a community’s long-term future. • Community improvements - build on positive aspects of Mackenzie. • Promote affordable housing for people in construction and when Mount Milligan and Mackenzie Green Energy go forward. • Water – enter the best municipal water contest, investigate bottled summer / fall water opportunities for Olympics - 2010 commerce centre • Automobile dealer or service centre authorized to do a full range of warranty repairs

Long-Term (5+ Years) Opportunities

Forestry • Value-added forestry – promote intensive and alternative uses of forest resources such as hardwood products and value added wood products, unconventional sources of fibre for chips, pellet fuels, use of sawdust, door jams, log home building and furniture and spin-off education opportunities, pre-built house panels perhaps incorporating a First Nations motif • Community forest opportunities encouraged with McLeod Lake Indian Band

Mining, Oil and Gas • Mining opportunities realized after the completion of the Quest project, which is mapping mineral opportunities. There could be the potential for industrial minerals (clay - healthcare, art, industrial applications, limestone, bentonite, soap stone (Inuit co-op), marble. Additionally the area has lead and zinc. Swiss investors have been looking at the area. Go to trade shows – set up meetings.

10 http://www.bclocalnews.com/bc_north/pgfreepress/news/CN_facility_officially_open.html Page: 12 District of Mackenzie Economic Development Strategic Plan

• Continue to show mining companies that Mackenzie can be a bedroom community for their employees and a shipping point (railhead), and supply centre for their potential mines in the area.

Renewable Energy

• Greenhouse operations related to Mackenzie Green Energy project • Wind farms

Transportation/Infrastructure • Asia Pacific Market - build the trade partnership with Asia Pacific. Rural communities produce more than ¾ of all goods exported. Investments in transportation and trade links are key. Northern B.C. forest product exports to Asia are a potential source of back haul traffic to Asia. • Container port opportunities - in manufacturing, both importing and exporting. Spur rail line – look at investing in a reload facility – investors from Prince George have been investigating export capabilities • Airport improvement –– investigate upgrades to airport. An extension to the runway could attract a freight forwarder, integrator or logistics service provider and develop a major distribution centre • Expand air service • Industrial barging on Williston Lake in an environmentally sound and fish friendly way. E.g. Williston Lake icebreaking barge used by Canfor and the proposed ice breaking coal barges proposed by the Gething coal mine development company on the Peace Reach of Williston Lake near Hudson Hope.

Advanced Education

• As Mackenzie evolves, the College of New Caledonia will need to continue to explore ways in which it can provide a “north of” Prince George training identity that can pull from those towns in the North such as Chetwynd and Tumbler Ridge.

Retail and Services

• Repackaging of existing assets to create strategic opportunities to fit with a flexible and rapidly changing marketplace. • Seniors/retirement housing and services - efforts need to be made to retain seniors which will result in an expansion of the local economy and in stabilizing the community • Construction, trades and contractor businesses i.e. machine shops

Page: 13 District of Mackenzie Economic Development Strategic Plan

ACTION PLAN FOR EACH KEY SECTOR

Forestry

Opportunities that will attract value-added businesses / investors to the region and will take advantage of the Prince George Intermodal Facility will have the best realizability in the short to medium term.

• Packaging and promoting Mackenzie’s assets as they relate to forestry, value-added and the Prince George Intermodal Facility • Maximizing the benefits of Mayor Killam’s involvement in Community of Practice.

Mining, Oil and Gas

Servicing mining and the oil and gas industries is one of Mackenzie’s strongest short term opportunities. As mines in the area are approved and developed, Mackenzie can diversify and add mining to its industry cluster. From an oil and gas perspective, given the location of the fields further afar, Mackenzie will likely only be able to offer services and residences to those in the industry.

• Completing an asset inventory of Mackenzie as it relates to the needs of mining • Packaging and promoting Mackenzie’s assets as they relate to mining • Interviewing and speaking with mining companies operating in the region to find out what types of assets or services they use, are looking for, or need • Attending mining trade shows province wide with an asset package promoting Mackenzie, from both a mining standpoint and a residential standpoint • Using the information gathered from speaking with mining companies, investigate ways to attract services to Mackenzie that are needed from a mining perspective. Take advantage of the Chamber of Commerce Trade Show if possible.

Renewable Energy

Renewable energy will continue to grow as a sector due to the peak oil crisis and climate change. Initially it is likely that opportunities will tie into existing businesses.

• Supporting construction and trades as they are involved in the development of Mackenzie Green Energy by ensuring accommodation and services are available as required • Marketing Mackenzie as a place those involved in the construction of Mackenzie Green Energy may wish to relocate and stay, if they are not already from the area • Mackenzie should investigate other approaches or partnerships that would allow this project to move forward if the question of Mackenzie Green Energy going ahead due to the new owners of Pope and Talbot is questionable • Continuing with the close working relationship of the partnership behind this project and in communication with them, determine how Mackenzie can take a more proactive role in developing contingency plans in case the original agreement with Pope and Talbot falls

Page: 14 District of Mackenzie Economic Development Strategic Plan

through • Using the development of Mackenzie Green Energy to promote renewable energy spin-off opportunities i.e. greenhouse operations, excess natural gas utilization • Further investigating the state of wind farms and their potential development in the Mackenzie area

Transportation/Infrastructure

Mackenzie is already well endowed with a strong industrial infrastructure in addition to air, rail, road and water transportation. Promoting these assets is key. An action plan for transportation/infrastructure should include:

• Completing an asset inventory for Mackenzie focused on transportation and industry infrastructure • Contact the Prince George Intermodal Facility and determine how trucking and rail from Mackenzie can best take advantage of this infrastructure. Get all the specifications, costs and schedules. Package these for use in promoting Mackenzie and attracting related services • Contact Smithers and investigate their approach around the expansion of their airport. Determine transferable elements for Mackenzie. • Package Mackenzie’s possible industrial opportunities and seek a presence at the Beijing 2008 Pavilion and 2010 Olympics, if possible.

Advanced Education

With the diversification of industries occurring in Mackenzie, a diversification of skill sets will need to be made available. To-date, there has been a strong desire for an apprenticeship program which would take advantage of the existing industry and give youth an opportunity to acquire their trade by staying in Mackenzie instead of having to leave. A number of communities in northern BC have had to face this challenge and numerous solutions have been realized. An action plan for Advanced Education should include:

• The College of New Caledonia, if they have not already, contacting the Northwest Community College’s School of Exploration and Mining in Smithers http://www.nwcc.bc.ca/SEM/index.cfm and investigating the successes, challenges, transferable opportunities for Mackenzie. • Contacting and reviewing the Kitimat Valley Institute Corporation http://www.kitimatvalleyinstitute.ca/ to determine relatedness to Mackenzie situation and how their experience might be transferable. • Contacting the Ministry of Energy, Mines and Petroleum Resources to determine if funds are still available in their partnering with community colleges and mining exploration groups around B.C. to train young people and First Nations to be prospectors • Contacting Pope and Talbot, East Fraser and existing contractors in the community to investigate their degree of potential participation in an apprenticeship program • Holding an education opportunities forum in the community, inviting key stakeholders and

Page: 15 District of Mackenzie Economic Development Strategic Plan

general members of the community to determine opportunities • Working closely with the College of New Caledonia to pursue funding that may facilitate expanding unique education opportunities

Retail and Services

Mackenzie is faced with the challenge of maintaining their current retail and service level given the recent job losses. Keeping the existing situation stable is key. From a strong foundation, expansion in retail and service can be considered. An action plan for retail and services should include:

• Using available provincial government programs, seek to support the existing retail and service businesses. Demystify and simplify government requirements and criteria that will allow these businesses to access the services and ensure this information is circulated to all businesses through the Chamber of Commerce • In working with the Chamber of Commerce, determining where the best opportunities may exist • Developing a priority list of companies that should be contacted for attendance at the Trade Show • Preparing a promotional package about Mackenzie to be made available at the Trade Show. This package should focus on key opportunities in industry, businesses, retail and residential • Mackenzie should investigate tax exemptions or partnerships with outside investors as seen with Tumbler Ridge in the next section, as potential drivers behind development.

BRANDING

The value of a regional brand can be seen in several areas:

• More effective communication of opportunities within the region • More effective communication of regional benefits such as quality of life and competitiveness • Coordination of promotional efforts and messages • Ability to target global awareness of the region for purposes of tourism, investment, labour attraction and other promotions. The next several pages contain branding ideas and options. They were developed to portray a mixture of industry welcomed, natural settings / lifestyle, and unique appeal.

Page: 16 District of Mackenzie Economic Development Strategic Plan

Page: 17 District of Mackenzie Economic Development Strategic Plan

Page: 18 District of Mackenzie Economic Development Strategic Plan

Page: 19 District of Mackenzie Economic Development Strategic Plan

Representation to Government

Synergy Management Group Ltd. developed a Snapshot Model that can be used to represent a community, District or Region to government, in seeking assistance of any kind.

The model measures the flows of monies into and out of a region. The ‘net’ of the two indicates that the host is a net contributor to the government coffers, or a ‘net consumer’, requiring more funds from government than it receives from government.

What makes this model valuable for the District of Mackenzie is that :-

• The Ministry of Economic Development, and other BC Ministries, recognize this model as a key indicator as to whether a community should be considered for assistance and support. Therefore, it can be incorporated into any Briefs presented to government. • While the model is more applicable to larger regions, it can be assumed that, with a strong forestry economy, the District was probably a ‘Net Wealth Generator’ for many years, or decades. • Conversely, with the shut downs / cutbacks, it can be logically assumed that the District’s Net Wealth Balance Sheet has deteriorated dramatically, and should be considered for any government assistance that may be negotiated.

The District of Mackenzie could include reference to this well – accepted model (often referred to as The Net Wealth Balance Sheet, ‘NWBS’) in any discussions with government, and it will be instantly understood as an important reference in seeking government support.

A very brief explanation follows.

The basic principal is that funds flow:

from government directly to individuals (‘transfer payments to individuals’) and to communities or administrative agencies that provide services to the Region and to individuals from individuals back to government from corporate entities direct to government from corporate (employers) to individuals within the Region

Basically, the measurable flow of funds has four key modules.

Page: 20 District of Mackenzie Economic Development Strategic Plan

Government to Individuals Government to Individuals: Education, health care, social assistance, law and security, infrastructure, pensions, employment insurance, WCB and a host of others. These are provided either directly to individuals, or through government offices, administrative agencies, the Regional District or through the communities themselves, all through a series of numerous and often convoluted transfer payments.

Individuals to Government Individuals to Government: Personal income tax, PST, GST, Consumptive taxes (alcohol tobacco, gasoline, etc.), fees and licenses, contributions to EI and CPP, and many other tax and licensing venues.

Corporate Direct to Government Corporate Direct to Government: Corporate taxes, GST and PST on revenues generated, WCB, employer contributions of EI and CPP, forestry stumpage fees, mining and logging licenses, royalties and capital taxes, amongst others.

Corporate Direct to Individuals Within the Region

Corporate Direct to Individuals Within the Region: Employment (salaries), benefits, corporate pensions, dividends on investments, etc., including funds and benefits from companies located within, and outside the Region.

Page: 21 District of Mackenzie Economic Development Strategic Plan

Strategic Planning Methodology : An Economic Development Tool

Synergy Management Group Ltd. has developed a model for the creation of workable Strategic Plans for communities. This involves a ‘process’ at arriving at realizable strategies and specific sector opportunities. It has been adopted by a number of BC Ministries. For the most part, the process employed for the District of Mackenzie followed this process.

Page: 22 District of Mackenzie Economic Development Strategic Plan

The value of this process chart is that it provides Economic Development Planners with a valuable tool for the implementation of strategies and opportunities, and a framework for future updates of existing Economic Development Plans.

Page: 23 District of Mackenzie Economic Development Strategic Plan

Previous Mackenzie Reports : Review Summary

Review of past efforts in economic development is an important step in developing an economic development strategy. This helps determine what has been tried or suggested before and what worked and/or did not work. Just reviewing economic development strategies however would be short-sighted as many reports include economic development opportunities without being strategies as such. For this reason it is important to extend a literature review somewhat wider than just economic development, stopping at reports that can only insight economic development opportunities through extrapolation.

Mackenzie is fairly new to economic development having been comfortably supported by its forestry manufacturing industry up until the late 1990s and early 2000s. As such very few specific economic development reports exist specific to Mackenzie. Additionally, reports that are more than 5 or 6 years old become irrelevant given the dynamic nature of global economics.

As the growth of the seniors’ population base has grown in Mackenzie, this has become a focus point for much study, including those economic development elements that would encourage seniors to stay.

Six reports were provided by the District of Mackenzie, including tourism strategies. Additional research was undertaken to review other reports that included the Mackenzie area but covered a larger region. A number of reports and forums have been carried out for the north as a whole. In general, only those elements relevant to Mackenzie were detailed. Another additional eleven reports were reviewed.

In reviewing the reports, the following details were extracted where they existed:

• Cluster or industry specific • Strengths identified • Resources (physical, human) identified • Strategies Recommended • Specific opportunities cited • Implementation suggestions offered • Funding and partnerships identified • Community or regional project champions identified • Roadblocks identified and mitigating strategies offered

A number of northern groups have come into play over the last five years, focussing their efforts on realizing effective economic development and trying to understand why diversification continues to be a challenge for small resource towns in northern BC. The Northwest Economic Development Alliance and 16-97 Economic Alliance are two such groups that include the Mackenzie area. Mackenzie already involves itself in the activities of these groups through sitting as a member. In some cases these groups can be a source of funding but more often than not, they are effective partnerships that help focus efforts so that overlap of resources is kept to a minimum. 16-97 Economic Alliance in particular has produced a number of reports focussing on the challenges of economic development for its partner communities.

Unfortunately, in those reports where Mackenzie is not the focus, it is often lost in the shuffle of information and specific strategies or opportunities are not targeted enough to be of use. Ultimately and not surprisingly, it is those reports that are Mackenzie focused that provide the most solid suggestions. Page: 24 District of Mackenzie Economic Development Strategic Plan

A number of points were raised frequently, which provide the best summary for what was reviewed:

• Mackenzie struggles with the issue of consumer leakage to Prince George. The road to Prince George is well maintained and the trip takes approximately 2 hours. With the range of choice and prices available, it is difficult for retail and services to compete in Mackenzie. • Mackenzie has typically been a community providing employment in the high paying forestry manufacturing sector. Individuals want and expect such well-paying jobs under a union setting. Few jobs are available for youth and spouses. This creates a heavy reliance on employment in one sector and the quick migration out of families if jobs are lost or spouses become frustrated with lack of opportunity for themselves and youth. • High paying relatively stable jobs have created a certain degree of ambivalence towards effecting change. • Mackenzie is 30 km off of the main highway 97. It does not have a through road. As a result, it struggles with isolation and lack of traffic which impede growth and diversification. • Mackenzie is centred in the largest TSA in BC. It is surrounded by a relatively healthy forest stock with marginal impact from the pine beetle. The forest industry will likely always play a part in Mackenzie. • Created as an instant town in 1966, Mackenzie is young and has still yet to tap its tourism potential. It is well situated for all season tourism. • With the growth of its seniors’ population, Mackenzie needs to expand its amenities to service the needs of seniors with a stable and solid healthcare base, seniors housing and long term care.

Page: 25 District of Mackenzie Economic Development Strategic Plan

Community Overview

The District of Mackenzie (herein referred to as Mackenzie) is situated within the Regional District of Fraser-Fort George. It is located at the southern end of Williston Lake, the largest man-made reservoir in North America, and lies within the Rocky Mountain Trench with the Omineca Mountains to the west, and the Rocky Mountains in the east.

Mackenzie was created in 1966 under the Instant Towns Act. It is 190 km north of Prince George, off Highway 97.

Unique Characteristics

Historical Data on Population

YEAR POPULATION PERCENT CHANGE

1981 5890 - 1986 5542 -5.9% 1991 5796 4.6% 1996 5997 3.5% 2001 5206 -13.2% 2006 4539 -12.8% SOURCES: Statistics Canada-1981, 1986, 1991, 1996, 2001 and 2006 Census

• Mackenzie’s population rose continuously between 1986 and 1996. However over the last ten years, the population has experienced significant decline (from 5,997 – 4,539) due to volatility in the manufacturing industry. • While Mackenzie is still regarded as a ‘young’ town, in both historical and demographic terms, its population is aging rapidly as a result of increased out-migration of younger residents. • Mackenzie has the least amount of its population in the seniors group in all of B.C., with less than 3%. However, since 1996 those aged 65 and older increased more than 90% in Mackenzie compared to just under 4% growth provincially from 1996 to 2001. • Mackenzie’s economy is entirely dependent on the global forest industry. Over half of Mackenzie’s workforce is employed in manufacturing forest products (e.g., pulp and paper, sawmill, newsprint), identifying the heavy dependence on the surrounding forest resources for its economic health and well-being. • A distinctly gendered division of labour characterizes the workforce in Mackenzie. Men historically have high wage, union organized and labour intensive mill jobs in the basic sector, while women participate less, tend to have lower wage, non-unionized service sector jobs in the non-basic sector. Mackenzie’s basic industry remains male dominated. • Mackenzie’s income is heavily weighted to males with a median total income provincial index of 1.88 for the males to 1.01 for the females. The index is expressed as the

Page: 26 District of Mackenzie Economic Development Strategic Plan

percentage of the median income for the province. The average median income for men is $61,093 compared to only $20,059 for women compared to the provincial median of $32,041 for men and $19,680 for women. • Mackenzie is located in an area replete with natural assets, which from a tourism perspective, have been largely undeveloped. • Mackenzie’s Mayor and Council are a new, positive and proactive influence, working diligently to bring economic development into the community. • The community is served by an Economic Development Officer and a Tourism Marketing Coordinator. • Currently there are two large sawmill complexes (AbitibiBowater and Canfor), a pulp mill (Pope and Talbot), and a pulp and paper plant (AbitibiBowater). • Canfor just announced that it would be reducing its production from two shifts down to three, resulting in some job loss. • AbitibiBowater just announced that it was closing its pulp and paper mill and associated sawmills indefinitely by January 2008. • Pope and Talbot recently filed for bankruptcy in Canada and the United States. They are negotiating the sale of their assets. • Mackenzie experiences significant consumer leakage to Prince George, however McLeod Lake does depend on Mackenzie for its amenities and perhaps this link needs to be better explored. • Mackenzie has exceptional recreational facilities that need to be expanded upon.

Opportunities

Top sector opportunities:

• Forestry • Mining and mining services • Renewable Energy • Transportation/Infrastructure • Tourism

• Mackenzie has an excellent strategic location to service mine developments when they begin production. The road structures, ferry and road service are all capable of providing access to the mineral wealth in the area. • Mackenzie and the surrounding region are rich in natural, cultural and historic assets that have the potential to be used for tourism development. Mackenzie has a four season environment and is in a good position to support winter team sports. • Terrane Metals will be submitting their environmental assessment application for Mount Milligan mining project in the next quarter. • Mackenzie Green Energy Project has received its environmental certificate and is set to break ground summer / fall 2008. This will create opportunities from a construction services standpoint – trades, accommodation, retail. • The town in general should be marketed for its assets to attract residents who otherwise

Page: 27 District of Mackenzie Economic Development Strategic Plan

move to neighbouring towns. It is an affordable bedroom community for Prince George. • There may be opportunities to expand value-added due to the container traffic that will now be travelling to Prince Rupert • Beautification and updating of the town is necessary • Activities and job opportunities for youth and young adults are necessary • Attract sports teams for training for the 2010 Olympics • Mackenzie will be hosting the 2009 BC Northern Winter Games and needs to capitalize on that opportunity.

Page: 28 District of Mackenzie Economic Development Strategic Plan

Community Profile11

Mackenzie has recently completed a detailed and concise Community Profile that can be found at the following website: http://www.district.mackenzie.bc.ca/pdf/MackenzieProfile.pdf.

In efforts not to repeat the same document in this report, elements of that profile have been extracted to provide a snapshot of the community from an economic perspective. Other statistics, where available have been updated to the most recent available data.

District Snapshot

In 1793, Alexander Mackenzie camped near a town site, which would later be named after him. The town started out as a realm for prospectors, miners, trappers, and surveyors. Later, the town was developed as a processing centre for the forest industry.

Resource development has led to the establishment of many single industry towns in British Columbia of which Mackenzie is one.

Mackenzie lies within the Regional District of Fraser-Fort George. It is located at the southern end of Williston Lake, the largest man-made reservoir in North America, formed by the W.A.C. Bennett Dam on the Peace River, at latitude 55.2’N and longitude 123.7’W (see details below).

The Rocky Mountain Trench cradles Mackenzie with the Omineca Mountains to the west and the Rocky Mountains in the east. It is approximately 700 m above sea level.

In 1966, Mackenzie was formally incorporated as a municipality and is known as an “instant

11 Sourced from Mackenzie, BC, See it from our Point of View…Community Profile, February 2007, District of Mackenzie Page: 29 District of Mackenzie Economic Development Strategic Plan town” created under the Instant Town Act.12

Other instant towns created under the Instant Town Act include:

British Columbia Instant Towns

Town Year Established Industry Gold River 1965 Pulp Port Alice 1965 Pulp and paper Fraser Lake 1965 Molybdenum Mackenzie 1966 Pulp and paper Sparwood 1966 Coal Port Hardy 1966 Copper Elkford 1968 Coal Granisle 1971 Copper Logan Lake 1970 Copper and Molybdenum Tumbler Ridge 1981 Coal Source: Networks and Partnerships in a Resource Town: A Case Study of Adapting to an Aging Population in Mackenzie, BC, 2003, Rachael Casby

An instant town is in contrast to a company town, where resource towns were not planned, but constructed to accommodate a temporary workforce and the town in turn, grew up around the various stages of industrial development. The difference between the instant town and a company town is that the provincial government was not responsible for providing any service support to a company town whereas, the provincial government was responsible for providing a level of services in an instant town. The local government in Mackenzie provides basic essential services and recreational services.13

Climate

Mackenzie experiences all four seasons in earnest. Their snow availability is reliable, making winter recreation sports in the area a great opportunity. Winds are generally from the northwest or southeast, following the Rocky Mountain Trench at average speeds of 13 km per hour.

JANUARY JULY Mean daily maximum temp. - 7.3 C 21.9 C Mean daily minimum temp. - 15.5 C 7.9 C Hours of sunshine annually 1,412 hours Frost free period 75 days Average growing season June 1 - Aug 31 Average annual rainfall 35.8 cm (14.1 inches) Average annual snowfall 325.5 cm (128.1 inches)

Location and Transportation

Mackenzie is located on Highway 39, 29 km (18 miles) from the junction with the John Hart Highway (Highway 97 North/South). Both highways are 2-lane with a third lane on Highway 97

12 http://www.mackenziechamber.bc.ca/history/ 13 Networks and Partnerships in a Resource Town: A Case Study of Adapting to an Aging Population in Mackenzie, BC, 2007, Rachael Casby Page: 30 District of Mackenzie Economic Development Strategic Plan for passing on hills. Legal load limits do apply.

Williston Lake was created in 1968 and, at the time, was the largest artificial reservoir in the world. The dam provided a source of cheap energy to encourage industrial settlement in the north. The lake includes three reaches, Peace Reach, Parsnip Reach, and Finlay Reach. It is at an elevation of 671 m above sea level and an area 1,761 square km.14

Williston Reservoir begins to freeze over during November and continues until mid-January when total freeze-up usually occurs. Snowmobiling and other winter activities are common on Williston Lake. Some locations on the reservoir provide excellent angling for bull trout, rainbow trout, rocky mountain whitefish and lake whitefish.15

Williston Lake was named for Ray Williston, BC minister of lands and forests from 1956-72, who encouraged the development of a pulp economy from the unused forest resource in interior BC, coincident with government hydroelectric energy projects. Spruce forests around the lake supply pulp mills and sawmills at Mackenzie. The lake is also used to transport timber to the mills.16

Air, ground, rail, and marine transportation links are all available as the methods of access to mining potential, forestry operations, and adventure tourism opportunities.

Distances from Mackenzie, British Columbia

Place Km's Miles Prince George, British Columbia 185 115 Chetwynd, British Columbia 178 111 Tumbler Ridge, British Columbia 275 171 Dawson Creek, British Columbia 250 155 Prince Rupert, British Columbia 918 574 Vancouver, British Columbia 985 616 Victoria, British Columbia 1023 635 Edmonton, Alberta 803 502 Calgary, Alberta 970 602 Seattle, Washington 1086 675 Spokane, Washington 1250 777 Portland, Oregon 1680 1044 Los Angeles, California 3229 2007

Airport

Mackenzie operates a class "C" airport located 5.6 km (3.47 miles) west of the community centre.

14 http://en.wikipedia.org/wiki/Williston_Lake 15 http://www.bchydro.com/recreation/northern/northern1199.html 16 http://www.thecanadianencyclopedia.com/index.cfm?PgNm=TCE&Params=A1ARTA0008610 Page: 31 District of Mackenzie Economic Development Strategic Plan

ALTITUDE 679 metres (2,264 ft) NUMBER OF RUNWAYS: 1 LENGTH: 1,585 metres (5,283 ft) SURFACE: Asphalt (5,000 ft) Sand Overrun (2,000 ft) LARGEST AIRCRAFT: Hercules Cargo Aircraft TYPE OF NAVIGATIONAL N.D.B., D.M.E. EQUIPMENT: (Open 24 hours) located in Prince George 1-800-540- WEATHER STATION HOURS: 7353 TYPE OF FUEL AVAILABLE: 100 Low Led, Jet Fuel PRIVATE AIRCRAFT STORAGE Tie downs and landings are available free FACILITIES: AIR FREIGHT: Prince George (193 km - 120 miles) NEAREST COMMERCIAL AIRPORT: Prince George CHARTER AIR PASSENGER Northern Thunderbird Air COMPANIES: Pacific Western Helicopters Yellowhead Helicopters Williston Lake Air Services OTHER AIRPORT FACILITIES Parking Lot - Parking is available free of charge Customs Served by Canada Customs in Prince George: Canada Customs #1 - 280 Victoria Street Prince George, BC V2L 3L6 (250) 561 – 5282

The airport is underused and could have the capability of servicing mining operations in the area if companies involved were more aggressively pursued.

Rail Facilities

CN Rail travels to Mackenzie and provides the following services: • Switching Services (6 days per week) • Piggy back • Team track • Carload is available with delivery being serviced through local cartage companies • Less-than-carload is available between Prince George and Vancouver, with goods being transferred to truck in Prince George for delivery to Mackenzie

CN Rail travels directly to Prince Rupert where a new container facility offers a myriad of shipping opportunities to Asia.

An intermodal facility has just opened in Prince George, which may help realize a number of opportunities in Mackenzie from a value-added perspective. The terminal is designed to support customers shipping to and from Asia. Shipping advantages include:

Page: 32 District of Mackenzie Economic Development Strategic Plan

• Direct, daily rail service from the Prince George Intermodal Terminal to the Port of Prince Rupert o Cuts up to 58 hours off the sailing time to Asia o 500 miles from the Port of Prince Rupert • High-capacity double stack line • Adjacent to CN's Prince George Distribution Centre • Source-load containers directly at the mill, for local customers • Two 2,400-foot pad tracks • Two reach stackers, shunters • Trucking and truck pick-up capabilities • Truck gates: 2 lanes – 1 in, 1 out – with Automated Gate System (AGS) • Located on 20 acres

Operated by CN WorldWide North America Access is via highways 16 and 97. Hours of operation: Live lift is 07:00 to 17:00 Gate 24 hours a day, 7 days a week 17

Truck Transportation Services

Mackenzie has several truck transport companies serving the community. A list may be obtained from the District of Mackenzie Office 997-3221, or by consulting the Mackenzie Business Directory (PGRDC/MAEDC - 1-800-661-6643).

Passenger Bus Service

Greyhound Lines of Canada operates a depot at the Town Centre Mall offering passenger service to Prince George. Passenger service to Chetwynd and Dawson Creek may be boarded at the Mackenzie junction on Highway 97. Other destinations may be reached via connection services in Dawson Creek or Prince George, where passenger services are scheduled daily. Greyhound Bus Lines also provides package and express delivery.

Community Amenities

Mackenzie is described as having single-family dwellings on large lots developed around a main strip mall shopping centre. The southern urban-based design was an attempt to create a family- oriented setting to reduce high labour turnover. The town’s design has proven to be successful with the presence of a stable, permanent workforce and families.18

Services are available to support the residents of Mackenzie. These include: grocery stores, two strip style shopping malls, restaurants, childcare centres, health unit, fire department, RCMP offices, and an active municipal government.

17 http://www.cn.ca/productsservices/intermodal/north_america/na_terminals/prince_george/en_prince_geor ge.shtml 18 Networks and Partnerships in a Resource Town: A Case Study of Adapting to an Aging Population in Mackenzie, BC, 2007, Rachael Casby Page: 33 District of Mackenzie Economic Development Strategic Plan

Although there are many services available in Mackenzie to accommodate the everyday needs of residents, more specialized services, often health related, are not available to residents, especially seniors, and they are increasingly required to travel to Prince George. Mackenzie does not have any assisted living units.

Education

Mackenzie has two elementary schools, which had 288 and 349 pupils respectively in 2006. There is one secondary school which has a student base of 396 and offers a specialized program in the field of logging at three different levels, (Grades 10, 11, & 12), where students learn the techniques of harvesting, falling, and bucking timber.

For more information on education, contact: School District #57 (Prince George) 1894 - 9th Avenue (250) 561 – 6800

Post-Secondary Education

Mackenzie has a regional campus of the College of New Caledonia. Programs offered include University Transfer, College and Career Preparation, Office Administration, Business Management, as well as a variety of vocational courses. The college provides support services to individuals furthering their education by accessing Distance Learning through other post- secondary institutions.

Healthcare

The Mackenzie District Hospital and Health Centre is a five-bed hospital with 4 doctors residing in the community. Hospital services include: - Inpatient care - Laboratory services - Outpatient/Emergency care - Radiology services - Dietary services - Emergency room

The Mackenzie Health Centre has a staff of 1 clerk, and 1.5 nurses. The Health Centre is located in the hospital at 45 Centennial Drive. Services include:

- Maternal & Child Care School Health Resource - Communicable Disease Control - Adult Travel Clinics - Pre-natal Counselling - Environmental Health Services - Speech Therapy

Recreation

Mackenzie is an active community offering a wide range of activities and events for all ages. - 25-metre pool, whirlpool, teach pool, sauna - 9-Hole golf course

Page: 34 District of Mackenzie Economic Development Strategic Plan

- 14 Ball diamonds - 2 Raquetball/handball courts - Hockey arena (seats 700) - Multi-purpose Room - 5 Tennis courts - 2 Beaches (sand/grass, fire pits, picnic area, washrooms, beach volleyball) - 2 Boat Launches (Morfee/Williston Lakes) - 19 Parks (John Dahl Park trail system) - 5 Playgrounds - 4-sheet curling rink - Bowling alley - 3 Soccer pitches - Exercise/Weight Room - Outdoor Rink - Beginners Ski hill with platter tow - Outdoor Seasonal Skateboard Park - 32 km Cross Country Ski Trails - 40 km groomed Snowmobile Trails

Down-Hill Skiing

Little Mac located within walking distance of residential areas – this beginners' hill has a 46 metre vertical, the longest run is 357 metres, a platter tow, and a chalet.

Powder King Ski Village - Located 42 km from Mackenzie offering excellent powder skiing for all levels of skiers. Powder King is located in the centre of the Pine Pass and average snowfall is approximately 1252cm (41ft) per year. Powder King was voted Best Powder in Canada in the Fall of 2000, by SKI Canada Magazine.

Cross-Country Skiing

Thirty-two kilometres of groomed trails provide cross-country ski experiences for beginners to advanced skiers. There are three strategically spaced cabins throughout the system.

Snowmobiling

Mackenzie enjoys high annual snowfalls, making the community a prime destination for snowmobile enthusiasts. Local trails and mountains provide an excellent selection of riding areas for snowmobilers of all skill levels. The Rocky Mountain Riders Snowmobile Club works to provide groomed trails right from town and up Mount Morfee and out to Mackenzie Junction (approximately 50 kilometres of trail). The club also maintains warming cabins on Mount Morfee and near Powder King Mountain resort.

Page: 35 District of Mackenzie Economic Development Strategic Plan

Population Demographics

Historical Data on Population

YEAR POPULATION PERCENT CHANGE

1981 5890 - 1986 5542 -5.9% 1991 5796 4.6% 1996 5997 3.5% 2001 5206 -13.2% 2006 4539 -12.8% SOURCES: Statistics Canada-1981, 1986, 1991, 1996, 2001 and 2006 Census

Mackenzie’s population rose continuously between 1986 and 1996. However over the last ten years, the population has experienced significant decline (from 5,997 – 4,539) due to mill shift reductions and volatility in the manufacturing industry. Having been a one-industry town, Mackenzie is now focusing its efforts on what has to be done to diversify and grow to keep its existing population and to attract new families and individuals.

Population Statistics

AGE MALES % FEMALES %

0- 4 140 3.08 130 2.87

5 - 9 165 3.64 145 3.2

10 - 14 220 4.85 185 4.08

15 - 19 185 4.08 180 3.97

20 - 24 140 3.08 125 2.76

25 - 29 125 2.76 125 2.76

30 - 34 145 3.2 170 3.75

35 - 39 185 4.08 175 3.86

40 - 44 245 5.4 190 4.19

45 - 54 515 11.36 410 9.04

55 - 59 170 3.75 140 3.08

60 - 64 115 2.53 75 1.65

65 - 74 70 1.54 55 1.21

75 + 15 0.33 15 0.33

TOTALS 2430 53.68 2110 46.75

SOURCE: Statistics Canada-2006 Census (some rounding of percentages)

Page: 36 District of Mackenzie Economic Development Strategic Plan

Mackenzie has been experiencing rapid demographic change. While Mackenzie is still regarded as a ‘young’ town, in both historical and demographic terms, its population mix is aging rapidly as a result of increased out-migration of younger residents. Currently, Mackenzie provides a community and service setting that focuses primarily on young families. Over the next decade a large proportion of its population will be reaching retirement age.19

Mackenzie’s median age is 36.3 compared to the provincial median of 40.8. The median age for women is 34.9 and for men 37.3.20 The ratio of males to females is greater in Mackenzie than it is in the province as a whole with 54% of the population being male (compared to 49% for BC).

Mackenzie has the least amount of its population in the seniors group in all of BC with less than 3%. However, since 1996 the seniors’ picture in Mackenzie is in stark contrast to what is occurring on the provincial level. Those aged 65 and older increased more than 90% in Mackenzie compared to just under 4% growth provincially from 1996 to 2001. While Mackenzie’s demographic profile remains considerably younger than that of the province as a whole, the gap between the two is rapidly decreasing. The majority of its workers are now over the age of 44.

http://www.bcstats.gov.bc.ca/pubs/mig/mig022fa.pdf

19 Networks and Partnerships in a Resource Town: A Case Study of Adapting to an Aging Population in Mackenzie, BC, 2007, Rachael Casby, http://www.aginghealthresearch.ca/documents/BCNARGradStudentposterNorthern.pdf

20 http://www.bcstats.gov.bc.ca/data/cen06/profiles/detailed/59053033.pdf Page: 37 District of Mackenzie Economic Development Strategic Plan

Mackenzie BC Population 65+ 5-Year Change Population 65+ 5-Year Change 1981 0.7 10.9 1986 0.8 14.3% 12.1 11.0% 1991 0.9 12.5% 12.9 6.6% 1996 1.2 33.3% 13.1 1.6% 2001 2.3 91.7% 13.6 3.8% Source: Statistics Canada

Selected Household Characteristics

Mackenzie BC Total private households 1760 1643150 Households containing a couple (married or common- law) with children 650 (37%) 432420 (26%) Households containing a couple (married or common- law) without children 520 (30%) 486040 (30%) One-person households 370 (21%) 460580 (28%) Other household types 215 (12%) 264105 (16%) Average household size 2.6 2.5 Source: Statistics Canada, 2006 Community Profile

Thirty-seven percent of Mackenzie’s households include children, compared to 26% for the province as a whole. However this number has dropped from the 2001 statistics where 44% of Mackenzie’s households included children. This is likely directly related to the drop in population and also indicates that the emigration of individuals and families has been most impacted by this type of family/household – i.e. young families moving away as job opportunities have been lost or in jeopardy.

Mackenzie also has fewer one-person households than the provincial average however this number has increased since 2001’s statistic of 18% versus 2006’s 21%. Other household types have remained the same.

Page: 38 District of Mackenzie Economic Development Strategic Plan

Income Profile

Personal Taxation Statistics

Total Income of Taxable Returns YEAR TAXABLE RETURNS (#) AVERAGE INCOME ($) % CHANGE AVG. INCOME 1996 3,100 44,292 2.5 1997 2,950 44,586 .7 1998 2,790 44,432 -0.3 1999 2,820 46,563 4.8 2000 2,670 49,210 5.7 2001 2,710 47,652 -3.2 2002 2,670 49,137 3.1 2003 2,620 51,358 4.3 2004 2,600 53,694 4.4 2005 2,660 54,758 1.9

Source of Total Income 2005 $ THOUSANDS % OF TOTAL BC % OF TOTAL Employment 136,584 90.1 65.9 Pension 4,999 3.3 12.5 Investment 1,895 1.3 8.6 Self-Employed 1,635 1.1 6.0 Other 4,849 3.2 5.0 Tax Exempt 1,632 1.1 2.0 Total 151,594 100% 100% SOURCE: BC Stats, 2005

Mackenzie’s income is heavily weighted to males with a median total income provincial index of 1.88 for the males to 1.01 for the females. The index is expressed as the percentage of the median income for the province. The average median income for men is $61,093 compared to only $20,059 for women (BC Stats 2005 – http://www.bcstats.gov.bc.ca/data/dd/nid05/nidlocdata2005.pdf) compared to the provincial median of $32,041 for men and $19,680 for women.

A distinctly gendered division of labour characterizes the workforce in Mackenzie. Men historically have high wage, union organized and labour intensive mill jobs in the basic sector, while women participate less, tend to have lower wage, non-unionized service sector jobs in the non-basic sector. Mackenzie’s basic industry remains male dominated.

Labour Force Statistics

The majority of Mackenzie's labour force is employed in the forest industry (including manufacturing of forest products and logging/forestry).

Page: 39 District of Mackenzie Economic Development Strategic Plan

LABOUR FORCE IN MACKENZIE

DATA MALES FEMALES

Total in Labour Force 1,785 1235

Unemployment Rate 5.6 10.8

Participation Rate 83.5% 70.0% SOURCE: Statistics Canada-2001 Census

Labour Force by Industry

Industry Number of individuals Agricultural, Forestry, Fishing and Hunting 300 Mining and oil and gas extraction 0 Utilities 10 Construction 75 Manufacturing 1,385 Wholesale trade 20 Retail trade 215 Transportation & warehousing 70 Information and cultural industries 25 Finance and insurance 40 Real estate and rental/leasing 20 Professional, scientific & technical services 65 Management of companies/enterprises 0 Administration & support, waste management 50 Educational services 155 Health care and social assistance 185 Arts, entertainment and recreation 20 Accommodation and food services 155 Other services (excl Pub. Admin) 95 Public Administration 125 Total Labour Force 3,010 Agriculture, Food and Beverage 15 Fishing and Fish Processing 0 Logging and Forest Products 1,650 Mining and Mineral Products 10 Source: BC Stats, 2001 http://www.bcstats.gov.bc.ca/data/dd/facsheet/cf161.pdf

NB: At the time of writing, significant job loss has been experienced since 2001. More current labour force numbers were not available at the time of writing. However, just from events that occurred the week of November 26th, 2007, and an earlier layoff by Canfor in April, 2007, approximately 750 manufacturing jobs could be considered gone from the statistics above.

Although traditionally not a town that has seen a lot of entrepreneurial activity, incorporations have risen in the last 5 years.

Page: 40 District of Mackenzie Economic Development Strategic Plan

Development

Development activity in the community has slowed in recent years. Residential building activity has declined significantly with activity being concentrated on renovations rather than on the construction of new dwelling units. Any construction that has occurred in the residential area has been only in single dwelling units.

Building Permit Value /($1,000) 1999 2000 2001 2002 2003 2004 2005 2006 Total 1,979 7,116 1,266 1,916 699 1,361 1,364 2,089 Commercial 825 370 1 55 25 319 672 Residential 460 442 1,176 665 430 638 465 500 Industrial 2,712 90 1,250 310 390 Institutional & Gov’t 694 3,592 214 698 270 527 Source: BC Stats, “ BC Building Permits by Type 1999 – 2006”

Developable Land

There are a variety of land parcels available for residential, hobby farming, commercial, industrial, recreational and institutional purposes.

Housing

One of Mackenzie’s many redeeming characteristics is that it is one of the few places that still offers affordable housing.

Housing Rentals

Type Average Rent Apartments 1 bedroom $685.00 Apartments 2 bedroom $697.00 Apartments 3 Bedroom Not available Rowhouses 2 Bedroom $607.00 (2002) Rowhouses 3 Bedroom $617.00 (2002) Source: Canada Mortgage and Housing Corporation - 2006

Housing Prices

Detached Home - Price = $87,500 - $242,900 Average: $110,000

Page: 41 District of Mackenzie Economic Development Strategic Plan

Average home sold has 1.75 bathrooms (1-4 piece bath; plus 1-2 piece bath), a single attached carport, and a full to partially finished basement. Average house is 1080 square feet.

Economy21

Mackenzie’s economy is entirely dependent on the global forest industry, however, local companies have also benefited from servicing the mining exploration and development sector. The local forest industry continues to invest in its manufacturing facilities as is evident from the increased production capacity of Mackenzie mills. Value-added wood facilities also play an important role in job creation. With a large timber supply, Mackenzie is in a good position to grow its value-added sector.22

The Council works with the local Economic Development Officer to search for ways to diversify and strengthen the economy. Recent efforts have included partnering with the McLeod Lake Indian Band in applying for a community forest license, and promoting mining exploration in the area.

Unfortunately technological upgrades in the mills, curtailed production, and forecast temporary closures have reduced the size of the labour force as forest product manufacturing becomes more automated. Another challenge for the town is being located two hours north of Prince George, which creates considerable retail leakage and threatens the ability of local retailers to stay open. As well since some of the mills offer 4 days on, 4 days off shift rotations, this results in some people moving their families to Prince George, and then staying in an apartment in Mackenzie while they work, denying Mackenzie of the family economy. Finally, Mackenzie is situated 30 km off the main transportation route in the region, leaving little opportunity to take advantage of tourist and commercial traffic.

In terns of physical assets, there are two large sawmill complexes (AbitibiBowater and Canfor), a pulp mill (Pope and Talbot), and a pulp and paper plant (AbitibiBowater). Over half of Mackenzie’s workforce is employed in manufacturing forest products (e.g., pulp and paper, sawmill, newsprint), identifying the heavy dependence on the surrounding forest resources for its economic health and well-being.

Forestry (Manufacturing)

The Mackenzie TSA (Timber Supply Area) is approximately 6,130,604 hectares of Crown Land, of which 18% is classified as operable forested land. This provides the bulk of the timber for the mills.

In many areas of the province, forestry is still the major economic driver of the economy. On average, forestry accounts for about 18% of community economic activity, and is second only to the public sector as a generator of income. However, unlike the public sector, forestry is much more polarized within the province.23

More value-added wood processing should be considered.

21 Much of this section is sourced from Mackenzie, BC, See it from our Point of View…Community Profile, February 2007, District of Mackenzie 22 http://www.district.mackenzie.bc.ca/economic_dev.php 23 http://www.bcstats.gov.bc.ca/pubs/bcbi/bcbi0401.PDF Page: 42 District of Mackenzie Economic Development Strategic Plan

The main employers in Mackenzie include:

• AbitibiBowater - Mackenzie Region - the largest employer in Mackenzie and operates a state-of-the art paper mill with pulp furnished by its own thermo- mechanical plant, a woodlands office and two dimension sawmills. The company employs approximately 740 persons through their own operations and approximately an additional 280 through contractors. At the time of writing AbitibiBowater announced the indefinite shutdown of all of its Mackenzie operations. • Canfor Forest Products Ltd. – Mackenzie Operations - Canfor’s wholly-owned Mackenzie operation employs approximately 320 people (130 were recently let go) in two sawmills, a planer complex, and a woodlands office. Operating 250 days per year, the mills process standard spruce, pine, and fir, producing over 480 million board feet of lumber annually. Primary markets are in Canada, the US, and Japan, shipping dimension lumber for home construction. At the time of writing, Canfor had just announced the reduction to only two shifts per day and the expectation of more layoffs. • Pope and Talbot Ltd. - Pope and Talbot Limited purchased their Mackenzie Pulp Operations from Norske Skog Limited in June 2001. The Mackenzie mill produces northern bleached softwood kraft (NBSK). In late 1996, the mill saw a second pulping line for sawdust added, permitting utilization of both prime chips as well as sawdust from Mackenzie and as far afield as Bear Lake and Chetwynd. The mill employs 260 people. The mill operates 344 days annually and produces approximately 230,000 tonnes of product per year. • East Fraser Fiber - East Fraser Fiber operates a re-manufacturing plant producing finger-jointed studs. Approximately 45 people work in East Fraser's production facility, which also provides chips to local pulp mills. • Ospika Lath & Pre-Cut Ltd. - This value-added outfit produces a number of products from low-grade lumber including kiln strips, lathe material, pallet materials, and various joinery materials. Fibre supply for the operation is assured through a Small Business program.

Mining, Oil and Gas

Geologists have discovered deposits of lead, zinc, silver, and gold on the west and north sides of Williston Lake that are considered high potential sites for mine development. There are several known metallic ore deposits in the Mackenzie area and prospecting for new finds continues. Coal development is occurring quite vigorously in the Tumbler Ridge/Chetwynd area and quite close to Mackenzie.

The Peace River Coalfield extends for 400 kilometres through the northeast part of the province. There are two formations. In the north is the Gething Formation and the south has the Gates Formation. The rank of coal in the Gething Formation is variable although the coal generally washes easily to a low clean ash content. Coal in the Gates Formation is generally medium-volatile bituminous, though some of the deposits in the south contain high-volatile bituminous coal. Coal from both formations is low in sulphur and phosphorus.24

24 http://www.em.gov.bc.ca/mining/Geolsurv/coal/coalinbc/coal_bc.htm#Peace%20River Page: 43 District of Mackenzie Economic Development Strategic Plan

The bulk of the coal in the northeast is coking coal and PCI coal. Junior companies raise the bulk of exploration capital and investment for development comes from foreign/international coal &/or steel companies25

Companies that are active include:

Majors Companies: • Elk Valley Coal Corporation • Kennecott Canada Exploration Inc. (Rio Tinto) • Canadian Dehua International

Juniors Companies: • Western Canadian Coal Corporation • Hillsborough Resources Limited • NEMI Northern Energy & Mining Inc. • Pine Valley Mining Corporation • Cline Mining Corporation • First Coal Corporation

25 http://www.mineralsnorth.ca/pdf/mackenzie06/ryan.pdf Page: 44 District of Mackenzie Economic Development Strategic Plan

Other mining projects outside of coal in the Mackenzie area include:

• Cirque (Teck Corp./Cominco Ltd./Samsung/Korea Zinc) - lead/zinc/silver deposit - received Mine Development Certificates from the provincial government. • Mt. Milligan (Terrane Metals) - gold/copper deposit – had received Mine Development Certificates from the provincial government when with Placer Dome but the certificate has since expired as the mine was not developed due to commodity prices. Terrane Metals will be resubmitting in the next quarter. • Northgate Exploration Ltd.’s - Kemess South Gold/Copper mine development - located approximately 300 kilometres northwest of Mackenzie began mine construction in the summer of 1996. Mine operation began May 1998. • Toodogone District mining area has seen very positive results from drilling programs carried out by a variety of junior exploration companies. The Toodogone area is located north of the Kemess site and results to date indicate copper and gold reserves may be similar in scope to the Kemess Mine operation. Feasibility work on that site continues. • Zinc-lead Akie deposit with Mantle Resources • Several high potential mineral sites being developed in Mackenzie’s immediate area.

Mackenzie has an excellent strategic location to service these developments when they begin production. The road structures, ferry and rail service are all capable of providing access to the mineral wealth in the area.

By acting as a service hub to mining operations and exploration in the Omineca/Rocky Mountain Trench areas, Mackenzie can diversify its forestry-based economy.

The oil and gas sector is also quite active northeast of Mackenzie in the Peace District. Given Mackenzie’s affordability, it could position itself as a bedroom community for the oil and gas sector and could align its services that may be developed to support mining, to also support oil and gas.

Tourism

Remarkable snow conditions, vast wilderness areas, and an array of natural features provide Mackenzie’s young population (77 percent of the population is under 40 years of age) and visitors with enormous recreation opportunities.26

Mackenzie and the surrounding region are rich in natural, cultural and historic assets that have the potential to be used for tourism development. While the natural assets are perhaps the best developed to date, there are ample opportunities to balance out the experiences provided for visitors by further developing the cultural and historical products in the region. Mackenzie has a competitive advantage in its product potential since most communities do not have access to assets that can draw a wide range of markets throughout the entire year.27

As noted in the Executive Summary, this report is not including opportunities in tourism since a separate initiative is underway focused solely on tourism. However it is worth mentioning that opportunities related to 2009 BC Northern Winter Games and the 2010 Olympics should be

26 http://www.district.mackenzie.bc.ca/economic_dev.php 27 Tourism Development in Mackenzie, May 9, 2007, Tourism Research Innovation Study Team Page: 45 District of Mackenzie Economic Development Strategic Plan actively pursued. Western Diversification is committed to helping businesses and communities benefit from the 2010 Olympics and offers opportunities to diversify the region’s tourism infrastructure. Initiatives such as the consideration of a training facility for Olympic athletes competing in 2010 Olympics should be pursued.

Emerging Sectors

A number of other sectors are emerging or have the possibility to emerge with the appropriate focus or need. These sectors include renewable/green energy, transportation/infrastructure, advanced education and retail and services.

Renewable energy through co-generation is an opportunity being realized in Mackenzie. At the time of writing, Mackenzie Green Energy Project received their environmental certificate and go ahead. The project is intended to be breaking ground in the summer of 2008.

In addition, there is the potential for wind energy that needs to be further explored.

Transportation and infrastructure holds promise for Mackenzie as it is serviced by rail, road and air in addition to being located on Williston Lake. Mackenzie is industry ready from the perspective of available land, power, water and appropriate effluent distribution options. In the longer term, expansion of the airport and its facilities should be a consideration.

With the presence of the College of New Caledonia and the trades’ workforce, there is the opportunity for advanced education to be offered in forestry and mining related trades. A focus on setting up opportunities for apprenticeships should be considered. Liaison with existing and nearby companies may help realize this approach.

As Mackenzie’s population ages, retail and services oriented around seniors and retirees should be developed. Many a community in Canada has made the shift from being a resource-based community to a retirement community. This shift takes time but given the aging Canadian population, it is a serious consideration. Although the focus on seniors does have potential, given Mackenzie’s still small seniors population, this opportunity is not considered as a high priority at this time.

However, retail and services in general to increase Mackenzie’s appeal to younger families need to be revitalized. This can be a “chicken and egg” scenario and certainly Mackenzie is challenged by leakage to Prince George. Hopefully with the development of the tourism sector, these elements will develop in tandem.

Economic Development Opportunity Sectors

Even though one could consider every sector for development, in order to be effective, the sectors need to be narrowed down for purposes of focusing. For this reason, the following sectors will be dealt with in more detail in the following sections:

• Forestry • Mining and mining services and Oil and Gas • Renewable Energy • Transportation/Infrastructure

Page: 46 District of Mackenzie Economic Development Strategic Plan

• Advanced Education • Retail and services

The top two or three opportunities in each sector will be analyzed in more detail.

Carla Seguin, Economic Development Officer28

Mackenzie has a full time Economic Development Officer, Carla Seguin. Her job mostly revolves around recruitment and retention initiatives and she is the first contact for businesses looking at entering the community.

Carla is involved in a number of activities including: • Participating on the Environmental Assessment Committees to provide a community perspective of potential impacts of a new project. • Acting as the administrative liaison for the Mackenzie Economic Development Select Advisory Committee (MEDSAC). • Supervision of a contract grant writer. • Representing Mackenzie on the 16-97 Economic Alliance and was on the steering committee for the recent Cluster Analysis of the region (the results of which will be available soon). • Participation in the OBAC Minerals Strategy and Alternative Energy Strategy Working Groups.

More recent economic development initiatives undertaken by Carla or MEDSAC include: • Organizing the advertising for Mackenzie in several business publications (i.e. the Business Peace Cariboo). • Developing new recruiting print materials in conjunction with the Tourism Marketing Coordinator. • Developing a general recruitment PowerPoint that is available on the Mackenzie website. • Investigation of the development of a Community facility in Mackenzie (MEDSAC). • Working to establish scheduled flights to larger centres (MEDSAC). • Mackenzie led Health Recruitment Working Group. • Exploration of developing more rural residential lots.

Due to recent events, Carla’s work over the last year has involved being centred on Mackenzie’s response to: • Curtailments by Canfor • Indefinite mill closure announcement by AbitibiBowater

28 Personal communication via e-mail, December 7, 2007, Carla Seguin, District of Mackenzie Economic Development Officer Page: 47 District of Mackenzie Economic Development Strategic Plan

In the short term, Mackenzie is: attempting to more fully assess the full implications of the announcement on other businesses and community service providers; working to get supports for workers in place with Service Canada and the College; and, attempting to stabilize services with Northern Health and the School District.

The creation of this economic development strategy was a strategic priority set by Council for this year.

Page: 48 District of Mackenzie Economic Development Strategic Plan

Economic Development Strategies

One element of developing an economic development strategy is to consider those strategies which will guide choices or considerations of opportunities. Strategies set the baseline of intent and opportunities are the realization of those strategies.

Through the stakeholder and community interviews and surveys, the focus group with the Mackenzie Economic Development Select Advisory Committee (MEDSAC) and review of numerous existing reports, a number of strategies come to the fore.

These strategies have been grouped into the main sectors for consideration.

General

• Diversify the local economy for more job opportunities for spouses and youth. • Focus and build on what Mackenzie already has in its backyard i.e. commodities (wood & minerals). • Expand business base and increase quality of life in the community by providing better services to seniors, women, and youth. • Engage First Nations - McLeod Lake as they have built assets and are engaged in oil and gas and welcome mining activity. • Attract companies to use the Infrastructure that exists in Mackenzie. • Work with the community to help counteract the challenges they are facing (e.g. mill closures and reductions, youth leaving for other opportunities).

Key to any opportunity will be for Mackenzie and its EDO to have full knowledge of the community’s assets, what industrial lands or facilities are available, who owns them, are they for sale, what are their costs etc… It will be a challenge if opportunities come forward and this information is not instantly available.

An asset inventory database, which would summarize all assets, both natural and physical, in all sectors, both basic and non-basic, may be one way to gather and manipulate the information for each investor as necessary. Mackenzie needs to prepare itself for competition in the global marketplace. Typical with investors today, they are often looking at many locations simultaneously and often the community that can present the required information as professionally and quickly as possible will be the one to successfully capture their business.

Mackenzie and its EDO need to be proactive in promoting the community’s assets. Aside from promotional materials, Mayor and Council and the EDO need to be out in the global market place educating investors on Mackenzie and its opportunities. The tendency during challenging times such as the one that Mackenzie is experiencing, is to try and go after any opportunity and in turn spread the focus too wide. What is key is to pick two or three real opportunities, package them well and head out into the market place with a clear agenda. How Smithers has approached its airport expansion is such an example.

In order to do this, it will be essential that the Mayor and Council, associated committees and the EDO all be in agreement on the approach and work towards the same goals. This degree of teamwork will provide the foundation, momentum and consistency necessary to successfully attract and in turn secure future investment.

Page: 49 District of Mackenzie Economic Development Strategic Plan

Forestry

• Expand forestry options and make better use of wood products and secondary wood manufacturing, by-products of sawdust (door jams) • Mackenzie should continue to evaluate potential value-added or hardwood operations and seek out potential investors

Mining and Oil and Gas

• Become a base for mining exploration – services, machine shops, helicopters, paved runway, industrial land base capacity • Attract those who work in the oil and gas sector

Renewable Energy

• Continue to seek opportunities in renewable energy such as wind farms and other renewable energy options.

Transportation and Infrastructure

• Build on transportation and infrastructure facilities. Investigate upgrading its runway lengthened • Target companies to get them in to use the airport and get direct flights to major communities • Attract companies that can take advantage of the industry - ready elements available in Mackenzie

Advanced Education

• The current shortage of skilled workers province-wide will hinder economic development. Grow the skills workforce by: • Supporting and challenging local training institutions such as the College of New Caledonia in accessing and re-focusing funding for delivering training programs • Supporting appropriate immigration policies • Facilitate industry buy-in • Assist and access the First Nations expanding labour pool.

Retail and Services

• Seek improvements in the local shopping, services and access to healthcare • Local suppliers must be able to demonstrate that they are capable on an ongoing basis of providing the required goods and services in a timely manner, quantities required and desired quality at a competitive price.

Page: 50 District of Mackenzie Economic Development Strategic Plan

Analysis of Top Opportunities

A rating of ‘1’ (lowest) to ‘5’ (highest) was applied to sixteen key opportunity business case characteristics. Each opportunity analysis was carried out several times, independently, and the scores were then averaged. A perfect score is 80. The ‘Opportunity Ranking System’ is presented below.

Rating Criteria 5 Yes, and the research / reports / data substantiates this 4 Probably 3 Maybe 2 Probably not 1 No, and the research / reports / data substantiates this

The results are tallied and rated as follows:

If an …..Then the Opportunity is Considered as…… Opportunity Scores…. 0-20 Not worth pursuing, too little potential or too difficult to implement. 21-40 Idea still needs refinement or research. Worth re-visiting and expanding later. 41-60 Reasonably strong opportunity. Certainly worth considering to implement. 61-80 Highest priority initiative worth working to implement.

It should be noted that if opportunities may have scored below 41, this is not necessarily a reflection of the viability of the opportunities. Instead, it demonstrates that more work needs to be done in developing the feasibility, benefits, payback potential and realizability of the venture, and to then determine the ability to actually implement the opportunities.

Sixteen Business Case Features Utilized

Feature Questions and Scoring Criteria Strengths Is the opportunity practical and realizable? Weaknesses Existing or potential roadblocks? (…and what are some ideas for dealing with them?) Potential Profitability Returns to the investors or company(ies) funding the opportunity? Champion Who will support it? Implement it? Run it? Outside Partner Required Outside partners required? (for marketing, distribution, technical expertise, access to resources and markets) Evidence of Demand Demonstrated demand for what the opportunity will create in terms of products or services? Has ‘staying power’? Benefits to Region Identified and quantifiable economic paybacks? (Jobs? Economic stability? Growth?) Raw Materials Availability and cost effectiveness of raw materials? Infrastructure Needed Infrastructure needs identified? Already in place? (Land, power, roads, transport, versus In Place? environmental, shipping facilities) Funding Money? Where will it come from? Least Risks and Hurdles Are there a large number of parties to bring to the table to make this opportunity happen? (e.g. government, First Nations, corporations, organization already doing business in the region) Competitive Advantages Region offer competitive advantages (cost effective land, infrastructure in place, resources, support services, etc)? Ability to Grow Initiative has the opportunity to grow and diversify? Diversification of the Will this diversify the community economy? New sectors? Build on existing sectors? Economy Skilled Labour Pool of skilled labour available? Ability to Succeed Overall, is there a likelihood that the initiative can; a) successfully be brought on stream, b) be funded, c) be partnered, d) be championed?

Page: 51 District of Mackenzie Economic Development Strategic Plan

Forestry

Strengths Weaknesses Potential Profitability Champion Outside Partner Required Evidence of Demand Benefits to the Region Raw Materials Infrastructure Needed vs. In Place Funding Least Risks and Hurdles Competitive Advantages Ability to Grow Diversification of the Economy Skilled Labour Ability to Succeed TOTAL Short – Medium Term Maintaining existing industry 4 2 2 3 3 2 4 4 5 2 3 4 3 1 5 3 50 Lath and Kiln Strips 3 3 3 5 3 2 3 5 5 3 3 3 2 1 5 3 52 29 Replacement Opportunities 4 4 4 3 3 4 5 5 5 3 3 4 3 2 5 3 60 Non-timber Forest Products 3 3 3 2 2 3 3 4 2 3 3 2 3 3 3 3 45 Long-term Value-added 4 3 3 2 3 3 4 4 4 3 3 4 4 2 3 2 52 Community Forest 3 2 3 4 4 2 3 5 5 3 2 3 4 1 5 3 52

Mining, Oil and Gas

Strengths Weaknesses Potential Profitability Champion Outside Partner Required Evidence of Demand Benefits to the Region Raw Materials Infrastructure Needed vs. In Place Funding Least Risks and Hurdles Competitive Advantages Ability to Grow Diversification of the Economy Skilled Labour Ability to Succeed TOTAL Short – Medium Term Servicing Mining Exploration 5 4 3 4 3 4 5 4 3 3 3 4 5 5 4 4 63 Servicing Oil and Gas 4 3 3 3 3 4 4 3 3 3 3 3 4 5 3 3 54 Providing housing 4 4 4 5 5 3 5 4 3 3 4 4 4 4 4 4 64 Long-term Mine developments 4 4 5 3 3 5 5 4 2 2 3 4 4 5 4 4 61

29 Defined as opportunities replacing the forestry sector losses incurred by mill closures. These can include intensive or alternate uses of forest resources such as hardwood products and value – added wood products, pellet fuels, door components, log home building, furniture, pre – built house panels incorporating First Nations motif, modular homes, education and training centre, etc. Page: 52 District of Mackenzie Economic Development Strategic Plan

Renewable Energy

Strengths Weaknesses Potential Profitability Champion Outside Partner Required Evidence of Demand Benefits to the Region Raw Materials Infrastructure Needed vs. In Place Funding Least Risks and Hurdles Competitive Advantages Ability to Grow Diversification of the Economy Skilled Labour Ability to Succeed TOTAL Short – Medium Term Mackenzie Green Energy 4 3 3 5 3 5 5 5 3 4 3 3 3 5 4 4 62 Portable Chipper Plants 4 3 3 3 4 4 3 3 4 3 3 5 3 2 4 3 54 Spin-off Opportunities to MGE 4 3 3 3 3 3 4 3 3 4 3 5 3 3 3 3 53 project (construction, services) Long-term Greenhouses 3 3 4 3 4 3 4 3 2 3 3 1 3 4 2 3 48 Wind Farms 4 3 3 3 3 4 3 4 2 2 3 3 2 3 1 3 46

Transportation/Infrastructure

Strengths Weaknesses Potential Profitability Champion Outside Partner Required Evidence of Demand Benefits to the Region Raw Materials Infrastructure Needed vs. In Place Funding Least Risks and Hurdles Competitive Advantages Ability to Grow Diversification of the Economy Skilled Labour Ability to Succeed TOTAL Short – Medium Term Industry-ready capacity 5 5 3 3 3 3 5 5 4 4 4 4 5 5 4 4 66 Mining air access 4 4 4 3 3 3 5 5 5 3 3 4 5 5 3 3 62 PG Transload facility opportunities 4 3 3 3 3 3 4 4 5 3 3 4 5 5 3 4 59 Long-term Asia Pacific Market 4 3 3 3 3 4 5 4 3 3 3 3 3 4 4 3 55 Container opportunities 3 3 3 2 3 5 5 4 3 3 3 3 4 5 4 3 56 Airport Improvement 4 3 4 4 3 3 5 4 4 2 3 4 4 5 4 3 59

Page: 53 District of Mackenzie Economic Development Strategic Plan

Advanced Education

Strengths Weaknesses Potential Profitability Champion Outside Partner Required Evidence of Demand Benefits to the Region Raw Materials Infrastructure Needed vs. In Place Funding Least Risks and Hurdles Competitive Advantages Ability to Grow Diversification of the Economy Skilled Labour Ability to Succeed TOTAL Short – Medium Term Apprenticeship Program 5 4 3 5 5 4 5 5 5 3 3 5 3 4 5 4 68 Long-term Education 3 3 4 5 4 3 5 4 4 2 3 3 3 4 3 3 56 specialization/diversification

Retail and Services

Strengths Weaknesses Potential Profitability Champion Outside Partner Required Evidence of Demand Benefits to the Region Raw Materials Infrastructure Needed vs. In Place Funding Least Risks and Hurdles Competitive Advantages Ability to Grow Diversification of the Economy Skilled Labour Ability to Succeed TOTAL Short – Medium Term Water 5 4 3 4 4 4 4 5 3 3 3 5 3 4 3 3 60 Chamber of Commerce Trade Fair 5 4 3 5 3 3 4 4 5 5 4 4 3 4 4 4 64 Marketing the Town 5 5 5 5 5 5 5 3 5 3 3 3 4 4 4 3 67 Long-term Seniors/retiree housing and services 3 3 4 3 3 3 5 2 2 2 3 3 4 5 3 3 51 Construction, trades, contractor 4 4 3 3 3 3 5 3 4 3 3 3 5 5 4 3 58 businesses

Page: 54 District of Mackenzie Economic Development Strategic Plan

Summary of Rated Opportunities

Reasonably strong opportunity. Highest priority initiative worth Certainly worth recommending. working to implement. (Score = 41-60 out of 80) (Score = 61-80 out of 80) Forestry Maintaining existing industry Lath and Kiln Strops Replacement Opportunities Non-timber Forest Products Value-added Community Forest

Mining, Oil and Servicing Oil and gas Servicing Mining Exploration Gas Portable Chipper Plants Providing Housing Spin-off opportunities to MGE project Mine Developments

Renewable Greenhouses Mackenzie Green Energy Energy Wind Farms Transportation/ PG Transload facility opportunities Industry-ready capacity Infrastructure Asia Pacific Market Mining air access Container Opportunities Airport Improvements Advanced Education specialization/diversification Apprenticeship Program Education Retail and Water Chamber of Commerce Trade Fair Services Senior/retiree housing and services Marketing the Town Construction, trades, contractor businesses

Page: 55 District of Mackenzie Economic Development Strategic Plan

Highest Priority Opportunities

Forestry

It is noted that opportunities related to the forest industry have not scored as high as those listed below. This is not to say that maintaining the forest industry as best as possible should not be a consideration. However with the outside influences acting on the forest sector (low lumber prices, the strong Canadian dollar, high prices for wood chips and sawdust, and beetle-kill wood impact) and the need for Mackenzie to move away from its reliance on forestry, energy and efforts should be focused on new sectors giving the forest industry the time to weather the storm.

Given the size of the Mackenzie TSA, the quality of wood and the ongoing future need for forest products, the forest sector will remain and in time potentially regain its foothold, perhaps in a different form.

Interested investors may be drawn to opportunities created by the vacuum with the shut down of AbitibiBowater and the reductions by Canfor. It will be key to for Mackenzie to be prepared to have answers to potential queries from such investors. Knowing what facilities, industrial lands and assets are available will be the type of information outside investors will be seeking.

Mackenzie should keep its eyes on opportunities and activities in the sector and how similar communities choose to manage the downturn. But in the meantime, it is suggested that Mackenzie put its resources in the following highest priority opportunities.

Mining, Oil and Gas

• Servicing Mining Exploration • Providing Housing • Mine Developments

Next to forestry, mining is the biggest resource opportunity available to Mackenzie. Coal developments are actively being pursued less than 100 km away close to Chetwynd and Tumbler Ridge. Although Mackenzie will have to compete with those towns in servicing that industry, it is growing due to the demands on metal and minerals by China.

There is no reason for Mackenzie not to enter into the mining industry. It has the advantage over Chetwynd and Tumbler Ridge in size (their populations are 2,633 and 2,454 respectively30). It is also closer to Prince George and its new intermodal facility (a.k.a. inland port) that provides a direct link to the container port in Prince Rupert.

Chetwynd has also experienced an indefinite shutdown of its mill and will also be experiencing similar affects as Mackenzie.

Given the recent increase in housing prices in Tumbler Ridge due to the upturn of its coal mining industry, Mackenzie has the opportunity to market its affordable housing to those working for the newly developed mines.

30 http://www12.statcan.ca/english/census06/data/popdwell/Table.cfm?T=302&SR=1&S=1&O=A&RPP=999 9&PR=59&CMA=0 Page: 56 District of Mackenzie Economic Development Strategic Plan

The industrial mineral endowment of northeast central British Columbia is rich and varied. Commodities of interest include sand and gravel, diatomite, limestone, clay and shale, rare earth elements, volcanic material, silica, barite, dimension stone, and jade. Glaciated areas of central British Columbia make sand and gravel (aggregate), the most abundant and economically important commodity in the region. The deposits with the best development potential are strategically located aggregate resources and barite deposits. Markets for these commodities exist in northeast British Columbia and Alberta, particularly in support of the expanding oil and gas sector.31

The key for Mackenzie in this sector will be to make contacts and market its services to the right groups and companies.

Renewable Energy

At the time of writing, Mackenzie Green Energy Limited Partnership (the proponent) received an environmental assessment (EA) certificate for the construction and operation of a new biomass cogeneration facility. The proponent is a partnership between Alberta-based Pristine Power Inc., Harbert Power LLC and Vancouver-based Balanced Power Inc.

The Mackenzie Green Energy Centre (the project) will burn wood residues from area sawmills to produce an average net output of 59 megawatts of clean, renewable energy for sale to BC Hydro and steam for use by the adjacent Pope & Talbot pulp mill. The provision of steam to the pulp mill will enable it to decrease the use of natural gas that would otherwise have been consumed to meet its steam requirements. 32

Construction of the project is expected to begin by the summer / fall of 2008 and begin commercial production of electricity from renewable sources in December 2009.

The project is expected to create up to 260 jobs during construction and 26 permanent positions during its operational life of 30 years. Annual property taxes to be paid to the District of Mackenzie are estimated to be about $0.5 million.

This project comes at an ideal time for the community. Hopefully with the right management, opportunities in the service sector will remain and weather the shutdown of the mills.

It is unknown how the downturn in mill activity related to Canfor and AbitibiBowater will affect the supply of biofuel to the project. Additionally, there is some concern that the bankruptcy status of Pope and Talbot may affect the go - ahead of the project.

It is expected that Pope and Talbot will have sold their assets by mid-February to a new owner. If the new owner chooses not to partner with the Mackenzie Green Energy project, then that may delay it’s go ahead indefinitely.

If that be the case, alternate approaches should be seriously considered given the government and local support of such a project.

31 http://www.em.gov.bc.ca/DL/GSBPubs/Paper/P2004-2/P2004-2-04.pdf 32 http://www.mackenziegreenenergy.ca/documents/MGEC%20BC%20Govt%20Announcement-- November%206.pdf Page: 57 District of Mackenzie Economic Development Strategic Plan

Transportation/Infrastructure

• Industry-ready capacity • Mining air access

From an industrial perspective, Mackenzie has a number of things going for it: appropriate power supply for industrial activity, industrial land, industrial sector experience and industrial contract services. It is also serviced by air, road, rail and water (Williston Lake). The community is supportive of industrial development and the given workforce is skilled in industrial trades.

Mackenzie needs to package itself with a focus on its industry-ready and friendly assets and focus its efforts on getting that information out to possible investors or companies. Attendance at appropriate trade shows will be key as well as opportunities that may be made available through the Beijing Olympics and 2010 Olympics. As Mackenzie’s assets continue to grow, evolve and diversify, repackaging perhaps on an annual or bi-annual basis may be necessary.

Another key element that Mackenzie needs to focus on is the relationship it may have connected to opportunities that will be realized through the Prince George Intermodal Facility. The rail spur line is directly connected to that transportation. Mining, value-added forestry, and other manufacturing opportunities may have a more realizable future based on this infrastructure.

Additionally, given the capability and under utilization of the airport, Mackenzie should approach mining companies active in the area (up through Chetwynd and Tumbler Ridge) and discuss ways in which the airport could be better utilized to service mining camps etc.

Advanced Education

• Apprenticeship Program • Community Practice and Leadership

Currently the College of New Caledonia offers the following programs:

• Administrative Assistant Certificate • Legal Administrative Assistant Certificate • Office Assistant Certificate • Applied Business Technology (Online) Certificate • College and Career Preparation (ABE) • Resource Industry Certificate • University-level classes—Pre-professional programs and other options

One of the struggles the community experiences is the lack of opportunities for youth to get work experience. As a result many of them move away for post secondary education and work experience. Given the presence of the mills and the wealth of trades’ knowledge, it should be feasible to develop an apprenticeship program to provide opportunities for individuals to develop their trade skills.

Page: 58 District of Mackenzie Economic Development Strategic Plan

An opportunity such as this would need to involve the local companies and trades people. Bringing possible players together to determine the challenges and opportunities to developing such an opportunity may serve to result in partnerships and teamwork. Perhaps with the recent announcements by Canfor and AbitibiBowater, Pope and Talbot, East Fraser and Ospika may be more inclined to consider ways in which they can contribute to maintaining Mackenzie’s community viability.

Retail and Services

• Chamber of Commerce Trade Fair • Marketing the Town

The Mackenzie Chamber of Commerce puts the Mackenzie Summer / fall Trade Show & Exposition on every year. Next year's show is scheduled for May 2, 3 & 4, 2008 in the Allan Sheppard Arena. This is a great opportunity to invite potential businesses to Mackenzie so that they might visit the community and also learn more about its assets. Most specifically, mining companies and mining servicing companies should be targeted in addition to other industrial based opportunities.

Alongside with this is the opportunity of marketing the town in general. Mackenzie needs to make a pointed effort to have its community amenities well know to people looking to live in such a community.

Short-term (1-3 Years) and Medium-term Opportunities (3-5 Years)

Forestry

• Forestry – maintaining existing industry. Mackenzie’s MLA efforts and initiatives regarding the long-term healthy economic future of Mackenzie need to be kept on the front burner and built upon, i.e. Mackenzie has significant amount of fibre left in the area and less beetle kill impact than other hard hit communities. • Replacement opportunities – value added or similar manufacturing to replace the loss of AbitibiBowater and reductions by Canfor • Arrange to supply lath and kiln strips from local operators in Mackenzie at less cost than they are being purchased from Prince George • Non-Timber Forest Products with McLeod Lake Indian Band

Mining, Oil and Gas

• Servicing mining exploration - invite drillers, assay labs, warehousing to set up shop. Mine service industries typically provide road maintenance, aviation access, and catering support to mining camps. These are the same skill sets required to support resort developments, wilderness training and educational facilities, and a host of other activities that capitalize on the natural amenity base. Find out what mining companies are looking for and create it. • Servicing Oil and Gas - Oil and gas is an important part of BC’s economic base. Like with other resource sectors, the development of local skills, capacities, and technologies will create opportunities to stem economic leakage and such are also often readily transferable to other economic pursuits through innovation and adaptation.

Page: 59 District of Mackenzie Economic Development Strategic Plan

• Providing housing for those working in mining and oil and gas

Renewable Energy

• Mackenzie Green Energy Centre proposes to harness energy from wood waste in BC’s northern interior to produce enough green electricity for up to 50,000 homes per year, provide an economic source of steam to the Pope & Talbot mill through co-generation, eliminate up to six beehive burners and contribute to improved air quality. Mackenzie Green Energy Project just received environmental certificate and is supposed to start development in the summer / fall from a construction standpoint. A challenge with this project relates to its connection with Pope and Talbot and their current state of bankruptcy. • Other spin-off opportunities that are created. • Provide portable chipper plants to supply Mackenzie Green Energy

Transportation/Infrastructure

• Seek to attract investors that can take advantage of Mackenzie’s industry-ready capacity • Air access for mining operations and use of the airport for refuelling and other needs • Opportunities as they relate to the new intermodal facility in Prince George33 - trucking, rail • Connector road to Fort St. James

Advanced Education

• College of New Caledonia – Apprenticeship program, trades.

Retail and Services

• Trade Fair put on by the Chamber of Commerce – pursue specific businesses and industries that are relevant to the economic diversification efforts of Mackenzie • Market the town – clean air, water, safe place, affordable housing. Work to minimize any media hype that infers Mackenzie is in decline. Investors need confidence in a community’s long-term future. • Community improvements - build on positive aspects of Mackenzie • Promote affordable housing for people in construction and when Mount Milligan and Mackenzie Green Energy goes forward and expand building lots. • Water – enter the best municipal water contest, investigate bottled spring water opportunities for Olympics - 2010 commerce centre • Automobile dealer or service centre authorized to do a full range of warranty repairs

Long-term (5+ Years) Opportunities

Forestry

• Value-added forestry - intensive or alternative uses of forest resources such as hardwood products and value added wood products, unconventional sources of fibre for chips, pellet

33 http://www.bclocalnews.com/bc_north/pgfreepress/news/CN_facility_officially_open.html Page: 60 District of Mackenzie Economic Development Strategic Plan

fuels, use of sawdust, door jams, log home building and furniture and spin-off education opportunities, pre-built house panels perhaps incorporating a First Nations motif • Community forest opportunities with McLeod Lake Indian Band

Mining, Oil and Gas

• Mining opportunities realized after the completion of the Quest project, which is mapping mineral opportunities. There could be the potential for industrial minerals (clay - healthcare, art, industrial applications, limestone, bentonite, soap stone (Inuit co-op), marble. Additionally the area has lead and zinc. Swiss investors have been looking at the area. Go to trade shows – set up meetings. • Continue to show mining companies that Mackenzie can be a bedroom community for their employees and a shipping point (railhead), and supply centre for their potential mines in the area.

Renewable Energy

• Greenhouse operations related to Mackenzie Green Energy project • Wind farms

Transportation/Infrastructure

• Asia Pacific Market - build the trade partnership with the Asia Pacific. Rural communities produce more than ¾ of all goods exported. Investments in transportation and trade links are key. Northern B.C. forest product exports to Asia are a potential source of back haul traffic to Asia. • Container port opportunities - in manufacturing, both importing and exporting. Spur rail line – look at investing in a reload facility – investors from Prince George have been investigating export capabilities • Airport improvement –– upgrades to airport. An extension to the runway it could attract a freight forwarder, integrator or logistics service provider and develop a major distribution centre • Expand air service • Industrial barging on Williston Lake in an environmentally sound and fish friendly way. E.g. Williston Lake icebreaking barge used by Canfor and the proposed ice breaking coal barges proposed by the Gething coal mine development company on the Peace Reach of Williston Lake near Hudson Hope.

Advanced Education

• As Mackenzie evolves, the College of New Caledonia will need to continue to explore ways in which it can provide a “north of” Prince George training identity that can pull from those towns in the North such as Chetwynd and Tumbler Ridge.

Retail and Services

• Repackaging of existing assets to create strategic opportunities to fit with a flexible and rapidly changing marketplace. • Seniors/retirement housing and services - efforts need to be made to retain seniors which will result in an expansion of the local economy and in stabilizing the community • Construction, trades and contractor businesses i.e. machine shops Page: 61 District of Mackenzie Economic Development Strategic Plan

Action Plan for Each Key Sector

The main reason and purpose of an action plan is to provide the user of the strategy with real on the ground actions, resulting in the realization of the opportunity. However, these are not fool proof or all inclusive but best efforts have been made to make the actions doable and purposeful.

Forestry

Forestry sector opportunities herein often scored low in the areas of “evidence of demand’, “least risks and hurdles”, “diversification of the economy”, and the “ability to succeed”. Low scores in these areas were based on the current challenges being faced and imposed by Canfor, AbitibiBowater and Pope and Talbot. Due to the value of the dollar, the glut of beetle kill wood on the market and the downturn of the U.S. housing industry, it may take awhile for the forest industry to be a mainstay the way it has been in the past.

The Mayor and Council and the EDO are already working hard on every and all activities necessary to sustain the forestry sector as best as possible, such as seeking support from federal and provincial governments, working with neighbouring communities experiencing the same impacts and fielding calls from potential investors who are seeing the possible availability of assets being left behind or sold by the aforementioned companies in the media.

Opportunities that will attract value-added businesses/investors to the region and will take advantage of the Prince George Intermodal Facility will have the best realizability in the short to medium term. A generalized action plan for the forest industry may include:

• Packaging and promoting Mackenzie’s assets as they relate to forestry, value-added and the Prince George Intermodal Facility • The EDO should spend time investigating opportunities as they relate to these assets • Maximizing the benefits of Mayor Killam’s involvement in Community of Practice. The participants of this leadership training represent local and regional stakeholders of the forest industry, who are normally a challenge to bring together. Therefore this CoP is creating a body of people seeking to work together to ensure a future for communities such as Mackenzie and to find solutions to the challenges being experienced.

Mining, Oil and Gas

Servicing mining and the oil and gas industries is one of Mackenzie’s strongest short term opportunities. As mines in the area are approved and developed, Mackenzie can diversify and add mining to its industry cluster. From an oil and gas perspective, given the location of the fields further afar, Mackenzie will likely only be able to offer services and residences to those in the industry as opposed to being known as an oil and gas community. However, despite that fact, it is still always worthwhile to keep “an eye” on the oil and gas industry and to consider how Mackenzie may expand its involvement.

In the meantime, from the perspective of the highest priority opportunities such as servicing mining exploration and providing housing, an action plan for this sector should include:

• Completing an asset inventory of Mackenzie as it relates to the needs of mining • Packaging and promoting Mackenzie’s assets as they relate to mining

Page: 62 District of Mackenzie Economic Development Strategic Plan

• Interviewing and speaking with mining companies operating in the region to find out what types of assets or services they use, are looking for or need • In speaking with mining companies, test promotion materials for effectiveness and completeness • Including in the promotion package those elements and assets that are relevant to individuals in the industry who may only be considering Mackenzie from a perspective of residential needs • Attending mining trade shows province wide with an asset package promoting Mackenzie, from both a mining standpoint and a residential standpoint • Using the information gathered from speaking with mining companies, investigate ways to attract services to Mackenzie that are needed from a mining perspective. Take advantage of the Chamber of Commerce Trade Show if possible.

Renewable Energy

Renewable energy will continue to grow as a sector due to the peak oil crisis and climate change. There is tremendous opportunity and growth to be experienced. Initially it is likely that opportunities will tie into existing businesses. Additionally, other opportunities such as wind energy and solar energy will rely on geography. Mackenzie is close to wind energy sites and although at this time wind is not high priority, understanding its development and reasons for success will set the foundation for an opportunity when one may be more apparent. An action plan for renewable energy should include:

• Supporting construction and trades as they are involved in the development of Mackenzie Green Energy by ensuring accommodation and services are available as required • Marketing Mackenzie as a place those involved in the construction of Mackenzie Green Energy may wish to relocate and stay, if they are not already from the area • Mackenzie should investigate other approaches or partnerships that would allow this project to move forward if the question of Mackenzie Green Energy going ahead, due to the new owners of Pope and Talbot, is questionable • Continuing with the close working relationship of the partnership behind this project and in communication with them, determine how Mackenzie can take a more proactive role in developing contingency plans in case the original agreement with Pope and Talbot falls through • Using the development of Mackenzie Green Energy to promote renewable energy spin-off opportunities i.e. greenhouse operations, excess natural gas utilization • Further investigating the state of wind farms and their potential development in the Mackenzie area

Transportation/Infrastructure

Mackenzie is already well endowed with a strong industrial infrastructure in addition to air, rail, road and water transportation. Promoting these assets is key. An action plan for transportation/infrastructure should include:

• Completing an asset inventory for Mackenzie focused on transportation and industry infrastructure • Contact the Prince George Intermodal Facility and determine how trucking and rail from Mackenzie can best take advantage of this infrastructure. Get all the specifications, costs

Page: 63 District of Mackenzie Economic Development Strategic Plan

and schedules. Package these for use in promoting Mackenzie and attracting related services • Contact Smithers and investigate their approach around the expansion of their airport. Determine transferable elements for Mackenzie. • Package Mackenzie’s possible industrial opportunities and seek a presence at the Beijing 2008 Pavilion and 2010 Olympics if possible.

Advanced Education

With the diversification of industries occurring in Mackenzie, a diversification of skill sets will need to be made available. To-date, there has been a strong desire for an apprenticeship program which would take advantage of the existing industry and give youth an opportunity to acquire their trade by staying in Mackenzie instead of having to leave. A number of communities in northern BC have had to face this challenge and numerous solutions have been realized. An action plan for Advanced Education should include:

• The College of New Caledonia, if they have not already, contacting the Northwest Community College’s School of Exploration and Mining in Smithers http://www.nwcc.bc.ca/SEM/index.cfm and investigating the successes, challenges, transferable opportunities for Mackenzie. • Contacting and reviewing the Kitimat Valley Institute Corporation http://www.kitimatvalleyinstitute.ca/ to determine relatedness to Mackenzie situation and how might their experience be transferable • Contacting the Ministry of Energy, Mines and Petroleum Resources to determine if funds are still available in their partnering with community colleges and mining exploration groups around B.C. to train young people and First Nations to be prospectors • Contacting Pope and Talbot, East Fraser and existing contractors in the community to investigate their degree of potential participation in an apprenticeship program • Holding an education opportunities forum in the community, inviting key stakeholders and general members of the community to determine opportunities • Working closely with the College of New Caledonia to pursue funding that may facilitate expanding unique education opportunities

Retail and Services

Mackenzie is faced with the challenge of maintaining their current retail and service level given the recent job losses. Keeping the existing situation stable is key. From a strong foundation, expansion in retail and service can be considered. An action plan for retail and services should include:

• Using available provincial government programs, seek to support the existing retail and service businesses. Demystify and simplify government requirements and criteria that will allow these businesses to access the services and ensure this information is circulated to all businesses through the Chamber of Commerce • In working with the Chamber of Commerce, determining where the best opportunities may exist • Developing a priority list of companies that should be contacted for attendance at the Trade Show.

Page: 64 District of Mackenzie Economic Development Strategic Plan

• Preparing a promotional package about Mackenzie to be made available at the Trade Show. This package should focus on key opportunities in industry, businesses, retail and residential • Mackenzie should investigate tax exemptions or partnerships with outside investors as seen with Tumbler Ridge in the next section, as potential drivers behind development.

Page: 65 District of Mackenzie Economic Development Strategic Plan

Role Modelling

Tumbler Ridge

Tumbler Ridge, an instant-town, is one of B.C.'s newest towns. It was incorporated in 1981, and does not have the typical instant-town look, due to good planning.

This town was built to provide a home and community to the employees and families who work at the two big mines. The building and development of Tumbler Ridge and transportation facilities was B.C.'s largest industrial endeavour. Tumbler Ridge is on a plateau, with the Wolverine, Murray and Flatbed Rivers nearby, and is surrounded by mountains, forests and rolling hills. Facilities are all close to the town centre and residents and visitors alike enjoy the modern services.34

Declining global coal prices after 1981, and weakening Asian markets in the late-1990s, made the town's future uncertain and kept it from achieving its projected population of 10,000 people. The uncertainty dissuaded investment and kept the economy from diversifying. When price reductions were forced onto the mines, production was shifted entirely to the lower-cost Bullmoose mine, closing the Quintette mine in 2000 before exhausting its supply of coal.35

At that point the town council established the Tumbler Ridge Revitalization Task Force to investigate ways to boost and diversify the economy. The Task Force negotiated the return of the housing stock from the mines to the free market, grants from the province to become debt- free, and stabilized funds from the province for healthcare and education.

While there was intent by the town's planners to move to a more diversified economy, the few initiatives in this direction were not supported by the industries or local decision-makers. Uncertainty about the town's future was a serious concern to residents since the 1984 price reduction demands; however, it was not until the closure of the Quintette mine did the town seriously investigate a diversification. From that point until 2005 employment was generated in tourism (attractions from dinosaur fossil discoveries, outdoor recreation, and nearby provincial parks), forestry, and oil and gas exploration.

After dinosaur footprints, fossils, and bones were discovered in the municipality, along with fossils of Triassic fishes and cretaceous plants, the Peace Region Paleontology Research Centre opened in 2003. The research centre and a dinosaur museum were funded in part by the federal Western Economic Diversification Canada to decrease economic dependence on the coal industry.

Then with the turn around in the coal industry in 2003, the coal industry in Tumbler Ridge started up again. A resurgence in population occurred and once again the coal industry is the backbone of the community. However, having experienced earlier downturns, the community is still focused on diversification. Some of their projects close to completion include: • Days Inn – new hotel - the District developed an innovative partnering agreement with the proponent to construct a fully-equipped conference facility for up to 300 people at any given time, in exchange for the land on which it is being built. • Card Lock – bulk fuel services - by the Dawson Co-operative Union. Other initiatives underway:

34 http://www.bcadventure.com/adventure/explore/peace/cities/tumbler.htm 35 http://en.wikipedia.org/wiki/Tumbler_Ridge,_British_Columbia Page: 66 District of Mackenzie Economic Development Strategic Plan

• Retail/Service Expansion and Recruitment Opportunities Strategy • Tourism Investment Attraction Strategy • Investment Incentive: Revitalization Tax Exemption o The District is currently working on the development of a Revitalization Tax Exemption Bylaw in order to entice new developments to be established in the town centre commercial areas and work towards eliminating this shortage. This bylaw will also benefit existing businesses that are planning to upgrade their buildings.

Source: District of Tumbler Ridge Economic Development Outlook and Business Opportunity Summary, Updated: November 2007

Historical Data on Population

YEAR POPULATION PERCENT CHANGE

1981 - - 1986 4,387 - 1991 4,650 6% 1996 3,775 -18.8% 2001 1,851 -51% 2006 2,454 32.6% SOURCES: Statistics Canada-1981, 1986, 1991, 1996, 2001 and 2006 Census

Page: 67 District of Mackenzie Economic Development Strategic Plan

Main Industries: Coal mining, tourism, oil and gas and forestry

Branding: The future is here…you should be too. We invite to fulfill your dreams in Tumbler Ridge and leave your own lasting impressions.

See Tumbler Ridge Economic Development Outlook for more detail: http://www.tumblerridge.ca/documents/EconomicDevelopmentOutlook2007-Update3.pdf

Gold River

Gold River, 90 km west of Campbell River, was named by the Spaniards in the 1700s. Built in 1965 to service a community dependent on the local pulp mill and forest industries, Gold River was the first town in Canada to have underground wiring. When the pulp mill closed in 1998, the community's focus turned to rebuilding and attracting more tourists to this recreational area. The area offers accommodations, shopping, dining, and outdoor activities.36

In the mid-1980's, the mill added a paper manufacturing component, thus creating a short-term building boom and increasing employment. However, newsprint prices soon collapsed amid a glut of new supply, the cost of wood chips increased, and high interest rates proved so crippling that in 1993 paper production shut down. In 1998 the mill ceased operations entirely.

As working families moved away, many of the houses in the town were sold at auction-- some to Europeans. Since then Gold River has been reinventing itself as a west-coast tourism hub. Affordable housing, a friendly small town atmosphere, excellent civic amenities and a paved all weather road connecting it to the more populated eastern coast of Vancouver Island have helped fuel a rebirth of the community.37

With a focus on tourism, they have been able to arrest the population decline and maintain certain stability as they continue to work to diversify their economy. Additionally in 2006, Green Island Energy Ltd. was awarded a contract by B.C. Hydro to build a 90-megawatt plant, on the site of the old mill, 13 kilometres southwest of town, which will help Gold River to expand its services again. All documentation notes that this should be running by June 2008.

Historical Data on Population

YEAR POPULATION PERCENT CHANGE

1981 2,225 - 1986 1,879 -15.6% 1991 2,166 15.3% 1996 2,041 -5.8% 2001 1,359 -33.4% 2006 1,362 0.2% SOURCES: Statistics Canada-1981, 1986, 1991, 1996, 2001 and 2006 Census

36 http://www.goldriver.ca/ 37 http://www.goldriver.ca/history/gold-river.php Page: 68 District of Mackenzie Economic Development Strategic Plan

Major Industries:

Traditional • Forest Harvesting & Wood Products • Fin and Shell Fish Aquaculture • Proposed power generation plant

Emerging Economic Cluster Focus

• Manufacturing and Processing • Professional/Technical Business • Organized Recreation & Accommodation

Branding: The Birthplace of British Columbia, Gateway to Nootka Sound, Grow with Us.

What does this Mean?

The boom and bust cycle of BC's resource towns to some extent goes with the territory. Towns such as Gold River are working hard for ongoing economic boost – Tumbler Ridge was in the same situation five years ago when Teck Corporation shut down its Quintette mine, but then coal prices rebounded. When coal prices subside, Tumbler Ridge may once again find itself struggling if it does not use this timely boost to diversify while it has the chance. Unfortunately so long as markets and companies are able to take advantage of commodities when the “going is good”, there is little incentive for them to do otherwise. Therefore it is up to the community to realize diversification.

Both Tumbler Ridge and Gold River have faced a similar challenges to that being brought upon Mackenzie currently. In each case, focus was given to tourism to attempt to stem the tide of out migration. This worked to some degree, but it must be noted that tourism is not necessarily a panacea and given that tourism jobs do not pay nearly as well as manufacturing jobs, it cannot be a replacement in its entirety.

Tumbler Ridge’s focus on tax exemptions and partnerships with outside investors is an important element that may be something for Mackenzie to consider. Taking advantage of upswing in resource industries is the time when a strong push on diversification should occur even though the element of desperation is not present. Waiting until need pushes change, generally means that a community has to be prepared to experience a downturn, decline, and transition.

However, BC is no longer a place of ghost towns. There has not been a community that has ceased to exist due to a shift or downturn in a primary resource for many decades. There is certainly a time of change and transition but essentially community assets themselves provide enough reason to ensure a community survives. Generally gathering those core community members and the strong drive for community survival are essential keys in weathering the change.

Page: 69 District of Mackenzie Economic Development Strategic Plan

Branding : Delivering a Message and Image

Branding is a critical exercise in defining a region / community to outsiders. In effect, the best scenario is that, for a brief few moments, Mackenzie would have the attention of an investor or corporation looking for opportunities outside its existing base. In that brief period of time, what lasting and impacting message would you like to deliver? What would you need to deliver to get attention, and some next stage all – important follow – up?

As other communities and regions in BC, and, really, throughout all of North America, vie for attention, there is a need to be able to stand apart from provincial, national, and even international ‘competitor locales’.

The days of building brands and tired, clichéd campaigns around ‘quality of life’, or motherhood tag line messages such as ‘live here, play here, invest here’, now disappear into the miasma of everybody else’s identical economic development marketing strategy.

During interviews and discussions, stakeholders in Mackenzie offered these highlights as messages they would like to deliver. It is these, and other related key “taglines” that this chapter will help shape into options for branding the District of Mackenzie.

• Access to industrial power, water for consumption, dispersal of effluent, excess natural gas due to green energy – Industry ready • Geared for industry • Affordable housing • Safe community • Industry separated from residential • Current brand - The Sky’s the Limit - Come work and play where the possibilities are and the sky’s the limit • Progressive, friendly, economically viable community, with outdoor recreation and affordable housing. Great lifestyle and great place to raise kids – family oriented community • Rocky Mountain trench. All seasons outdoors. • Opportunities if willing to take chance • Open for suggestions • Historical – Explore Mackenzie - World renowned for Alexander Mackenzie – fur trade route – Europeans retracing his route – come explore and experience – amazing outdoor experience • Focus on outdoors – offering the outdoor vacation of a lifetime, fishing, skiing, snowmobiling, mountain climbing – visit the top of the world. Can drive into Mackenzie and grab a two piece grab bag at 7 eleven and in ½ hour be at the top Rockies. • Mountains – affiliated with Powder King and the Pine Pass

Any region’s natural and cultural assets as well as a distinctive image and identity can be embraced to enhance economic competitiveness. Five possible asset bundles include: • Built (infrastructure)

Page: 70 District of Mackenzie Economic Development Strategic Plan

• Social • Economic • Natural • Services

As people and companies decide where to set down roots and finances, just like with any other buying decision, they need to feel the emotional connection to their needs and the earned trust to reduce their fears. This can come about through branding38.

• clearly defining a purpose, • being distinct, • consistently communicating a persona, and • delivering on a promise.

Other key elements to consider: • a brand is not a slogan, logo nor an ad campaign. A brand is the relationship between the customer and the product. A brand exists in the mind of the customer and consists of a powerful set of promises that deliver a relevant and distinctive value or a set of services. • Branding a region is not unlike branding any product, service or corporation. The brand promise must be linked to a product or a service to which customers (including business decision-makers, tourists and talent) will be willing to give loyalty. It must be true and believable. It also must have a personality that is differentiated and endearing. • Branding is more than just keeping up with the competition. It’s also about counter-acting lagging stereotypes and defining the region in the way a region needs to be seen. • Location branding has become a powerful tool used to attract outside investment, recruit and retain talent, increase tourism, etc. • Branding is a strategic process for developing a long-term vision that is relevant and compelling to key audiences. Ultimately, the strategy’s goal is to influence and shape perceptions of a culture by identifying and communicating the core promise it makes to key audiences and developing and consistently communicating the core, positive attributes of a culture.39

The value of a regional brand can be seen in several areas:

• More effective communication of opportunities within the region • More effective communication of regional benefits such as quality of life and competitiveness • Coordination of promotional efforts and messages • Ability to target global awareness of the region for purposes of tourism, investment, labour attraction and other promotions. The next several pages contain branding ideas and options. They were developed to portray a mixture of industry welcomed, natural settings / lifestyle, and unique appeal.

38 http://www.brandchannel.com/brand_speak.asp?bs_id=100 39 http://www.sustainablepittsburgh.org/pdf/ExecSummofBuildinganOutdoorRecreationCultureinPghRegion06.pdf Page: 71 District of Mackenzie Economic Development Strategic Plan

Page: 72 District of Mackenzie Economic Development Strategic Plan

Page: 73 District of Mackenzie Economic Development Strategic Plan

Page: 74 District of Mackenzie Economic Development Strategic Plan

Page: 75 District of Mackenzie Economic Development Strategic Plan

Page: 76 District of Mackenzie Economic Development Strategic Plan

Page: 77 District of Mackenzie Economic Development Strategic Plan

Funding

Simply put, aside from the ‘will to act’ that shapes the attitude of stakeholders, nothing is more important than proper and adequate funding made available to get the job done.

Money identifies opportunities. Money creates the ability to seek out key players, and effectively capture their attention. Money creates the chances to sell the community. Money supports the infrastructure of people and resources to deliver results.

Here are a number of strategies that can be employed by the District of Mackenzie.

Representation to Government

Mackenzie will undoubtedly seek assistance from the BC Government, as well as any established funding envelopes already established for the entire Region. In doing so, the District can employ the case of the Regional Net Wealth Balance Sheet model discussed in this Economic Development Plan. It is well entrenched in government ministries, and a strong selling tool in proving a major shift in economic need.

Community Investment Support Program (CISP)

This is a federally funded program that is available to Mackenzie. The program funds (up to 50%) activities related to packaging and readying a community for foreign investment, right up to larger budget foreign investment implementation activities (www.cisp.gc.ca) .

“The Community Investment Support Program (CISP) was launched in 1998 to help Canadian communities attract, retain and expand foreign direct investment. CISP supports non-profit and public-private partnerships at the local community level. The program follows three basic principles: • Focusing on supporting the attraction, retention, and expansion of foreign direct investment; • Work through partnerships; • Sharing costs.”40

Corporations

In many communities where major employers have created employment ‘vacuums’ by virtue of plant closures (permanent or temporary), there have been economic funds established by these corporations. A prime example is the fund that Norske delivered in Powell River.

It would be advantageous to contact Pam Krompocker at Community Futures ([email protected], 1 604 485 7901), who can help shed light as to how this came about, and what support from various sources were sought to help in the discussions with the company.

AbitibiBowater

Bowater has carried out this kind of ‘correction’ in other communities, and indeed, many multinational stakeholders in various resource sectors acquire capacity and adjust production in

40 www.cisp.gc.ca Page: 78 District of Mackenzie Economic Development Strategic Plan light of supply and market demand. That having been said, it would be worthwhile to contact other communities throughout North America where Bowater has closed plants. There may be some model or precedence that can be called upon for Mackenzie.

Funding the Economic Development Function

The District of Mackenzie already has a progressive approach to economic development, in that the District funds two positions, including a separate Tourism Officer.

During the course of preparing this Economic Development Plan, Synergy had the experience of working, not only with a supportive Mayor and Economic Development Action Committee, but with the District’s Economic Development Officer, Carla Seguin.

Carla Seguin proved to be a well informed, astute and proactive economic development resource.

It would be recommended that her operating budget be expanded to permit the effective delivery of whatever elements of this Plan that Mayor and Council decide to act upon.

Other Corporate Contributors

No doubt, in the trickle down impact of employment cutbacks, secondary and tertiary businesses will be impacted, directly or indirectly.

In other communities, these companies have taken an active role by providing either direct funding, or access to resources (infrastructure, contacts, management) towards the delivery of strategies and programs.

Page: 79 District of Mackenzie Economic Development Strategic Plan

China : An Opportunity to Source Outside Investors / Corporations

There is yet another timely opportunity that the District of Mackenzie should avail themselves of. BC is part of the ‘Olympic Family’. With Beijing hosting the 2008 Games, and BC the 2010 Winter Games, there is a strong liaison identified between China and BC. There is a real opportunity to make connections with China-based investors and public or private China companies involved in the key resource sectors that Mackenzie can deliver. • The District represents a strategic source of resource – sector investment, much sought after by China. • China, both its government, as well as its expansive private sectors, have created a capital outflow of $ 18 billion, investing worldwide into resources, value – added, energy and other commodities, many of which Mackenzie is well positioned to deliver. • China is creating 300,000 millionaires annually, many seeking investment outside of China. • While this Plan has been mandated NOT to include tourism, it should be noted that China’s new ‘middle class’ is expected to reach 500 million people within ten years. This newly created class, not even existing ten years ago, has newfound luxuries, like leisure time, and disposable income. When the Accord is finally signed between China and Canada, the floodgates of Chinese travelers will open. Mackenzie, with its array of all season tourism opportunities, would best be prepared and positioned to fully capitalize on this inflow, and the time to do that is NOW, not when the Accord is signed. “ The BC government is establishing a ‘BC-Canada Pavilion’ in Beijing between May – September 2008. This pavilion will be a once in a lifetime chance for BC companies to be in China and part of a world-class event under a flagship banner led by the province. Opportunities can be arranged to meet with prospective customers, partners and facilitators.

BC businesses, through their industry associations, or through co-operative/collaborative interests between groups of BC companies, have the opportunity to: • Showcase their products and services; • Hold meetings with prospective partners or buyers; • Open doors for expanded China–based business; • Deliver audio–visual presentations; • Be recognized as part of the ‘Canada’s Gateway to the Pacific’ brand; and/or • Establish credibility for themselves, by ‘being there’, and being part of the high profile pavilion.

The Pavilion with be located with the Beijing Planning and Exhibition Hall close to Tiananmen Square with over 10,000 square feet on each of two floors. The pavilion will house industry and community showcases, meeting and presentation rooms, visitor information services, exhibitions, and Olympic–related programming.

Delegations from BC who wish to take advantage of this exceptional opportunity to develop ‘exports, partnerships, investment’ are encouraged to work through their representative industry organizations or visit the 2010 Commerce Centre website – www.2010CommerceCentre.ca. “ 41

41 “Think Asia – China 2008” Workbook, BC Olympic and Paralympic Games Secretariat, and Asia Pacific Unit, BC Ministry of Economic Development Page: 80 District of Mackenzie Economic Development Strategic Plan

Appendices

Appendix 1: Stakeholder Interviews Summary

District of Mackenzie

Interview Questions

1. How do you envision that the District of Mackenzie can diversify and grow economically? • Becoming a base for mining exploration – services, machine shops, helicopters, paved runway, industrial land base capacity. • Forestry – Mackenzie is on the radar as they have successfully stopped a mill (CANFOR) from shutting down. Need to expand forestry options and make better use of wood products and secondary wood manufacturing, by-products of sawdust (door jams) • Primarily by focusing and building on what we already have in our backyard i.e. commodities (wood & minerals). • When Mount Milligan – Terrain Minerals – starts there will be the opportunity to attract people to live in Mackenzie. Could be what Kemess did for Smithers • Tourism/recreation - Williston Lake – Mackenzie is a jumping off spot to all the wilderness areas in the north. Need to market the town. It experiences all four seasons. World class recreation • Combining with Powder King Ski Hill (which the Hotel does through ski and stay packages). • Working with First Nations - McLeod Lake – have built assets and are engaged in oil and gas, welcome mining activity. Mill town, all ever been for past 40 years. • Need to build on transportation facilities. Airport has to be upgraded and runway lengthened. Target companies to get them in to use the airport and get direct flights to major communities. • Need more options for youth and education – currently limited. • One industry town - need to get a second industry in. • Hydro metallurgical facility for processing mineral - new technology – high cost but with about three active mines could generate revenue. • Continue to work with the people to have a positive, good attitude, have had, but as people see housing values dropping, job opps dropping, kids having to leave, a lot of them are getting negative. • Attract companies to use the Infrastructure that exists in Mackenzie • Wind farms and renewable energy • Oil and gas • Power generation • Lower cost of commercial and residential lots to allow growth • Call centres/information type businesses

Page: 81 District of Mackenzie Economic Development Strategic Plan

• Marina on Williston Lake with restaurant and float plane dock • Build a highway through Mackenzie to Powder King

2. What do you think are the top three sectors for economic development? • Mining, gas – use Mackenzie as a bedroom community. • Forestry - High percentage of forest of Spruce and Fir – not getting the positive impact of Beetle – cheap wood – going to keep forest. Need to maintain existing forest industry. • Retail market – always been linked to Prince George – so hard to compete. No impact with gas prices. • Tourism, outdoor recreation – based on huge volume of snow and unlimited wilderness • Value added wood processing – doors, windows, wood furniture • Green energy projects – co-generation, wind • Manufacturing • Advanced Education • Have not seen any benefit as of yet in oil and gas but possibly in future – Bear Valley • Bottled spring water.

3. What are the top three short term and long term opportunities and why (not including tourism) Short-term Opportunities: • Keep all of Pat Bell’s (MLA) efforts and initiatives regarding the long term healthy economic future on the front burner and build on them i.e. huge amount of fibre left in our area and less beetle kill impact than other hard hit communities. • Mining Development – Swiss investors have been looking at it – go to trade shows – set up meetings – Bethune Coal Project, Mount Milligan - smelting • Services in Mining. Need to make the services available and known. Find out what mining companies are looking for and create it. • Containers – spur rail line – look at investing in a reload facility – investors from Prince George looking around. • Value-added would be tough – lots of industrial land however. Wooden utensils – light – discussions going on with investors – need to make them known as an option – homes, windows etc.. • Trades education • Training facility for Olympic athletes competing in 2010 Olympics. Biathlon high performance team in Mackenzie. Contact sports teams and provide them information regarding training opportunities • Promote affordable housing for people in construction and when Mount Milligan and Mackenzie Green Energy goes forward – expand building lots

Page: 82 District of Mackenzie Economic Development Strategic Plan

• Beautify town • Renewing signs at Mackenzie junction • Connector road to Fort St. James • Marketing town – clean air, water, safe place, affordable housing. Negate (somehow) all the negative media hype regarding Mackenzie as a dying community. Investors need confidence in a community’s long term future. • Outdoor recreation • Spirit Square (money received from government) • Community forest with McLeod Lake • Community practice and leadership training – training people up to be leaders (MOF) • 2009 BC Northern Winter Games • Support consumer sector, restaurants, clothing stores, fast food • Use tax base to build trails systems that bring people to town • Build infrastructure for recreational snowmobiling – porch to powder – the next Revelstoke • High speed internet for residential areas Long-term Opportunities: • Airport improvement – AKIE mining – upgrades to airport. Mackenzie owns airport. Expand air service • Hotel / conference capabilities. Under serviced. • Opportunities to enhance recreation opportunities and other tourism options – world class. Bring all tourism opportunities, wildlife, forests, fishing, under one umbrella as a package. • Mining – continue to show mining companies that Mackenzie can be a bedroom community for their employees and a shipping point (railhead), and supply centre for their potential mines in the area. • Oil and gas opportunities • Green Energy Projects – Mackenzie Green Energy Project just received environmental certificate and will go into development in the summer / fall 2008 from a construction standpoint. Other spin-off opportunities that are created. • Entrepreneurial activity • Expand the golf course • Promote lifestyle for people looking to move to that sort of thing • Bedroom community for Powder King • Senior’s housing complex • Construction, trades and contractor businesses i.e. machine shops • Penal institution or something else government based needed for the region that will bring in a reliable continuous tax base. • Build on forestry diversification opportunities (e.g. Mackenzie Green Energy).

Page: 83 District of Mackenzie Economic Development Strategic Plan

• Develop industrial barging on Williston Lake in an environmentally sound and fish friendly way. E.g. Williston Lake icebreaking barge used by Canfor and the proposed ice breaking coal barges proposed by the Gething coal mine development company on the Peace Reach of Williston Lake near Hudson Hope.

4. Who are the possible champions who can spearhead these opportunities? • Municipality – working with businesses and mining • Economic Development Officer – building relationships • MEDSAC • Provincial government (through Pat Bell) • Major industry leaders – three big companies • Companies interested in economic gain (and expansion) in the geographic area e.g. Terrane Metals • Chamber of Commerce – work with retail • Mayor and Council • Mr. Francis – forestry – COP program • Small Business – Mackenzie Hose – Kevin Neary – well connected – small business sector, Finning – Dave Pakeski • Individually – community • Trish Jacques • Clint Derosiers • Mel Botrakoff • McLeod Lake – looking to do a joint information centre / interpretation centre at Mackenzie junction. • Entrepreneurs in the community • Someone in retail sector – True Value, Pride of McLeods • Airlines • Hotel chains

5. What funding is available for these opportunities? • Regional District of Fraser Fort-George, Peace River because they get the taxes – more help / partnerships. • Government – Leslie Lax with Ministry of Ec Dev – might be good source around for funding regarding containers • Companies looking to expand in the area. • Initiatives PG also good as source of money from a partnership perspective. • Airport grants, need to expand runway another 1,000 feet Page: 84 District of Mackenzie Economic Development Strategic Plan

• Mackenzie is not a poor town and is one of few municipalities that has zero debt – opportunities getting citizens involved. Boy scouts, schools to get involved. Also build community pride. • Expansion of health opportunities – health practitioner grants • Ministry of Forests – Leadership • Government – town square funding • Beetle funding – have applied for connector road • Major companies maybe – however in the past the town relied on that and now company policies have changed • Northern Development Initiative • There is money – depends where priorities are • Aboriginal Business Canada • Joe public needs to be made aware of what’s out there.

6. Are there potential partners and if so, who? • Mining companies • AMEBC – Association of Mining Exploration BC – get name out there for development • McLeod Lake Indian Band – Duz Cho logging – construction. • BC Rail – mandated to sell land in industrial area • Attractive for investors from an infrastructure – economy in general and value of dollar • Omineca Beetle Action Coalition – strategies help move communities forward – networking • Northern Resources Society – COP presentation – community practice – used to be McGregor Model Forest • BCTS doing work in area • Mackenzie Hose and Fittings • Tourism services could help out in the mining field • Contacts being re-established with Manufacturing • Fort St. James • Tumbler Ridge

7. What are the top three strengths of the region? • Resource rich • Development friendly community • Affordable housing • Spur rail line – good existing transportation infrastructure

Page: 85 District of Mackenzie Economic Development Strategic Plan

• 30 km off main highway – safe place to raise kids – not a transient population – environmentally safe – clean water. • Strong tax base from mills and no debt • Strong fibre base that is relatively healthy • Exceptional recreation facilities and parks and guaranteed snowfall and can be inviting to snowmobilers where otherwise they are becoming restricted • Skilled workforce in trades • Community college branch • Lake Williston and pristine wilderness area and other natural resources • Town with good infrastructure • Close to Prince George which has international travel facilities • In the gas and oil region • Person assigned exclusively to tourism • Have kept residential area separate from industrial so it is more attractive • Location • Opportunities that are still there for business

8. What are the top three weaknesses? • Limited retail and service sector (outside of mill services) – can’t buy a bra in Mackenzie – community doesn’t support local business • Not a lot of idle workforce and have union mentality. Unrealistic expectations. People are used to high wages and not willing to work otherwise • Long winters • Remoteness • Difficulty keeping population base and the community is unstable • PG just a hop away so a lot of consumer loss to that • More curtailments by manufacturing • Situation close to oil and gas • Not ready until things come down the pipe • Not enough community involvement • Culturally conservative and community is a bit insulative – not wanting other people in • Strong fear of competition - Few businesses trying to keep others out • Black flies and mosquitoes • Rising labour and fuel costs • Heavy reliance on the forest industry – dollar, housing market in U.S.

Page: 86 District of Mackenzie Economic Development Strategic Plan

• Lack of medical services - No optometrist - can’t give birth in the town – hospital has only 5 beds • Not enough to keep young people in town – bigger companies not offering apprenticeship or just the way the economy going, extracurricular activities are limited • Airport limited • Town needs updating

9. What are the key barriers for the District to diversifying and growth and how can they be addressed? • Money for marketing the town and the economic opportunities. • Unrealistic expectation and poor work ethic around job opportunities – companies want to stay away because of union workforce mentality – need to work with actual companies to see how they can help change this mentality • People leaving because of volatility of manufacturing and the challenge is to hang on to the population base. No spirit of staying • Some First Nations are forces to contend with in their pursuit of economic development. Different Bands with different strategies. Relationships with Bands has been avoided. Solution is partnering more and understanding the First Nations. • No control over education, healthcare, big business. • Medical professionals need to be attracted to town – have to work harder to attract medical professionals – even if only come from PG. They pay up to $45,000 - $60,000 for doctors and locums, providing them with internet connection, take them out to lunch, bought an apartment. But they want more. Would like 2 doctors, nurse practitioner, and support nurses. However, people need to look after their own healthcare. • Government is taking money away from schools. Lost $100,000 – lose teachers. • Corporate sponsors are not the best – Abitibi not interested in supporting the town. • Need some sort of education to the community to get them to wake up. New mayor and council is a good sign. This council no hidden agenda. Help community understand timelines of economic development. • Economy is fluctuating like mad – export based community so dollar is hurting – instability • Complacency - Younger community is willing to complain but don’t really think or do much about it because they don’t plan on staying. Need to target efforts to appeal to that group – what do you need to stay? • No retirement facilities or seniors centre. • Need to lobby and market the town through – advertising, contacting – get out and promote community specifically to people who might want to come in. Find people in the community who can help new businesses find what they need. Economic development officer role/function • Focus on the community – rather than work – take pride in the town you live in and place you come from. McLeod is involved in so many things – involved in old growth management areas. Still be a one industry town but incorporate other things in the planning – skidoo trails, ski trails and animals.

Page: 87 District of Mackenzie Economic Development Strategic Plan

• Environmental issues

10. What is the brand or message you would like the District of Mackenzie to be identified by? • The one they have right now – The Sky’s the Limit • Come work and play where the possibilities are and the sky’s the limit • Progressive, friendly, economically viable community, with outdoor recreation and affordable housing. Great lifestyle and great place to raise kids – family oriented community. • Rocky Mountain trench. All seasons outdoors. • A place that people would like to visit and live – safe, beautiful community, lots of recreation. • Opportunities if willing to take chance • Open for suggestions • Historical – Explore Mackenzie - World renowned for Alexander Mackenzie – fur trade route – Europeans retracing his route – come explore and experience – amazing outdoor experience • Focus on outdoors – offering the outdoor vacation of a lifetime, fishing, skiing, snowmobiling, mountain climbing – visit the top of the world. Can drive into Mackenzie and grab a two piece grab bag at 7 eleven and in ½ hour be at the top Rockies. • Mountains – affiliated with Powder King and the Pine Pass

11. Is the community supportive of growth? • Yes – after what has happened with CANFOR, Talbot, dollar however are afraid of risk. • Yes but reasonable growth. Most like the small town atmosphere. Population growth to 7,500 would be ideal. Would allow community to be sustaining for services and businesses. • Community wants culture and history • McLeod Lake is progressive and inclusive. • Lots of people that don’t want to leave. People of Mackenzie want to make this work – a lot of support but not sure how to go about it. • Not taking advantage of clean water. • McLeod Lake is so close to Mackenzie – bit of an identification thing – go into Mackenzie on a regular basis therefore First Nations supportive of growth. • Not necessarily ready for international invasion • Yes – but they are comfortable in where they are – be careful what you wish for because with growth come transient traffic and crime

Page: 88 District of Mackenzie Economic Development Strategic Plan

Appendix 2: Community Survey

District of Mackenzie Economic Development Opportunities Survey: Your Ideas Count :

Synergy Management Group Ltd. (www.synergy1.ca) has been contracted by the District of Mackenzie to design an Economic Development Strategy. Part of the process of developing such a Strategy is to carry out community and stakeholder consultations to garner the input and vision of the community.

The results are confidentially summarized, and given consideration in the Economic Development Strategy being created.

If you would like to provide input, please take a moment and answer the following questions.

The survey may be dropped off at the District Office by December 10/07.

In what way can the District of Mackenzie diversify and grow its economy? 1 2 3 What are the top three sectors for economic development (not including tourism)? 1 2 3 What are the top three opportunities in each sector, and why (not including tourism)? Sector? Sector? Sector? 1 1 1 2 2 2 3 3 3 Who are possible champions or partners who can spearhead these opportunities? 1 2 3 What are the top three strengths of the region? 1 2 3 What are the top three weaknesses? 1 2 3 What barriers might the District run into, and how can they be addressed? 1 2 3 If you had investors or outside companies sitting across the desk, what would you want them to REALLY know about Mackenzie? Chose what you think might make a difference for them to invest, set up shop, or simply remember Mackenzie well

Need more space? Use the back of this survey form.

Want to cover anything not included in this survey? Again, use the back of this survey form.

Page: 89 District of Mackenzie Economic Development Strategic Plan

Appendix 3 : Review of Past Reports / Efforts

Community and economic interests across northern BC identify a range of sectoral options for economic diversification, both within and across economic sectors, in order to mitigate impacts of market fluctuations.

Reports were provided by the District of Mackenzie and have been reviewed below. Additional research was undertaken to review other reports that included the Mackenzie area but in essence covered a larger region. A number of reports and forums have been carried out for the north as a whole. In those instances, where these reports are reviewed below, only those elements relevant to Mackenzie have been detailed, for the most part.

Best Results and Recommendations:

Report: District of Mackenzie Economic Development Opportunities Analysis: Economic Profile Sectored Market Analysis Action Plan, 2004, Regional District of Fraser-Fort George (Hardcopy)

Cluster or industry specific • Industry specific. Profile and segmented market analysis

Strengths identified • Mayor and Council committed to finding new business opportunities • High median income compared to province except for females • Affordable housing (average value less than half the average for the province) • Low unemployment (could also be a weakness) • Strong forestry manufacturing sector • Road, rail and air access

Resources (physical, human) identified • Forest timber • Well located as a supply centre for exploration and development of mines • Land base conducive to extensive tourism • Recreation market

Strategies Recommended • Opening for local business or industry to increase the degree to which they supply or service the forest industry • Mackenzie should continue to evaluate potential value-added or hardwood operations and seek out potential investors • Local suppliers must be able to demonstrate that they are capable on an ongoing basis of providing the required goods and services in a timely manner, quantities required and desired quality at a competitive price.

Specific opportunities cited • Mackenzie needs an automobile dealer or service centre authorized to do a full range of warranty repairs • Efforts made to retain seniors resulting in an expansion of the local economy and in stabilizing the community

Page: 90 District of Mackenzie Economic Development Strategic Plan

• Arrange to supply lath and kiln strips from local operators in Mackenzie at less cost than they are being purchased from Prince George • Intensive or alternative uses of forest resources such as the use of fibreclay as a value added alternative in the pulp and paper industry, unconventional sources of fibre for chips, pellet fuels, potential for hardwood products and value added wood products. • Cogeneration of power • Tourism – servicing the local market and developing destination type attractions • Increase ‘in-service’ training opportunities in the community • Due to the young well-paid population and children, there could be unique unfilled, retail opportunities in the youth market and for recreational equipment and opportunities • Recreational opportunities – snowmobiling, heli skiing, ATV and horse back riding, Powder King • Bijoux Falls rest area advertising opportunities

Implementation suggestions offered • For forestry, mining and retail – a process to create “ import substitution” and win the business of providing supplies and services: o Champion to facilitate collaboration between independent businesses and major industries and to encourage local businesses to consider new opportunities o Method of providing local businesses with information on the advantages that might accrue from new opportunities o Data-base indicating what services and supplies are sourced from outside the community o Definition of the local market o Educate local businesses about criteria for timeliness, quality, quantity and price so they can compete with outside suppliers o Raising awareness of potential opportunities o Business consulting services to assist local businesses o Assistance in accessing the financing required o A plan of promotion of success • Review the Bibliography Of Community and Economic Development Research Relating To B.C.’S Forests and Forest-based Economic Development – Opportunity for the District of Mackenzie, identifying likely prospects and then doing an initial analysis of whether conditions in Mackenzie are likely to be at all favourable to the opportunity o analyzing issues such as fibre supply, market conditions, special technical requirements o prospect potential investors • Contact other communities that have had to contend with the arrival of big box stores. Retailers need to focus more clearly on their customers’ requirements to seek market niches that the major retailers do not fill.

Mining • Greater connectivity between the community and the industry leaders in mining • Provide local businesses with information that will help them qualify for new opportunities • Process to make potential local investors and existing businesses aware of opportunities • Encourage Duz Cho Logging to move their operation to Mackenzie – see report for implementation suggestions.

Retail • Prospect for entrepreneurs to fill in the gaps by identifying the retails service gaps

Page: 91 District of Mackenzie Economic Development Strategic Plan

• Work with manufacturers’ representatives and others to identify potential investors who can be enticed to fill the gaps

Tourism – options are offered but not reiterated here.

Recreational opportunities • Define the client base and then determine what Mackenzie can sell them. • Invite successful owners to come to Mackenzie to discuss the recreational business opportunities. Find one recreational pursuit that Mackenzie can compete with on a provincial, national or global scale.

Funding and partnerships identified • Partnerships in the forest industry • Northern Development Initiative Trust

Community or regional project champions identified • Economic development officer

Roadblocks identified and mitigating strategies offered • Difficulty determining exact challenges for Mackenzie because data supplied through BC Stats and Stats Canada is rolled in with Prince George so difficult to get a specific picture. This needs to be separated. Mackenzie needs to lobby to be recognized as an independent entity. • Faces considerable competition from Prince George and other locations for the role of supply centre for mining as well as forestry • Commercial development experiences considerable leakage of consumer spending to Prince George and other communities. Contact communities that have had to deal with similar issues to determine if their solutions are transferable to Mackenzie

Forestry • Reallocation of annual cutting rights and the tie of timber to particular mills • Product mix needs to increase such as using wood waste for energy, or increase value- added of hardwoods • Structure of local industry insofar as to where employees, services and supplies are drawn from – need to improve the competitiveness of the local merchants • Most of the AAC is already allocated • Many of the services needed by the forest industry are drawn from outside the community • Fewer local businesses are servicing or supplying logging camps than used to be the case.

Retail and Services • There are not enough potential customers to make locating in Mackenzie a viable option for certain businesses to set up and for retail the competition is fierce.

Report: Implications of Changing Commuting Patterns on Resource Town Sustainability: The Example of Mackenzie, British Columbia, October 30, 2000, Greg Halseth and Lana Sullivan, University of Northern BC. (Hardcopy)

Cluster or industry specific

Page: 92 District of Mackenzie Economic Development Strategic Plan

• Neither – investigates the problems around the fact that some individuals who work in Mackenzie chose to live elsewhere

Strengths identified • Mackenzie has all the basic requirements of a small community • Impressive recreation centre • Infrastructure • Safe community and good environment to raise children • Recreation opportunities

Resources (physical, human) identified • Recreation centre • Telecommunications

Strategies Recommended • Improvements in the local shopping, services and access to health care • Diversify the local economy for more job opportunities for spouses and youth

Specific opportunities cited • Direct opportunities to youth (recreation and work) • Build on positive aspects of Mackenzie – community improvements

Implementation suggestions offered • None in particular

Funding and partnerships identified • None in particular

Community or regional project champions identified • Local government

Roadblocks identified and mitigating strategies offered • “ Extra community” commuting

Report: Community Tourism Essentials, Mackenzie, April 5, 2006, Tourism British Columbia (Hardcopy)

Cluster or industry specific • Industry specific - tourism

Strengths identified Attractions • All-season attraction for outdoor sports – good facilities • Ski facilities of international standards • Morfee & Williston Lakes – Water Sports • Great Trails Systems for Snow Activities

Services • Cross Country and Downhill ski rentals • Well maintained roads

Page: 93 District of Mackenzie Economic Development Strategic Plan

• Hospital, police, fire department • Airport

Hospitality • Friendly community • Local radio station • Full-service golf course • Variety of services at the recreation centre

Infrastructure • Good water • Rotary Park, John Dahl Park, Morfee Lake and Beach • Streets well maintained and snow removal

Promotions • Radio Station • Partnership with the District and Chamber • Good availability of Visitor Guide • Conferences and Events

Resources (physical, human) identified • As noted in strengths

Strategies Recommended • Need more and modern signage – remove unwanted signage • Make community aware of local attractions • Re-establish mill tours • Create conference and meeting facilities • Streamline business hours for shops/services • Increase accommodation inventory • Create evening entertainment events • Improve customer service quality • Improve community spirit • Beautify Town’s appearance • Improve road maintenance to attractions • Create facilities for seniors • Improve building maintenance • Create a Tourism Marketing Plan • Upgrade caboose

Specific opportunities cited • As implied above

Implementation suggestions offered • Detailed action plan provided in report to address above – see report.

Funding and partnerships identified • Tourism BC • Highways

Page: 94 District of Mackenzie Economic Development Strategic Plan

• Local media • Local Mills • Local entrepreneurs • Business owners • Service clubs • Theatre groups • Food-supply companies • Soft drink bottlers • Breweries • NRAHTA • NBCTA

Community or regional project champions identified • Municipality • Chamber of Commerce • EDO

Roadblocks identified and mitigating strategies offered • None as such noted

Report: The Community of Mackenzie Strengths, Weakness, Opportunities, and Threats Analysis, July 2005, The College of New Caledonia http://www.cnc.bc.ca/__shared/assets/The_Community_of_Mackenzie8235.pdf

Cluster or industry specific • Neither – report is a SWOT Analysis

Strengths identified • Access to high paying jobs that includes good benefits, pension, and opportunities for advancement. • Great recreational opportunities and access to outdoor activities; such as, hunting, fishing, camping, ‘quadding,’ dirt biking, birding, skiing, snowmobiling, and snowshoeing. • Small town living; including, cleanliness, safety, clean water, very little crime, safe place to raise children, short commute to work, no traffic, and generally a caring and friendly community in which to reside and raise a family.

Resources (physical, human) identified • See strengths above

Strategies Recommended • Provide better services to seniors, women, and youth; • Expand access to the arts and cultural activities; • Diversify the economy; • Expand business base, quality of life can be increased in our community. • Develop the outdoors better to attract tourists to the area.

Specific opportunities cited • None specifically

Implementation suggestions offered

Page: 95 District of Mackenzie Economic Development Strategic Plan

• Not relevant

Funding and partnerships identified • None noted

Community or regional project champions identified • None noted

Roadblocks identified and mitigating strategies offered • Lack of economic diversification and development in business sector – see above • Dependence on one industry, which is vulnerable to changing government policies and fluctuating world commodity prices, needs to be addressed using a more proactive approach by local government. • Lack of medical services and health care facilities, particularly for seniors – no mitigation offered • Lack of opportunities for women in the 31- to 50-age group – see above • Isolation of the community and the distance to Prince George, particularly during the winter – no mitigation offered • Lack of shops, services, and daycare facilities – see above • Accessibility to and abuse of alcohol and drugs – no mitigation offered

Report: Tourism Development in Mackenzie, Report of the Rapid Rural Appraisal, May 9, 2007, Tourism Research Innovation Project Study Team

Cluster or industry specific • Industry – amenity based tourism and recreation

Strengths identified • Mackenzie’s competitive advantage in its product potential since most communities do not have access to assets that can draw a wide range of markets throughout the entire year. • Well-developed recreation infrastructure

Resources (physical, human) identified • Natural Assets - lakes, mountains, forests, snow and wildlife • Cultural Assets – recreation infrastructure • Historical Assets – First Nations, historical exploration (e.g. Mackenzie)

A detailed asset table is provided in the appendix of the report

Strategies Recommended • Develop an advisory committee to undertake a strategic plan to a) provide guidance to the marketing coordinator, b) enhance product and c) provide visitor information services. Suggestions include stakeholders such as McLeod Lake Indian Band, local operators, clubs and associations, key attractions such as museum, Banding station and Chamber of Commerce. • Undertake a community signage program to provide consistent, themed signage along the highway, within the community and at various sites. • Eliminate outdated signage and incorporate suggestions as provided in the appendix to the RRA report.

Page: 96 District of Mackenzie Economic Development Strategic Plan

• Develop a tourism strategy that defines a common vision for tourism and identifies a series of action steps for both product development and marketing. • Update the official community plan with input from residents and a focus on destination development to ensure that infrastructure and land use facilitates the vision of the tourism strategy. • Develop a land use planning process that seats various recreation stakeholders around the table to determine needs, designate access and use, and proactively address conflict. Ensure motorized and non motorized users are provided balanced input, develop trails for different (vs. multiple) uses, and provide certainty for balanced development. • Review the potential of developing the final 6 km stretch that could link the northern road out of Mackenzie through Tony Creek to the road coming west from north of Powder King. This stretch would be beneficial to tourism in three ways: a) the provision of safety measures to evacuate visitors in the case of emergency, b) the provision of access points for additional recreation usage along the corridor and c) the opportunity for circle tours via enhanced access. • Develop a consolidated travel planner that identifies key assets and is provided to visitors before they arrive to Mackenzie. • Develop a tourism brand to instil an image of Mackenzie into the minds of visitors and use the brand on all materials such as marketing, maps and signage. • Develop a festivals and events calendar for Mackenzie and surrounding area to facilitate travel (include in the travel planner, the VIC’s and the web). • Consider developing a few seasonal signature festivals or events and promote them widely to help put Mackenzie on the map for visitors. • Review and enhance visitor information and services taking into consideration facility, placement, seasons of operation and services provided to visitors (retail sales, bookings, etc)

Specific opportunities cited • Walking Trails around Morfee Lakes • Grading of roads to Dina Heather lakes • Enhancement of the Caboose at the junction • Expanding the golf course

Implementation suggestions offered 1. Consolidate marketing materials into a travel planner (summer 07) 2. Develop festivals and events calendar (summer 07) 3. Develop an advisory committee (fall 07) a. Develop a tourism strategy (product development and marketing) (fall 07) b. Develop a tourism brand (fall 07) c. Initiate community signage program (fall 07) d. Review and enhance visitor information services (fall 07) 4. Update OCP with respect to destination development (fall 07) 5. Initiate a land use planning process (fall 07) 6. Review emergency preparedness for visitor evacuation (fall 07)

Funding and partnerships identified • None in particular

Community or regional project champions identified • Local government • Tourism Officer

Page: 97 District of Mackenzie Economic Development Strategic Plan

Roadblocks identified and mitigating strategies offered • See above in strategies

Report: See It from Our Point of View, Community Profile, February 2007, District of Mackenzie http://www.district.mackenzie.bc.ca/pdf/MackenzieProfile.pdf

Cluster or industry specific • Neither – it is an economic profile but the section on the economy looks at industries.

Strengths identified • Implied strengths – Low cost of housing, airport, forest resources, recreation opportunities

Resources (physical, human) identified • Forest resources, recreation facilities, available land stand out although the entire profile is about listing the community’s resources.

Strategies Recommended • Not relevant to this report

Specific opportunities cited • Not relevant to this report

Implementation suggestions offered • Not relevant to this report

Funding and partnerships identified • Not relevant to this report

Community or regional project champions identified • Not relevant to this report

Roadblocks identified and mitigating strategies offered • Not relevant to this report

Report: From the Bookshelf to the Bottom Line, Economic Development Forum Report, October 26 – 28, 2005, November 2005, T. Weninger and Associates Inc. http://www.cfdc.bc.ca/bank/Documents/%7B61B476C6-C881-454F- 9BC9-2A64635E4B0%7D_FINAL%20REPORT%20Bookshelf%20to%20Bottom%20Line.pdf

Cluster or industry specific • Neither – general discussion about Northern BC

Strengths identified • Abundant Natural Resources • People • Transportation infrastructure: air/rail/ports • Pending crisis to motivate / recognition of urgency

Page: 98 District of Mackenzie Economic Development Strategic Plan

• Economic development infrastructure

Resources (physical, human) identified • Natural resources • First Nations, youth

Strategies Recommended • Improve collaboration and cooperation • Engage First Nations • Grow the skills workforce - The current shortage of skilled workers will hinder economic development. Economic development officials can help address the shortage by: • Supporting and challenging local training institutions in accessing and re-focusing funding for delivering training programs • Supporting appropriate immigration policies • Facilitating industry buy-in • Assisting and accessing the First Nations expanding labour pool. • Develop Northern Friendly Government Policies • Enhance Communication and Information Systems

Specific opportunities cited • 2010 Olympics: Many opportunities for northern communities. Western Diversification (WD) is committed to helping businesses benefit by holding procurement workshops. So far, we have trained 300 people in BC, and have trained trainers to continue training more. WD encourages further work on this. 2010 offers opportunities to diversify the region’s tourism infrastructure and many other opportunities. WD wants to leverage 2010 opportunities. • Asia Pacific Market: You need to build the trade partnership with the Asia Pacific. Rural communities produce more than ¾ of all goods exported. Investments in transportation and trade links are key. WD has contributed $265,000 to support Export North.

Implementation suggestions offered • See strategies above

Funding and partnerships identified • Western Diversification • Northern Development Initiative Trust

Community or regional project champions identified • None noted

Roadblocks identified and mitigating strategies offered • Human resources capacity • Land claims unresolved • Infrastructure development • Government policy • Pine Beetle epidemic • Access to capital

Page: 99 District of Mackenzie Economic Development Strategic Plan

Report: Northern Economic Development Forum 2006, Capitalizing on Opportunities, September 13 – 15, 2006, October 2006, A. Beesley http://www.cfdc.bc.ca/bank/Documents/%7BB2DF4E97-E82D-42AD-8323- 7DFF1143E59C%7D_NE%20Forum%20Final%20Report.pdf

Cluster or industry specific • Industry specific

Strengths identified Mining • There are significant deposits and activity in Northeastern BC, the North-central and Northwestern BC regions i.e. coal & coal-bed methane, ores and concentrates of gold & copper.

Resources (physical, human) identified • Mining resources • Oil & Gas • Forest resources • Tourism assets

Strategies Recommended • Lack of enough skilled workforce surfaced in every industry and therefore the importance of ensuring a skilled workforce is available to help these opportunities be realized, is important.

Specific opportunities cited • Ports and transportation – due to the container port in Prince Rupert – opportunities in manufacturing, both importing and exporting • Tourism – culture clustering • Mining • Oil & Gas

Implementation suggestions offered • None in particular

Funding and partnerships identified • Government, local and provincial • First Nations • Industry

Community or regional project champions identified • None in particular, it was noted that each attendee consider themselves a champion if they want to see things move forward.

Roadblocks identified and mitigating strategies offered Mining • Transportation infrastructure and access/transportation are issues to address; • There is a need for more electrical power to support industry demands; Industry can and is: • Training for workforce requirements;

Page: 100 District of Mackenzie Economic Development Strategic Plan

• Engaging First Nations and employing aboriginal people; • Working with communities and First Nations for environmental assessments; • Monitoring and addressing environmental factors constantly (water quality, fishery habitat, wildlife, forestry).

• There is an outstanding sore point about lack of willingness to collaborate. Everyone needs to be more open to collaborations if achievements are to be had.

• While it was acknowledged that ‘proper’ collaboration and consensus building was a requirement, it will not always be possible to achieve complete agreement, and we must move forward with plans in a responsible but bold manner, or if we wait too long, the opportunities will pass us by.

Report: Mackenzie Green Energy Centre, Mackenzie Green Energy Inc. http://www.mackenziegreenenergy.ca/documents/Mackenzie_OnePager_October2006.pdf

Cluster or industry specific • Industry specific

Strengths identified • The project is a multi-million dollar investment that will create thirty-one permanent, high quality jobs. • Another 200 new jobs will be created during construction of the project, over a 24 month period. • The project will also reduce Pope & Talbot’s reliance on natural gas, thereby reducing their operating costs and increasing the competitiveness of their operations. • It will provide millions of dollars in new revenues for local businesses in northern BC communities through the supply of materials and services during the construction and operation of the plant.

Resources (physical, human) identified • Wood waste from pine beetle wood and mills

Strategies Recommended • Not relevant to this report

Specific opportunities cited • Mackenzie Green Energy Centre proposes to harness energy from woodwaste in BC’s northern interior to produce enough green electricity for up to 50,000 homes per year, provide an economic source of steam to the Pope & Talbot mill through co-generation, eliminate up to six beehive burners and contribute to improved air quality.

Implementation suggestions offered • Not relevant to this report

Funding and partnerships identified • Possibly Pope & Talbot and Mackenzie Green Energy Inc.

Community or regional project champions identified

Page: 101 District of Mackenzie Economic Development Strategic Plan

• See above

Roadblocks identified and mitigating strategies offered • Not relevant to this report

Report: The Connected North: Moving from northern strength to northern strength, August 16, 2004, Greg Halseth, Leslie Lax, Don Manson, Oncar Buttar, and Sean Markley http://web.unbc.ca/geography/faculty/greg/research/edvs/projectReports.html

Cluster or industry specific • Neither. This report is more about creating northern focused, comprehensive, long term, economic development policies and strategies that will generate new economic opportunities for residents and enhance the overall well-being of the region. However it does discuss innovation clusters around knowledge, skills and transportation

Strengths identified • The small town characteristics of safe and familiar communities can provide an ideal setting for recruiting both young families and retirees. • The northern pace and quality of life can be a foundation for economic development around outdoor lifestyles. With the connectivity of the ‘information age’, northern communities are attractive economic and quality of life destinations for companies seeking to relocate from expensive and congested metropolitan areas while still remaining ‘plugged in’ to the global economy.

• Rural and small town places have an affordable lifestyle and quality of life that form the foundation for new economic development assets. • A northern vision is clearly rooted in the interaction between people, the environment, and a high level of quality of life.

Resources (physical, human) identified • Natural Resources

Strategies Recommended • Education and training are key for capitalizing on changing opportunities • Community Capacity Building is needed to support economic renewal diversification, and to meet the changing needs of industry and governance in the north • Youth Opportunities in education and training, and jobs with opportunities for advancement • Economic Strength and Diversification to ensure that more resource industry benefits accrue to northerners • Financing, Investment, and Funding that works for the north • Infrastructure improvements for both physical and human capacity issues • Marketing and Branding that values northern BC’s characteristics and creates new opportunities in new markets • A Collective Voice to increase the visibility of the region in policy debates and the marketplace • Partnerships in Decision-Making within and between communities and sub-regions • A Framework that is northern based and recognizes community assets and aspirations Page: 102 District of Mackenzie Economic Development Strategic Plan

• A Northern Context that recognizes the ‘quadruple bottom line’ of economy, society, environment, and culture • Support Mechanisms that make efficient use of existing economic development tools/institutions and builds on the community development supports at our educational institutions • Building Blocks for Community Development that include tools to create economic and community knowledge.

Specific opportunities cited • Repackaging of existing assets to create strategic opportunities to fit with a flexible and rapidly changing marketplace. • New potential in: seniors’ services; tourism; new information technology; small town quality of life; the hydrogen economy; innovations in the resource sector, including inter-sectoral linkages; alternative energy sources and completion of the power grid in the region; and education based activities. • Other sectors relevant to Mackenzie include: • tourism and recreation • transportation • forestry and mining • retirement • energy • education • services • Mine service industries typically provide road maintenance, aviation access, and catering support to mining camps. These are the same skill sets required to support resort developments, wilderness training and educational facilities, and a host of other activities that capitalize on the natural amenity base to identify clients in the cohort of affluent and educated people nearly the early years of their retirement. • Oil and gas is an important part of BC’s economic base. Like with other resource sectors, the development of local skills, capacities, and technologies will create opportunities to stem economic leakage and such are also often readily transferable to other economic pursuits through innovation and adaptation.

Implementation suggestions offered Suggestions for how to renew the economic strength of northern BC: • Settle treaties in a fair and timely fashion • Complete the electrical power grid across the region to facilitate new economic development opportunities in northern BC • Move forward with the next steps in discussions about creating some form of a Northern BC Regional Development Council • Direct Funding to “Potential Actionable Items” as identified through the community meetings • Move on the various suggestions for a Resource Revenue Sharing arrangement with the region’s aboriginal and non-aboriginal communities • Greater cooperative and coordinated policy development within and between all levels of aboriginal and non-aboriginal government to support economic and community development across the region

Must re-bundle assets to create new strategic opportunities and advantage.

Page: 103 District of Mackenzie Economic Development Strategic Plan

Funding and partnerships identified • Community economic development institutions • Baseline Target Investment Initiative • Youth Strategies for Northern and Rural Communities • Strategies for an Aging Population in Northern and Rural Communities • Community Asset Mapping • Community Foundations Information Package • Northern Development Initiative (NDI)

Community or regional project champions identified • Other communities if seeking to broaden geographical scope. • Community itself • First Nations

Roadblocks identified and mitigating strategies offered • Population: youthful First Nations population, population declines in rural and urban centres in the north; and an aging non-aboriginal population; • Service reductions and consolidations, in particular health and education services; and • Resource wealth that is draining out of the region and needs to be returned to renew the community and economic infrastructure.

Report: Regional District of Fraser-Fort George Strategic Priorities, June 2006 http://www.rdffg.bc.ca/Report_Library/SP.pdf

Cluster or industry specific • Neither

Strengths identified • Not relevant to this report

Resources (physical, human) identified • Not relevant to this report

Strategies Recommended • Relations with First Nations • Economic Diversification • The RDFFG will participate in and support efforts, which will diversify the region’s economy. • The RDFFG will consider use of its Economic Development service (currently inactive) in support of economic diversification planning and initiatives. • The RDFFG will consider a Regional Growth Strategy project, described in the “Comprehensive Planning for the Region” section of this document. • Cultural Diversification • Transportation Infrastructure • Healthy Communities • Public Safety • Corporate Image • Service Provision

Page: 104 District of Mackenzie Economic Development Strategic Plan

• Mountain Pine Beetle • Succession Planning • Comprehensive Planning for the Region

Specific opportunities cited • None

Implementation suggestions offered • Economic Diversification: • The RDFFG will identify its regional economic diversification role in the context of other organization’s interests, mandates and abilities; and update its Industrial Land Study.

Funding and partnerships identified • Themselves with other communities • Northern Development Investment Trust

Community or regional project champions identified • None

Roadblocks identified and mitigating strategies offered • None

Report: Sustaining Prosperity 16-97 Economic Alliance, July 20, 2006, Regional District of Fraser-Fort George http://www.initiativespg.com/ipg/media/downloads/16-97EconomicAllianceRDFFG.pdf

Cluster or industry specific • Neither

Strengths identified • None noted

Resources (physical, human) identified • None noted

Strategies Recommended • Continue consultation and invitation • Alliance operating - steering committee in place • Ministry Ec Dev ‘seed $’ plus in-kind • Benchmarking of economic indicators in progress • Initial Projects ongoing • Business Plan in development • ‘Keep it lean’ • COMMUNICATE

Specific opportunities cited • Growth Opportunities – Transportation – Oil & Gas

Page: 105 District of Mackenzie Economic Development Strategic Plan

– Technology & Innovation – Agriculture, Forestry, Tourism, Mining

Implementation suggestions offered • None noted

Funding and partnerships identified • Vital Economy’s BC Provincial Roadmap • Northern Trust • Beetle Action Coalitions • Northern Economic Forum • Ministry of Economic Development

Community or regional project champions identified • Not relevant

Roadblocks identified and mitigating strategies offered • None noted

Report: 16-97 Economic Alliance 2007 Benchmarking Report, 2007, 16-97 Economic Alliance http://www.1697economicalliance.ca/downloads/2007%20Benchmarking%2 0(16-97)_%20FINAL.pdf

Report is focused upon the 16-97 Economic Alliance areas (Bulkley-Nechako, Fraser- Fort George, Cariboo), which includes three regional districts including Fraser-Fort George. Information is not broken down to the Mackenzie level therefore making the results less significant from a reporting perspective.

Report: Northern B.C. Container Terminal Opportunity Study, November 2006, InterVISTAS Consulting Inc. http://www.1697economicalliance.ca/downloads/NorthBCContainerOppFull.pdf

Cluster or industry specific • Cluster of related transportation businesses

Strengths identified • The only major western rail line with significant available capacity is CN’s northern B.C. line, which terminates at the Port of Prince Rupert.

Resources (physical, human) identified • Prince George has all the necessary elements to support an intermodal container facility

Strategies Recommended • A key competitive advantage for any North American West Coast port is finding back haul traffic to reduce the number of empty containers travelling back to Asia. This requires the development of an intermodal facility in Northern BC.

Page: 106 District of Mackenzie Economic Development Strategic Plan

Specific opportunities cited • Northern B.C. forest product exports to Asia are a potential source of back haul traffic to Asia. • An estimate of forest products produced in Northern B.C. for export to Asian markets showed that pulp and lumber alone could create enough exports to support an intermodal container facility. • Including labour at the intermodal terminal, trucking jobs, rail related jobs, and other employment, the intermodal centre is expected to support up to 810 jobs in the region, which would represent 360 full-time equivalent positions. While approximately 75 jobs would be created at the site of the intermodal terminal, up to approximately 340 additional jobs would be spread around the region. • For Prince George area, if there was an extension to the runway, it could attract a freight forwarder, integrator or logistics service provider and develop a major distribution centre • The export capabilities of communities along the Northern B.C. corridor will be enhanced by the availability of shipping by sea container. • The development of the warehousing and distribution capacity in Northern B.C. would create new opportunities for other types of transportation activity such as a building materials distribution centre.

Implementation suggestions offered • Communicating to senior government the potential benefits to trade, economic growth, and job development in B.C., Alberta and Saskatchewan. • Supporting collaborative ventures in key communities such as Prince Rupert and Edmonton. For example, Prince George representatives would provide letters of support and other symbolic support to Port of Prince Rupert initiatives. • Jointly communicating the regional corridor opportunity to national and international economic development and business audiences via trade conferences, presentations, and advertising. This will be particularly important for transportation user groups who may not recognise the opportunity offered by the northern corridor initiative. • Advise relevant government agencies of the opportunity and ensure that organizations such as the Canadian Border Services Agency (CBSA) are aware of the initiative and consider it in their forward-looking plans.

Funding and partnerships identified • Rail carriers, maritime carriers lines, and other transportation companies will guide and develop the opportunity • Stakeholders in the northern B.C. transportation corridor are logical partners for Northern B.C. initiatives related to this opportunity. • This initiative also supports federal and provincial initiatives such as the Pacific Ports Strategy.

Community or regional project champions identified • Initiatives Prince George (Katherine Scouten) • Port of Prince Rupert (Lorne Keller) • Prince George Airport Authority (Stieg Hoeg) • CN (Larry Yurkiw) • Community Futures Development Corporation of Fraser Fort George • Province of BC - Ministry of Economic Development (Tim Barry) • Quesnel Community and Economic Development Corp. (Jim Savage)

Roadblocks identified and mitigating strategies offered

Page: 107 District of Mackenzie Economic Development Strategic Plan

• Population in region potentially becoming a limiting factor. Stakeholders need to consult with industry, northern colleges and UNBC to identify opportunities for linking programs to common human resource development needs. Human resource development and capacity could become a limiting factor for the development of the Northern BC opportunity.

Report: 16 – 97 Economic Alliance Economic Development Study Inventory, March 12, 2007, W. D. (Bill) Kennedy http://www.1697economicalliance.ca/downloads/Economic_Development_Study_Invento ry.pdf

This is an inventory of economic development studies, and of materials that are related (in one way or another) to economic development, for the 16-97 Economic Alliance Area. As this report is largely an annotated bibliography of sorts, to reiterate it here would not be prudent. It is quite extensive and may have value for review from the tourism side.

Report: 16 – 97 Economic Alliance, Working Together – Expanding Our Economies, January 22, 2007, http://www.1697economicalliance.ca/downloads/16-97-Business-Plan-FINAL-Jan22- 2007.pdf

Cluster or industry specific • This is a strategic plan more oriented as to how the Alliance will work and what they hope to achieve. • The work of the 16-97 Economic Alliance will primarily involve the development of, and support for, the implementation of regional economic cluster plans that are directed at increasing jobs and investment through growth and diversification of the existing economy. • The focus will be on growth of new and emerging economic clusters and on the confirmation of existing clusters. Examples of Clusters in the Alliance area: • High-end tourism (national and international markets)* • Forest (natural resources) technology* • Transportation and logistics • Non-forestry manufacturing for export • Mining* • Value-added wood (furniture?)* • Adventure tourism* • Oil and gas * denotes a cluster identified in the Vital Economy research.

Strengths identified • Not relevant to this report

Resources (physical, human) identified • Not relevant to this report

Strategies Recommended • Strategies are noted but more as to how the Alliance will work

Specific opportunities cited

Page: 108 District of Mackenzie Economic Development Strategic Plan

• Forestry • The mining industry • The oil and gas sector

Implementation suggestions offered • Implementation suggestions are noted as to how the Alliance will move forward

Funding and partnerships identified • BC First Nations Interim Mountain Pine Beetle Working Group is working on the program development, implementation and funding security for First Nations communities impacted by the mountain pine beetle. • Omenica Beetle Action Coalition has completed the organizational stage of its development, and has now begun the fact finding, planning and working phase. Their priorities include: infrastructure; landscape management; communication, information and education; timber pricing, transfer, access and utilization; social issues and opportunities; and venture capital needs. • Nechako-Kitimaat Development Society Fund also supports economic development in a portion of the 16-97 Economic Alliance area by making grants to community economic development projects.

Community or regional project champions identified • 16-97 communities

Roadblocks identified and mitigating strategies offered • Not all of the communities in the region, particularly the smaller and more remote ones, are managing to benefit from the economic upturn to the same extent as others.

Report: Networks and Partnerships in a Resource Town: A Case Study of Adapting to an Aging Population in Mackenzie, B.C., 2003, Rachael Casby

Cluster or industry specific • Neither – it is a Master’s research thesis which investigates the development history and current challenges being faced in Mackenzie.

Strengths identified • Strong local government supportive of non-government groups and efforts • Community recreation centre, a hospital and a range of housing options, from detached single family to high density apartment buildings

Resources (physical, human) identified • Forestry resources – primary and secondary.

Strategies Recommended • Community groups will need to expand their scope of service to accommodate a new combination of needs • Providing appropriate infrastructure and support services to help with seniors’ independence • Strategies to generate community buy-in around seniors’ needs, to initiate processes that include planning and providing for the aging population.

Page: 109 District of Mackenzie Economic Development Strategic Plan

Specific opportunities cited • Looking into the opportunities that an aging population brings to the community and engage the seniors rather than perceiving them as a burden

Implementation suggestions offered • One of the most important tasks will be to adapt local policies, services and infrastructure to support individuals who begin to require assistance with their activities such as transportation, house and grounds maintenance, chronic disease and pain support and meal preparation.

Funding and partnerships identified • Local forest companies

Community or regional project champions identified • Local leaders, volunteer sector, local groups, families

Roadblocks identified and mitigating strategies offered • Mackenzie’s small population, its geographic location and reliance on a single natural resource for its economic existence, contribute to the challenges that local leaders will face in supporting seniors’ health and independence. • The main challenge described by the local leaders rests in establishing buy-in from the entire community. This will require support from everyone because resources will need to be shifted, expanded and created to accommodate seniors’ needs and allow them to age-in- place, where they can be healthy and happy.

Page: 110