OVERVIEW
The Town of Hay River’s Healthy Community Strategy guides local health-related initiatives over the next decade (2024–2034). The Strategy aims to improve Hay River’s health and wellness activities, and encourage collaboration among governments, non-governmental organizations, and community members. The Strategy is overseen by the Healthy Community Committee, which is comprised of representatives from various sectors, including the Town of Hay River, territorial government departments, Indigenous governments, the RCMP, local schools, and community organizations.
The Strategy defines a ‘healthy community’ as one where all residents can attain their full potential, regardless of socio-demographic factors, because all residents have equal access to a healthy environment and services. The strategy is built on a recognition that health is defined as complete physical, mental, and social well-being, and is influenced by environments, relationships, and living conditions. The Hay River Healthy Community Strategy therefore addresses diverse factors such as physical activity, healthy eating, social connectedness, safety, physical environments and access to services.
The Town of Hay River retained PlanIt North, a professional planning firm in Yellowknife, to guide the strategy development. The Planning team’s work was informed by close collaboration with the Healthy Community Committee and informed by targeted community engagement with: Indigenous Government leadership and staff, youth, seniors, non-profits, the Hay River Health and Social Services Authority, Town staff and the general public.
A full compilation of research and contributions that have informed this strategy is available in the separate report: Hay River healthy Community Strategy Background Report.
Special considerations within the Strategy were given to addressing: reconciliation with Indigenous peoples, substance use, crime and safety, meaningful activities and support for youth, and improved transportation options.
The strategy presents five broad goals. Timelines are approximate and are intended to denote when key outcomes may be achieved – larger projects will need to begin immediately if the intended outcome is to be achieved even in a ten-year horizon. Suggested activities provide strategies towards achieving each objective; it is intended that Healthy Community Committee members will work together on each activity, unless a specific lead is otherwise identified. Topic-specific working groups may be created to bring in members of other organizations and build the collaborative partnerships needed to achieve plan objectives. This plan sets the stage for this additional planning and coordination work, led through the advocacy and direction of the Healthy Community Committee.
Plan at a glance
GOAL #1
coMMUnitY organiZationS
anD goVernMentS collaBorate eFFectiVelY.
Objective 1.1
Improve communication and collaboration within the Healthy Community Committee.
Objective 1.2
Strengthen relationships between the Town of Hay River and local Indigenous governments.
GOAL #2
HaY riVer reSiDentS are HealtHY anD SaFe.
Objective 2.1
Strengthen communication and collaboration towards addictions prevention, harm reduction, treatment and recovery.
Objective 2.2
Support those experiencing addictions to access a continuum of care that reduces harm and enables recovery.
Objective 2.3
Strengthen crime enforcement initiatives and connect offenders to programs that promote accountability and rehabilitation.
Objective 2.4
Improve children and youth safety and access to opportunity.
GOAL #3
HaY riVer HaS SaFe, DiVerSe, aFForDaBle anD reSilient HoUSing.
Objective 3.1
Increase housing supply so that it is available and affordable to meet community needs, with supportive programs address underlying issues of homelessness and housing instability.
Objective 3.2
Support homes, businesses and community infrastructure to be more resilient to climate change.
GOAL #4
cHilDren, YoUtH, anD aDUltS acceSS HealtHY recreation anD learning.
Objective 4.1 Increase the diversity and accessibility of recreation opportunities, including arts and sports.
Objective 4.2 Strengthen education outcomes across ages.
GOAL #5
HaY riVer iS a ViBrant, BeaUtiFUl
coMMUnitY WitH a HealtHY econoMY.
Objective 5.1 Improve transportation within the community and region.
Objective 5.2 Make Hay River an enticing place to live and do business.
Objective 5.3 Plan to incentivize business and reduce barriers.
VISION AND VALUES
Vision
As a healthy community, Hay River celebrates its cultural diversity and resilience, honours its history, and prioritizes social and recreational well-being. Hay River embraces opportunities for growth and prosperity, creating a vibrant, inclusive, and safe environment where all residents can thrive and actively contribute to a sustainable future.
Values
The following values will guide the work of the Healthy Community Committee, as members collaborate to achieve the goals in this plan.
We value contributions from all, fostering strong, collaborative partnerships that lead to shared success.
Wehonorthedignity, rights,andtraditions ofeveryindividual, fosteringacultureof mutualrespectand understanding.
RESPECT EQUITY INNOVATION
Werecognize thateveryonehasaright Conditionstoliveahealthylife. thatcreateandmaintainhealth inequitiesneedto beidentifiedand improved. We embrace change and seek new solutions to address challenges.
ValUeS
We long-termconsiderenvironmental,social, and economic impacts in everything we do.
actcommitmentsWeupholdourand withhonestyand transparency.
We area welcoming and inclusivecelebratingcommunity,allwho livehereand honouring theIndigenous people who have been here since time immemorial. Weare committed tocontinuous learningand improvement, strengthsbuildingonourtoenhance ourcollectiveabilitiesas individualsandas community.
goal #1 coMMUnitY organiZationS anD
goVernMentS collaBorate eFFectiVelY
“Reconciliation is about… truly connecting.”
- Planning process participant
BACKGROUND
The Healthy Community Committee is a forum for representatives of the Town of Hay River, nonprofit organizations, education institutions, the GNWT, RCMP, and the Hay River Health and Social Services Authority (HRHSSA) to work together on shared goals. These partnerships are critical to the success of this strategy.
There are three Indigenous governments in Hay River — Kátł’odeeche First Nation (KFN), Westpoint First Nation (WPFN), and the Hay River Métis Government Council (HRMGC); nearly half of the residents of Hay River (46%) are Indigenous. There is an opportunity to strengthen trust and collaboration between governments, and within the Healthy Community Committee. Time, intention and a continued commitment to reconciliation is needed to strengthen relationships between individuals and institutions.
PARTNER ROLES
The Town has one-year of funds to retain a Committee Coordinator and will seek to secure longterm funding. Once in place, the Committee Coordinator will be able to facilitate relationship building, drive communications and evaluate progress towards goals. All partners will need to engage constructively and dedicate themselves to principles of reconciliation. The Town has identified that its leadership and the Committee Coordinator can take a lead in bridging communications between the Committee, the Town, and Indigenous Governments. The Town will also need to work closely with Indigenous Governments to explore the feasibility of future potential governance scenarios. Working groups or subcommittees may be established where appropriate to plan and coordinate specific activities required to accomplish plan objectives.
Objectives
1.1 Improve communication and collaboration within the Healthy Community Committee
Timeline (0-10 years)
Partners Activities
(All partners, unless otherwise specified)
Assist the Town to recruit and resource a Committee Coordinator position.
Develop a shared professional development plan for its members, supporting learning about trauma informed practice, integrated case management and issue-specific workshops and webinars.
Regularly communicate to the public about shared plans and achievements.
Establish a rotating Chair of the Healthy Community Committee and establish issue-specific subcommittees to encourage active participation and engaged partnership.
First priority 3 5 10
1.2 Strengthen relationships between the Town of Hay River and local Indigenous governments. Aligns with Hay River’s 2022-2025 Strategic Plan.
Partners Activities
(All partners, unless otherwise specified)
Town leadership and/or the Committee Coordinator will review the Healthy Community Strategy with local Indigenous Government leadership to identify shared priorities. The Committee will quickly pursue easily achievable priorities to secure positive outcomes early.
Review and refine the Healthy Community Committee Terms of Reference with Indigenous leadership.
Celebrate National Indigenous Peoples Day and raise awareness of and observe the National Day for Truth and Reconciliation. Aligns with TRC Call to Action #80.
Town Council and leadership of WPFN, KFN, and the HRMGC will coordinate regular joint meetings.
Promote awareness within their organizations and among residents about the impacts of residential school and colonization, and celebrate the legacy and contributions of Indigenous groups in the community. Aligns with TRC Calls to Action #57, #69, and #80.
The Town will incorporate land acknowledgements into its communications. Aligns with TRC Calls to Action #57 and #93.
The Town will explore the feasibility of changes to the Town’s governance structure, in partnership with Indigenous Government Organizations. Changes could include dedicated Council seats for representatives of Indigenous governments, or a form of regional governance.
Timeline (0-10 years)
First priority 3 5 10
goal #2 HaY riVer reSiDentS are
HealtHY anD
SaFe
“Access to substances programs, managed alcohol programs, and harm reduction programs are a more humane approach to addictions for the under-housed. These approaches reduce the likelihood of overdose, severe withdrawal symptoms and preserve the dignity of persons by reducing the harm associated with substance use.”
- Community Collaborative Approaches to Illicit Drug Use in Hay River, June 12 2024 (a report on the pilot ‘access to substances program.’)
BACKGROUND
Drug and alcohol addiction is a key challenge in Hay River. Substance abuse is often normalized and residents face barriers to accessing harm reduction and treatment including: insufficient local detoxification supports, wait times and administrative complexity for entering treatment, and insufficient supports to maintain sobriety after treatment. Some people feel that individuals typically must enter the justice system before they can effectively access rehabilitative programs such as addictions treatment, counselling, and on-the-land healing programs.
A collaborative community approach to illicit drug use in Hay River is needed, and should be based on four key pillars:
• Prevention (Ex. housing, infrastructure, education, social services, and holistic care including spiritual support)
• Enforcement (Ex. interagency collaborations, justice, law enforcement, alternatives to jail such as restorative justice and community initiatives)
• Harm Reduction
• Recovery (clients move from in-bed treatment model to in-community support programs to support sobriety and promote responsible lifestyles).
Healthy Community Committee members will need to work together to elaborate and adopt an addictions prevention and reduction plan that can guide their collaborative efforts and advocacy.
Community members in Hay River referenced the importance of advocacy and pathfinding supports for individuals living with trauma and addictions. It is also crucial to support families of those experiencing addictions so that they are better able to support those they love.
As a hub community, Hay River has been experiencing an influx of drug dealing and related criminal activity. As addictions have become more prevalent, there has been growing animosity towards people who are active in their addictions. The increased drug usage is leading to overdoses, more property crime, and higher call volume for the RCMP. Residents using substances may be unpredictable and engaging in lewd behaviours. The public behaviour by-law that was put into place in 2023 is reducing the prevalence of public intoxication, however, the issues persist in less public spaces.
PARTNER ROLES
The Hay River Health and Social Services Authority has time-limited (<1 year) of funding to continue its harm reduction program. Healthy Community Committee partners can collaborate on training to implement the program, and to advocate to sustain and expand it. Through continued collaboration, Committee Members can better understand each other’s goals, strengths and assets – all of which can inform a substance abuse prevention and reduction plan. For instance, KFN has a wellness building that the First Nation once operated as a treatment centre. More communication is needed to solidify the local and regional vision for treatment and aftercare. The Town, schools, South Slave Divisional Education Council, nonprofits and RCMP all have roles to play in education and prevention, including development of a community safety plan. Measures to improve visibility and access to emergency supports (e.g., safety stations) can help prevent drug overdoses and reduce exposure of children and youth to drug trafficking and other drug related criminal activity. Enforcement and efforts to reduce repeat drug related offenses will be most effective if government service providers, the RCMP, schools and non-profits work together with integrated case management approaches.
The Healthy Community Committee can invite GNWT department leads to communicate about government-wide approaches as many of the goals in this Healthy Community Strategy complement the mandate of the 20th Legislative Assembly. Both the GNWT Department of Municipal and Community Affairs and the Department of Health and Social Services have released or are in the process of developing strategic action plans to increase safety for NWT children and youth. As Departments proceed to implement their respective mandates and plan improvements to programs and services, there will no doubt be continued opportunity for the Hay River Healthy Community Committee to engage – both learning from and influencing GNWT’s approaches.
Objectives
2.1 Strengthen communication and collaboration towards addictions prevention, harm reduction, treatment and recovery.
Timeline (0-10 years)
Partners Activities
(All partners, unless otherwise specified)
Collaborate to develop and implement a Hay River Substance Abuse Prevention and Reduction Strategy based on the four pillars (prevention, enforcement, harm reduction, and recovery).
Advocate to and collaborate with GNWT to ensure the effective and efficient implementation of school based mental health and wellness programs and services that support mental health promotion and preventative intervention in Junior Kindergarten to grade 12 in Hay River.
Develop and implement a communications strategy that raises understanding and awareness of addictions and reduces stigma.
Promote workshops and speaking engagements for people with lived experience to share their stories about addictions.
Explore and adopt integrated case management approaches to provide wrap around services and continuity of care for individuals and families in need. This work will likely include adopting a shared confidentiality and information agreement and process among service providers, and rolling out training to facilitate its uptake.
Advocate to and collaborate with GNWT Education, Culture and Employment in ensuring the effective and timely implementation of the enhanced Income Assistance Program with trauma-informed policies and procedures.
Advocate for a GNWT review of funding and human resource allocations among regions, to ensure that resources are fairly targeted to where residents access services.
First priority 3 5 10
2.2 Support those experiencing addictions to access a continuum of care that reduces harm and enables recovery.
Timeline (0-10 years)
Partners Activities
(All partners, unless otherwise specified)
Collaborate in the implementation and assessment of the existing managed substance program and advocate for its continuation and expansion.
Explore and advocate for the better integration of safe detoxification and drug addiction services within the regular service of health programs offered in Hay River (ex. through the hospital and clinic).
Establish and operate a culturally appropriate treatment centre with integrated aftercare supports. Aligns with TRC Call to Action #22.
Explore opportunities to deliver physical and mental health care to residents in diverse settings, including through the health centre, online and/or telehealth, cultural camps, schools and shelters.
2.3 Strengthen crime enforcement initiatives and connect offenders to programs that promote accountability and rehabilitation.
Partners Activities (All partners, unless otherwise specified)
Review the efficacy of existing enforcement tools and programs, and develop a community safety plan in collaboration with partners involved in the justice system (including supportive services).
Promote offender rehabilitation opportunities available through Wellness Court (in Yellowknife) and the Intimate Partner Violence Treatment Options Court (online) and identify options to enhance rehabilitation programs and services offered in Hay River. Aligns with TRC Call to Action #40.
2.4 Improve children and youth safety and access to opportunity
Support opportunities within and beyond schools that support family involvement in education. Aligns with KFN’s Wellness Plan and TRC Call to Action #12.
Build youth resilience and intercultural understanding by creating frequent opportunities for peer mentorships, exchanges and collaborations within and between regional schools and communities. Aligns with KFN’s Wellness Plan and TRC Call to Action #12.
Engage in implementation of the GNWT Youth Strategy and the Child, Youth and the Family Services Strategic Direction and Action Plan 2023-2028.
Collaborate across Hay River organizations on services that:
- Support young families with parenting
- Provide education to youth on substance use and prevention
- Increase access to Jordan’s Principle Funding
- Reduce the number of Indigenous children in care Aligns with TRC Calls to Action #1 and #3.
goal #3 HaY riVer HaS SaFe, DiVerSe, aFForDaBle
anD reSilient HoUSing
“It is incredibly difficult to find accommodation.”
- Hay River Housing Needs Assessment, 2023
“We had situations where employees accept work but doesn’t stay because they can’t find suitable housing.”
- Hay River Housing Needs Assessment, 2023
BACKGROUND
Hay River has a significant housing shortage across all demographics and housing types. More housing is needed for seniors, youth, and those requiring distinct supports, including unhoused community members living with addiction, those returning from addiction recovery programs, and those exiting shelters for victims of domestic abuse. There is currently a lack of supportive housing in the community. Existing shelter programs and wraparound services have been interrupted by inadequate or inconsistent funding and infrastructure. The Town of Hay River, K’átłodeeche First Nation and West Point First Nation are all implementing recently completed housing plans. The Town, KFN and WPFN have also all recently received federal housing funds; as these projects proceed, more can be achieved through close collaboration across governments. Although Hay River entities have been taking advantage of federal funding for new capital housing projects, a federal commitment is needed for on-going operations funding to support both routine housing operations, and supportive housing programs.
Though making progress on new housing, Hay River governments and organizations have also been grappling with impacts of flood and wildfire, including three evacuations in two years and substantial damage to housing and infrastructure. The GNWT is updating flood hazard mapping for Hay River following the 2022 record flood. In the aftermath of these events, the Town has strengthened its Emergency Preparedness Plan and is taking steps to enhance communication and response pathway protocols with Indigenous governments and community organizations. The Town has a 2019 Community Wildfire Protection Plan that can be reviewed and updated following recent wildfire events. The Town has also identified several natural disaster related mitigation projects in its capital plan, including the West Channel berm enhancements, Airport Road elevation changes, and lift station repairs and mitigation. Building resilience to climate change will be key to protecting existing and future housing supply.
PARTNER ROLES
Local roles related to housing have increased in the NWT in recent years, as they have across Canada. Over the years, federal funds, including federal transfers to Housing NWT have decreased, requiring municipalities to grapple with increasing housing needs. Across Canada, demand has outstripped supply. The Town has important roles to play in creating an enabling environment for development. Other partners are key to delivering new housing. In Hay River, non-profit organizations already have critical roles in delivering shelter and supportive services. Increasingly, the Government of Canada is making housing funding directly available
to Indigenous governments, opening the doors to new partnership opportunities. Hay River is also home to construction and housing development businesses. As recognized by the Town’s Strategic Housing Plan, improved collaboration and communication across sectors can strengthen the sector’s capacity overall.
Objectives
3.1 Increase housing supply so that it is available and affordable to meet community needs, with supportive programs addressing underlying issues of homelessness and housing instability. Aligns with the Hay River Housing Plan (2023-2028).
The Town will implement the Hay River Housing Plan (2023-2028) with partners, incentivizing redevelopment and intensification of underutilized land and buildings.
Advocate to all levels of government and partner with community organizations to establish a permanent and suitable shelter facility with wraparound services for unhoused community members.
Support community organizations to build and operate supportive housing for seniors.
Collaborate to create transitional and second stage affordable and supported housing options for victims of domestic violence leaving shelters.
Work with various levels of government and community organizations to develop the physical infrastructure and programs for supportive transitional housing for addictions recovery and for those leaving corrections.
3.2 Homes, businesses and community infrastructure are resilient to climate change.
Partners Activities
(All partners, unless otherwise specified)
Support training of emergency response personnel, complete tabletop exercises regularly, and understand the emergency preparedness plan and each organization’s role in implementing it in the case of an emergency. Aligns with Town of Hay River Community Emergency Plan (2024).
Develop and maintain effective communication channels to disseminate emergency preparedness information to residents, with special attention to seniors, Indigenous governments and organizations, and residents with disabilities.
Execute flood and fire mitigation projects identified in existing plans and complete an update of the Community Wildfire Protection Plan. Aligns with the Town of Hay River Capital Plan and Community Wildfire Protection Plan.
Develop and implement a Climate Adaptation Plan that includes fire, water, and other damage eventuality impacts to ensure community infrastructure is resilient to environmental impacts. Aligns with Town of Hay River Strategic Plan 20222025.
goal #4 cHilDren, YoUtH, anD aDUltS acceSS
HealtHY recreation anD learning.
“We want Hay River to be celebrated as a place to learn and thrive.”
- Hay River Healthy Communities Background Report
“Rather than offering more programs, we want to see programs well attended and targeted to the needs of the community.”
- Hay River Healthy Communities Background Report
BACKGROUND
Hay River has a strong reputation as a leader in sports and recreation. The Town has many amenities and programs which help to make it a desirable home for its current and potential future residents. Natural amenities include the river, beaches, lake access, and built amenities include the arena, swimming pool, and library. The Soaring Eagle Friendship Centre and the Hay River Youth Centre provide both space and programming to create supportive, inviting places. Many initiatives in Hay River are successful and should be celebrated and supported to thrive into the future, including:
- the provision of application-based funds for community events and initiatives
- The seasonal Town of Hay River Recreation and Activity Guide
- Volunteer driven community events such as Lobsterfest, Festival of Trees, Polar Pond Hockey and Hay Days.
Transportation and communication were noted barriers to community participation and engagement. Recreational activities are catered to youth in the community and there are fewer organized opportunities specifically for adults. There are opportunities for members of the Healthy Community Strategy to collaborate to increase accessibility of Town recreational services and events to vulnerable groups, build on existing art and music programs, increase attendance at existing programs, and expand on-the-land recreation and culture activities in partnership with Indigenous groups.
There is a strong interest in investing in youth recreation and education programming. In the early 2000s, the Diamond Jenness Secondary School had an active apprentice program and community members and organizations would like to bring this program back through a high school trades curriculum. GNWT’s Department of Education, Culture and Employment oversees a Schools North Apprenticeship Program (SNAP) which helps connect students to work opportunities that can later count towards apprenticeship requirements while they are still completing high school.
PARTNER ROLES
Many of the Healthy Community Committee members already play active roles in promoting recreation, arts, culture and active living. Hay River is also home to other groups, individuals and businesses who can help to enrich provision of inclusive, regular activities. NWT Arts Council and the Canada Arts Council are important funding partners. As well as formal education institutions (schools and Aurora College), the youth shelter is a key service avenue for youth who are not in school. Collaboration can be improved with regular communication across non-profit organizations, the GNWT (as well as the Apprenticeship, Trade and Occupation Certification Board), schools and the South Slave Divisional Education Council. This will help increase awareness of community recreation opportunities and support better integration of programs and services across providers.
Objectives
4.1 Increase the diversity and accessibility of recreation opportunities, including arts and sports.
Partners Activities (All partners, unless otherwise specified) Timeline (0-10 years) First priority 3 5 10
Make changes to the Town of Hay River Recreation Committee Terms of Reference to ensure representation of Indigenous groups and service providers.
Create a Community Recreation Plan to facilitate shared planning and coordination. The plan should identify opportunities to increase access to current recreation programming by vulnerable groups and individuals, including Indigenous youth. Aligns with TRC Call to Action #3.
The Town of Hay River will collaborate with partners to implement its Trails and Green Spaces Master Plan, prioritizing the infrastructure and planning needs of Indigenous communities.
Identify and recognize Indigenous place names, landmarks, and sites of historical and cultural significance in the community. Aligns with the Trails and Green Spaces Master Plan and TRC Calls to Action #79, #82, and #83.
Promote equitable support for and celebration of Indigenous athletes and participants, including through advocacy to others (such as Arctic Winter Games). Aligns with TRC Calls to Action #87, #88, #89, and #90.
Expand arts and music programming at the recreation centre and other Hay River sites.
Collaborate and advocate towards consistent on-theland programs for families, children, youth, adults, and elders.
4.2 Strengthen education outcomes across ages.
Partners Activities
(All partners, unless otherwise specified)
Integrate trades education into the Hay River high school curriculum to promote employment pathways in the trades sector, including connections to preapprentice and apprentice programming.
Collaborate to ensure education supports for youth not in school.
Support cross-cultural and trauma informed training for all staff in schools and partner organizations.
Collaborate across schools, businesses, Aurora College, and First Nations to support career planning for youth and young adults with an emphasis on employment opportunities in construction trades, health and education.
Ensure effective, consistent, and culturally appropriate mental health counseling throughout JK to Grade 12.
Timeline (0-10 years) First priority 3 5 10
goal #5 HaY riVer iS a ViBrant, BeaUtiFUl coMMUnitY WitH a HealtHY econoMY.
“The Town intends for Hay River to be the most desirable place to live and start a business in the territory.”
- Hay River Healthy Communities background report citing the Town of Hay River Strategic Plan
“The hustle and bustle of the community is not what it once was.”
- Planning engagement participant
BACKGROUND
Hay River has several strengths driving its economic development opportunities including its relatively low cost of living, its accessible and central geographic setting within the north with fishing, forestry and agriculture potential, and its educated labour force. Community members also see opportunity to harness current interest in the north for aurora and cultural eco-tourism. A new fish plant brings promise to re-invigorate fisheries and increase new interest from younger generations. Despite current strengths and potential developments on the horizon, there are challenges also. Though once a northern hub for agriculture, recent flood and wildfires have decimated the sector. Several storefronts have closed in recent years amidst these challenges, along with earlier pandemic restrictions.
Planning participants emphasized a need to foster and incentivize opportunities, and to work in support of Indigenous owned business and development corporations, which have existing or planned projects.
A lack of public transportation was raised by many participants as a key barrier to supporting access to services and businesses based in Hay River. Hay River is also home to the Western Arctic Marine Training Centre. Improving transportation options is both a key factor for stimulating business recovery and growth and may present a business opportunity in and of itself.
Community members also highlighted the connection between improved housing, infrastructure, and community beautification improvements to foster community pride and revitalization of the local business sector.
PARTNER ROLES
Hay River has a strong and active business community. Throughout the NWT, businesses are supported by programs and services of the GNWT – Industry, Tourism and Investment and the federal Canadian Northern Economic Development Agency – CANNOR. Members can collaborate to support the reinvigoration of the local Chamber of Commerce and Community Beautification Committee. Non-profits representing key sectors, including Tourism NWT, the Indigenous Tourism Association of Canada, and the Territorial Agricultural Association are also key collaborators to promote business opportunities and provide services to business owners.
Objectives
5.1 Improve transportation within the community and region.
Activities
Improve designated trails and infrastructure for pedestrians and cyclists to make Hay River a more accessible Town. Aligns with Trails and Green Spaces Master Plan.
Develop and implement a local and regional transportation plan with recommendations to improve accessibility and connectivity within Hay River, and between Hay River and neighbouring communities.
5.2 Make Hay River an enticing place to live and do business.
Partners Activities (All partners, unless otherwise specified)
Support the development of the community beautification committee to drive and incentivize implementation of the Community Beautification Plan.
Investigate opportunities to improve green space amenities and Town maintenance programs, including public washrooms.
Complete a review and update of community standards legislation including the Unsightly Land Bylaw and Zoning and Building Bylaw.
Collaborate on promotional material emphasizing Hay River’s high quality of life to improve worker recruitment and retention.
5.3 Plan to incentivize business and reduce barriers. Partners Activities
Revitalize the Hay River Chamber of Commerce to target supports for local businesses.
Develop a community economic development plan with collaborative partnership opportunities identified between industry, the Town, and Indigenous governments.
Develop and implement an MOU with Pine Point Mining Limited.
Assess options to develop land and incentivize use of underutilized land parcels for economic activity, including designated land for commercial and industrial purposes, such as agriculture. Builds off 2024 vacant land inventory.
Complete a status review and update of the 2014 Hay River Agriculture Plan.
Implement Town tourism and marketing plans, creating incentives and collaborative training opportunities to encourage and promote Indigenousled and other tourism opportunities in Hay River. Aligns with 2020 Hay River Tourism Plan and 2020 Hay River Marketing Plan.
Collaborate to promote development of valueadded manufacturing of fish and agriculture related products.
Review organizational policies to prioritize recruitment and retention of Indigenous peoples, and procurement with local and Indigenous-owned companies. Aligns with TRC Calls to Action #92.
aPPenDix a
REFERENCED TRUTH AND RECONCILIATION COMMISSION CALLS TO ACTION
This appendix lists the relevant TRC Calls to Action referenced in this Strategy.
Action # 1. We call upon the federal, provincial, territorial, and Aboriginal governments to commit to reducing the number of Aboriginal children in care by:
i. Monitoring and assessing neglect investigations.
ii. Providing adequate resources to enable Aboriginal communities and child-welfare organizations to keep Aboriginal families together where it is safe to do so, and to keep children in culturally appropriate environments, regardless of where they reside.
iii. Ensuring that social workers and others who conduct child-welfare investigations are properly educated and trained about the history and impacts of residential schools.
iv. Ensuring that social workers and others who conduct child-welfare investigations are properly educated and trained about the potential for Aboriginal communities and families to provide more appropriate solutions to family healing.
v. Requiring that all child-welfare decision makers consider the impact of the residential school experience on children and their caregivers.
Action # 3. We call upon all levels of government to fully implement Jordan’s Principle.
Action # 18. We call upon the federal, provincial, territorial, and Aboriginal governments to acknowledge that the current state of Aboriginal health in Canada is a direct result of previous Canadian government policies, including residential schools, and to recognize and implement the health-care rights of Aboriginal people as identified in international law, constitutional law, and under the Treaties.
Action # 22. We call upon those who can effect change within the Canadian health-care system to recognize the value of Aboriginal healing practices and use them in the treatment of Aboriginal patients in collaboration with Aboriginal healers and Elders where requested by Aboriginal patients.
Action # 23. We call upon all levels of government to:
i. Increase the number of Aboriginal professionals working in the health-care field.
ii. Ensure the retention of Aboriginal health-care providers in Aboriginal communities.
iii. Provide cultural competency training for all healthcare professionals.
Action # 40. We call on all levels of government, in collaboration with Aboriginal people, to create adequately funded and accessible Aboriginal-specific victim programs and services with appropriate evaluation mechanisms.
Action # 57. We call upon federal, provincial, territorial, and municipal governments to provide education to public servants on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations. This will require skills-based training in intercultural competency, conflict resolution, human rights, and antiracism.
Action # 69. We call upon Library and Archives Canada to:
i. Fully adopt and implement the United Nations Declaration on the Rights of Indigenous Peoples and the United Nations Joinet-Orentlicher Principles, as related to Aboriginal peoples’ inalienable right to know the truth about what happened and why, with regard to human rights violations committed against them in the residential schools.
ii. Ensure that its record holdings related to residential schools are accessible to the public.
iii. Commit more resources to its public education materials and programming on residential schools.
Action #79. We call upon the federal government, in collaboration with Survivors, Aboriginal organizations, and the arts community, to develop a reconciliation framework for Canadian heritage and commemoration. This would include, but not be limited to:
i. Amending the Historic Sites and Monuments Act to include First Nations, Inuit, and Métis representation on the Historic Sites and Monuments Board of Canada and its Secretariat.
ii. Revising the policies, criteria, and practices of the National Program of Historical Commemoration to integrate Indigenous history, heritage values, and memory practices into Canada’s national heritage and history.
iii. Developing and implementing a national heritage plan and strategy for commemorating residential school sites, the history and legacy of residential schools, and the contributions of Aboriginal peoples to Canada’s history.
Action # 80. We call upon the federal government, in collaboration with Aboriginal peoples, to establish, as a statutory holiday, a National Day for Truth and Reconciliation to honour Survivors, their families, and communities, and ensure that public commemoration of the history and legacy of residential schools remains a vital component of the reconciliation process.
Action # 82. We call upon provincial and territorial governments, in collaboration with Survivors and their organizations, and other parties to the Settlement Agreement, to commission and install a publicly accessible, highly visible, Residential Schools Monument in each capital city to honour Survivors and all the children who were lost to their families and communities.
Action # 83. We call upon the Canada Council for the Arts to establish, as a funding priority, a strategy for Indigenous and non-Indigenous artists to undertake collaborative projects and produce works that contribute to the reconciliation process.
Action # 87. We call upon all levels of government, in collaboration with Aboriginal peoples, sports halls of fame, and other relevant organizations, to provide public education that tells the national story of Aboriginal athletes in history.
Action # 88. We call upon all levels of government to take action to ensure long-term Aboriginal athlete development and growth, and continued support for the North American Indigenous Games, including funding to host the games and for provincial and territorial team preparation and travel.
Action # 89. We call upon the federal government to amend the Physical Activity and Sport Act to support reconciliation by ensuring that policies to promote physical activity as a fundamental element of health and well-being, reduce barriers to sports participation, increase the pursuit of excellence in sport, and build capacity in the Canadian sport system, are inclusive of Aboriginal peoples.
Action # 90. We call upon the federal government to ensure that national sports policies, programs, and initiatives are inclusive of Aboriginal peoples, including, but not limited to, establishing:
i. In collaboration with provincial and territorial governments, stable funding for, and access to, community sports programs that reflect the diverse cultures and traditional sporting activities of Aboriginal peoples.
ii. An elite athlete development program for Aboriginal athletes.
iii. Programs for coaches, trainers, and sports officials that are culturally relevant for Aboriginal peoples. iv. Anti-racism awareness and training programs.
Action # 92. We call upon the corporate sector in Canada to adopt the United Nations Declaration on the Rights of Indigenous Peoples as a reconciliation framework and to apply its principles, norms, and standards to corporate policy and core operational activities involving Indigenous peoples and their lands and resources. This would include, but not be limited to, the following:
i. Commit to meaningful consultation, building respectful relationships, and obtaining the free, prior, and informed consent of Indigenous peoples before proceeding with economic development projects.
ii. Ensure that Aboriginal peoples have equitable access to jobs, training, and education opportunities in the corporate sector, and that Aboriginal communities gain long-term sustainable benefits from economic development projects.
iii. Provide education for management and staff on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and AboriginalCrown relations. This will require skills based training in intercultural competency, conflict resolution, human rights, and anti-racism.
Action # 93. We call upon the federal government, in collaboration with the national Aboriginal organizations, to revise the information kit for newcomers to Canada and its citizenship test to reflect a more inclusive history of the diverse Aboriginal peoples of Canada, including information about the Treaties and the history of residential schools.
