Top 3 reasons to buy in Kamloops, BC
1. More affordable housing and life.
With rising inflation and cost of living , many people are leaving the Lower Mainland and experiencing what living in the Interior is all about. Kamloops and into the Shuswap is an ideal area to call home. Let me show you
2. The climate, tr ue 4 seasons.
We welcome and embrace the warmth and energ y of Spring and Summer Enjoy a farmers’ market and work on your g olf swing at one of the amazing g olf courses. Enjoy the beautif ul lakes from Kamloops Lake to the stunning Shuswap How about enjoying a NorthPaws baseball g ame, or a picnic and concert at “Music in the Park , ” or visit one of our local wineries and breweries.
We slow down and g et back to routine in September, surrounded by stunning autumn colours that appear Soon winter comes and we are reminded by the beautif ul white winter wonderland what the Interior is known for
3. Location , Location , Location !
Experience Jessica Sutherland has the education and experience necessar y to help you make the best possible decisions for you, your family, and your financial f uture when it comes to choosing a neig hbourhood or the home that fits your needs.
Impor tant Contacts. Jessica Sutherland lives and works in the Kamloops real estate market e ver y day and has valuable connections throug hout the industr y Knowing the best local mortg ag e brokers, the best real estate lawyers, and the best home inspectors to work with, Jessica Sutherland will help protect your investment.
Negotiation Skills. Jessica Sutherland’s job is to stand up for your best interests and your financial f uture at the neg otiating table, and she can make a hug e difference during the most stressf ul part of any real estate purchase. Having a qualified, experienced Kamloops real estate ag ent like Jessica Sutherland by your side can save you time, stress and – most importantly – mone y
Kamloops is so central You are only 1 hour to the Shuswap, 2 hours to Kelowna , 4 hours to Vancouver. You are g oing to love living here. Let’s g et started today.
When it comes to choosing a neighbourhood and a home... Jessica Sutherland has:
GEN GENERATIONS N RAT ON
The Kandola Family
A tradition of providing good taste in furniture, mattresses, electronics and appliances for your home.
Started in 1976 by Ray Kandola, City Furniture & Appliances opened its doors. For more than 46 years our products have helped to turn houses into homes in the communities of British Columbia and Alberta. Our ever-expanding showrooms feature the most current trends in Furniture, Appliances, Mattresses & Electronics. Our large collection of dining, bedroom, and living room furniture is exceptional. We specialize in custom orders for all Canadian-made furniture to ﬁt your room, size, style or colour needs with options to ﬁt your budget. With all our stores being locally owned and operated, we have tried our best to give back to our communities through donations and charity work. As we move to a technologically led world with our latest e-commerce website, we have now started showcasing products through 3D and Augmented Reality tools and have also launched our very own Rewards Program. Along with our team of knowledgeable and friendly people. “We don’t sell. We help you buy!”
Following it’s success, we opened a 35,000 sq. ft. Ashley Homestore, serving our local Kamloops community over the past 5 years creating new jobs and contributing to the city’s economic development. With more than 7,000 items designed inhouse, we have something for everyone whether you are looking for a rustic or modern ﬁnish or for small spaces & large. We have always committed to making stylish home furnishings accessible and giving customers more value for their money.
Our third and latest venture, Designer Appliances celebrates it’s 2nd anniversary this year. With Designer Appliances, we strive to bring premium brand appliances within easy reach of our community & its people. Whether you are looking to upgrade your kitchen with the newest innovations or building your dream kitchen, we help you complete the setup efﬁciently.
All of this would not be possible without our customers and we would like to thank you for supporting our local, family-run businesses.
SHOP LOCAL • SHOP ONLINE
WELCOME TO KTW PROGRESS 2023
Within these 80 pages, you will find a plethora of businesses, organizations and people with a message about why this year is so crucial, not only for their future, but for that of Kamloops as a whole.
While we are technically still in a pandemic (though many medical experts are now referring to the COVID-19 virus and its impact as being endemic), life has generally returned to normal with respect to almost all health-related restrictions being dropped.
Last year, 2022, was the first real “open” year since the World Health Organization declared the pandemic in March of 2020, with B.C. public health officer Dr. Bonnie Henry in January 2022 bringing an end to most COVID-related restrictions.
Since then, life has, indeed, generally returned to normal on a day-do-day basis, with masks no longer the dominant feature on faces, lineups for vaccine clinics no longer forming and, thankfully, no more mad rushes to secure that last roll of toilet paper.
Cafés, pubs and restaurants are busier, the sound of employee collaboration is filling more offices and pandemic pets are dealing with their own novel isolation issues.
However, as we gratefully emerge from the worst of the pandemic, we are entering 2023 with a number of new obstacles that have and will challenge us deeply.
This year’s Progress theme is Moving Forward Together and it is meant to represent how governments, businesses and organizations plan to tackle the challenges of 2023, which are many, not the least being an ongoing labour shortage, inflation and a projected recession.
How will they handle the challenges and how important will it be to do so in tandem with community partners?
The insight provided by myriad Progress participants — from the mayor and our MLAs and MP to Volunteer Kamloops and Interior Health — reveals a common thread, that being the vital importance of working together and facing challenges with a collective confidence.
Part of that confidence is embarking on grand ideas in spite of winds that warn of tough times ahead.
This year, Kamloops will have played host to two national events that are world-class calibre.
In February, the city hosted the Scotties Tournament of Hearts, the Canadian women’s
curling championship (sponsored, as ever, by Kruger, the company that purchased the Kamloops Pulp Mill less than a year ago).
In late May and into early June, the Memorial Cup tourney will be held in Kamloops, with the Kamloops Blazers the host team that has been red hot as the Western Hockey League playoffs approach.
The success in winning such bids and staging highly successful and seamless events can be attributed to all involved Moving Forward Together with a common goal in mind, one that is achieved via teamwork involving everyone from volunteers to the organizing committees to the CEOs of the organizations behind the events.
In the above photo are Kamloops Blazers’ general manager and head coach Shaun Clouston and team captain Logan Stankoven as they spoke at a Memorial Cup-related event at Kelson Hall in March.
The slogan behind Stankoven sums up succinctly what it is Kamloops This Week and its many partners wishes to do via Progress and through other print and online communication that keeps the community connected.
Outstanding Service. Great Prices. Fantastic People.
We believe in supporting important causes and local initiatives that build a strong community.
Our ﬁve Kamloops stores are very proud to be a part of such a great community. We take pride in giving back to a community that supports us. Sponsoring hundreds of groups and events throughout the year, we are truly your local stores. We continue to move forward together oﬀering the latest products and services that are tailored to our local neighborhoods. We are committed to Going the Extra Mile for our customers! Our company’s culture of care, commitment and passion has lasted for over 108 years and we are thrilled to continue that tradition in Kamloops.
KAMLOOPS PROGRESS MOVING
Reid HamerJackson was elected mayor of Kamloops on Oct. 15, 2022, with the new council’s four-year term running until the fall of 2026.
Council moving ahead with confidence
When I was voted into office in October 2022, the City of Kamloops was emerging from a pandemic and entering a new global reality with new challenges and new possibilities.
Moving forward in this landscape, we can build an even better city full of potential for growth and vitality, but we must first take bold action to rebuild an environment where residents and businesses can thrive — an environment that is safe and secure.
City council is working hard to develop our strategic plan and set our vision for the next four years and beyond. We heard from the Citizen Satisfaction Survey that community safety is a top priority for our residents. It is also a top priority for each and every member of this council.
We are united in our commitment to action, to improving the safety and security of all of our residents. We also recognize that many of the factors that would improve the livability of Kamloops require collaboration with other organizations and levels of government, and we are dedicated to strengthening relationships and advocating for the needs of our community. This year is promising to be one with great potential for our business community. Canada’s
Tournament Capital is returning to its prepandemic roots and hosting several big sporting events, including the Scotties Tournament of Hearts this past February and the Memorial Cup in May and June.
The newly adopted North Shore Neighbourhood Plan is being implemented with tools that will provide resources and incentives to attract new business and support current businesses north of the river.
Developers should find that doing business is getting easier in Kamloops as we work to build efficiencies this year. The city is planning to review and update the building bylaw and the development cost charges bylaw and is launching an online development portal to speed up permitting processes.
Our community is one of the fastest-growing large urban centres in Canada and we are working strategically to make that growth sustainable. The city will be launching a missing middle housing engagement strategy to identify community needs and get more residents into homes they can afford.
Sustainable growth also includes progress on our Community Climate Action Plan. This year, the city will be implementing communitywide curbside organic waste collection for all
single-family homes, which should help divert up to 38 per cent of residential waste from our landfills each year. We are also building out our active transportation network with the help of successful grant applications that allow select projects to be fast-tracked without impacting your taxes.
These are important steps that safeguard the planet and mould us into a progressive city that attracts the skilled workers, family doctors and job creators our community needs.
Another important step in attracting people to Kamloops is creating amenities for recreation and cultural exploration. The city is working on a new Cultural Strategic Plan that will provide a blueprint for cultural development in Kamloops. Combined with the recommendations in the Recreation Master Plan, council has a list of opportunities we hope to bring forward for public discussion this year.
We will be courageous in our resolve to achieve results for the citizens of Kamloops, to find solutions to our community’s biggest challenges and to plan and implement strategies that will move our city into the future with confidence and hope.
— Reid Hamer-Jackson is mayor of Kamloops
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2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
Kruger is forming strong bonds
In an industry that has faced more than its share of challenges and downturns over the years, Kruger and the Kamloops Pulp Mill stand out as examples of resilience and determination.
What sets them apart?
Throughout its history spanning nearly 120 years, family-owned Kruger has remained focused on the long term, always investing in cutting-edge technology to keep making better products with a smaller carbon footprint.
In carrying out its mission of making sustainable everyday essentials from renewable resources, Canadian-based Kruger also prides itself in taking very good care of its employees, as well as cultivating strong relationships within the industry and the communities where it operates.
When the opportunity arose last year to acquire the Kamloops Pulp Mill, Kruger had found a perfect match.
Celebrating 58 years of manufacturing excellence in 2023, the Kamloops Pulp Mill has a stellar track
record in terms of operational efficiency, health and safety and sustainability. It is also recognized as an employer of choice in the region and as a dedicated community partner that supports countless local organizations.
It has 320 employees and an economic impact estimated at $950 million per year.
Since the acquisition was finalized in June 2022, Kruger and the Kamloops facility have been busy merging their systems and procedures into the newly created Kruger pulp and paper division. The transition has gone smoothly and the teams have formed strong bonds.
In fact, Kruger decided to join forces with the mill, its employees and Unifor to make a $1 million donation to Royal Inland Hospital. They also enjoyed some fun time at February’s Scotties Tournament of Hearts, which has been sponsored by Kruger Products for four decades and, coincidentally, was held in Kamloops this year.
While the future looks bright for the Kamloops
mill, recent industry developments have raised some concerns.
Chief among them are issues with fibre sourcing across B.C., the ongoing shortage of labour, high inflation and the possibility of an impending recession.
Nevertheless, Kruger and its Kamloops operation are in an excellent position to face these challenges. They draw strength not only from having talented and dedicated employees and from making highlyquality, speciality pulp, but also from the partnerships they continue to build and maintain with local stakeholders, including governments at every level, First Nations, contractors, suppliers, educational institutions and community leaders.
They firmly believe that working together is the best and only way to move forward, making sure all businesses within the ecosystem — from raw materials suppliers to end users — continue to thrive, create jobs and bring prosperity to our communities.— Kruger communications
SD 73 coping with growing pains
School District 73 is expecting at least 250 new students each year for the next decade — growth equivalent to one new medium-sized school per year.
While the growth shows Kamloops as a healthy and growing community, the school district is already facing a shortage of space in the city, despite a recently approved new elementary school in Pineview Valley.
SD73 superintendent Rhonda Nixon said on average, schools will be at 117 per cent capacity by 2028. Many schools in Kamloops are already over-capacity.
“Ongoing inflationary pressures, without an increase in ministry funding, means the district is limited to the amount of routine building and grounds maintenance that can be done without exceeding existing budget allocations,” Nixon explained.
Roof repair and replacement, for example, takes up 46 per cent of the annual facilities grant given to the district.
With nearly all (87 per cent) of district schools more than 40 years old, maintenance costs continue to rise, leaving SD73 to deal
with only the most pressing issues.
Inflation is affecting other areas in the school district, too.
With no increase in per-student funding last year, the district remains saddled with fulfilling ministry-directed COVID-19-related protective measures on its own, including masks, hand sanitizer, air filters and increased ventilation, with no additional funding to do so.
It is also seeing an increase in labour costs, accommodating additional sick leave provisions of the Employment Standards Act, which saw five additional sick days given to B.C. employees who did not previously have sick days available.
Meanwhile, the labour shortage seen in many industries is also taking its toll on the district. Certain employee groups, Nixon said, are particularly affected, including certified education assistants, Aboriginal education workers and custodians.
“To address these shortages, we have developed strong recruitment and talent pipelines with institutions such as TRU, which have minimized our challenges for teaching staff and some support staff roles, such as certified
2023 Colour of the Year - Raspberry
education assistants,” Nixon said.
In facing staffing challenges, the district has been strategic in building its teacher-on-call list and has been able to support large volumes of teacher absenteeism without having to hire noncertified teachers, which Nixon said is common in other districts in the province.
Along with the approval of the Pineview Valley school — projected to open in 2026 — Nixon said the district is also celebrating its success in its recently developed anti-racism action plan, as well as the integration of truth and reconciliation into its 2022-2027 strategic plan.
The district is also pleased with some new systems, including an online payment portal that allows parents to make payments for school supplies, field trips, athletics fees, international student tuition and more.
“The availability of an online payment platform for parents has not only reduced the risk of having cash in schools, but has also reduced the workload at both schools and the district office,” Nixon said, noting 80 per cent uptake among elementary school parents and 74 per cent uptake from secondary school parents.
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2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
Wildlife Park has expansion plans
With wildlife rescue and rehabilitation in mind, the BC Wildlife Park is home to 65 different species that are found only in this province, including the only Kermode bear in the world that is cared for by humans.
Soon, the grizzly bear siblings — known as Knute and Dawson — that were raised in Kamloops will see their habitat expand at the park by 50 per cent, a project estimated to cost $1.5 million.
The change is expected to occur in early 2025 after coyotes were relocated to Québec and improvements were made to the raccoon exhibit to open up space for Knute and Dawson to sprawl out and roam, while expanding nature trails for public access.
“The two we have are siblings and they grew up in that space,” BC Wildlife Park executive director Glenn Grant said, noting it’s unlikely more bears would be added to that exhibit. “I think it would be extremely difficult, if at all possible, to introduce another bear there.”
Grant said the average life expectancy of grizzly bears in parks is around 30 years, leaving another 20 years, give or take, for the siblings who reside there today.
In addition, the BC Wildlife Park houses cougars, bears, wolves, reptiles and birds of prey.
“This past year, our fiscal year ends Jan. 31, 2023, we had the secondbest attendance in the park’s history, with 118,170 guests,” Grant said. “If we went back about five
years, we had a little over 119,000, which was our record, so this past year was the second-best we’ve ever had and it was the best Wildlights that we’ve had since 2005.”
“We’ve seen some really great support and some really great growth over the last few years, especially post-COVID, where people really started moving around a bit again,” he said. “Tourism is starting to rebound a bit and we’re noticing it at the park.”
As a result, Grant said the park has some exciting plans to expand in the next five years.
“We’ve got a ton of goals for the future,” Grant said. “Our new master plan actually has 12 different components to it and they’re kind of split up. Some are education-based, some are visitor-based, some are animal welfarebased and some are operational.”
A fundraiser that aims to raise $750,000 will be launched in early May to make the playground accessible for children who have mobility issues.
“It’s something that is desperately needed. It’s pea gravel in there. It’s very difficult for kids with mobility issues to access,” he said, noting there will also be an emphasis on improving educational programs.
2023 KAMLOOPS PROGRESS MOVING FORWARD
Lights, camera and action in TNRD
The Thompson-Nicola Film Commission (TNFC) is in the midst of following up its bestever year, with hopes for a new film studio and further growth in the industry in and around Kamloops.
While the film industry has continued to expand in Kamloops, its growth is currently being limited, according to film commissioner Terri Hadwin, who stepped into her role in June 2022.
While some local film crews have developed in Kamloops, Hadwin said it has been difficult to retain staff due to irregular work.
“A lot of the time they aren’t getting the jobs they want in film, so they find a nine-to-five elsewhere. When productions return to the area, that crew member is already scooped up and working elsewhere. The job is not consistent enough right now,” Hadwin explained.
To remedy that labour issue, the TNFC has endeavoured to bring a film studio to the
region. First a business case was prepared in late 2021 and, more recently, a feasibility report on potential locations was released to the Thompson-Nicola Regional District board.
Hadwin said a studio would lead to more regular work, a larger build-up of crew members available for work and, of course, plenty of space for productions to make their movie magic.
“The film studio is the biggest foundation that is missing,” she said. “If we’re able to provide steady work, it’s going to make that much of a difference with people being able to get experience to be hired on the large-scale productions and keep people employed in their field of choice.”
Hadwin said current productions often bring in crews from Vancouver, which lose out on the tax incentives in hiring local crews.
“And sometimes we get productions so large, we don’t actually have accommodations to
support that,” she said.
While missing out on some big productions hurts, Hadwin said she’s been busy this year, reading, on average, two scripts each week. She said the commission is seeing bookings much deeper into the year, which it hadn’t experienced before.
With Vancouver’s film industry as established and busy as it is, Hadwin said those productions are inevitably flowing into B.C.’s Interior.
“We are catching that wave, I guess you could say, from Vancouver’s success. Even though we’re facing challenges, I think we’ll still continue to increase in development,” Hadwin said.
The most recent Kamloops-filmed production is The Movie Star and the Cowboy. The film has no release date yet, but a trailer released by its production company, Reel One Entertainment, shows Kamloops serving as a stand-in for Montana in the romance flick.
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Schedule a meeting with Venture Kamloops today to discuss your workforce needs and receive the necessary support.
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
More officers in crime reduction role
The Kamloops RCMP continues striving to meet the goals of its strategic plan.
Supt. Jeff Pelley said the plan comes with annual priorities to reduce and prevent violent and property crimes, reduce crimes through community support groups and reduce impaired driving and collisions.
The detachment has a number of initiatives to accomplish those goals, such as working with myriad partner agencies while targeting prolific offenders, drug traffickers and members of organized crime.
On the success side, the Kamloops RCMP has staffed three members in its crime reduction unit, which helps enhances general duty policing. The unit had been left vacant during the COVID-19 pandemic due to other operational needs.
In 2023, Mounties are grappling with how to target drug traffickers given the province’s new pilot program allowing possession of 2.5 grams of illegal drugs.
“It’s a challenge for us because we’ve lost our authority with respect to that,” Pelley said, noting police rarely charged people for possession of illegal drugs alone, but rather when tied to other, more serious offences.
“We want to focus on those who are trafficking these substances,” Pelley said.
As for other challenges facing society, the Kamloops RCMP continues to navigate those, as well.
When it comes to staffing, the local detachment has three members departing, but seven on the way in.
“We assigned our additional members on the last fiscal cycle to our street enforcement unit,
as well as general duty policing,” Pelley said. “We continue to have a number of vacancies that we plan with accordingly and we have seven constables incoming to further increase our complement.”
He said the strategic plan calls for adding five officers per year.
As for rising inflation, Pelley said it impacts the detachment’s operational and maintenance budgets, such as the procuring and repair of police vehicles, but the department has a strategy in place to ensure proper planning for expenses.
“We won’t sacrifice any public safety or our officers’ abilities to have the right equipment,” he said.
When it comes to concerns about a potential recession, Pelley said the Kamloops RCMP wants to plan for types of offences that may increase and/or decrease in that scenario to be
proactive rather than reactive.
The Kamloops RCMP works in tandem with numerous community partners, such as community service (formerly bylaws) officers to help the homeless, conduct foot patrols, address neighbour disputes and engage with business.
“However, we also work closely with Interior Health and a lot of other agencies,” Pelley said.
One of the recent successes stemming from the partnership has been the expansion of the Integrated Crisis Response Team (previously known as the Car 40 team), which sees a police officer paired with a nurse when responding to mental health-related calls. The program, after years of lobbying, was expanded in 2023 to two vehicles from one car and to seven days a week from four days weekly.
STRENGTH IN NUMBERS
As a fa m i l y c o m p a ny, we t a ke p r i d e i n p a r t n e r i n g w i t h o u r c o m m u n i t i e s t o b u i l d a b e t t e r f u tu r e To u s , t h a t m e a n s p r ov i d i n g h i g h - q u a l i t y j o b s t h a t e n a b l e fa m i l i e s t o ﬂ o u r i s h , m a k i n g s u r e t h a t o u r a c t i v i t i e s a n d p r o d u c t s h ave a s l i t t l e i m p a c t o n t h e e nv i r o n m e n t a s p o s s i b l e , a n d g i v i n g b a c k t o t h o s e w h o n e e d o u r s u p p o r t
Thanks to the outstanding generosity and commitment of our Kamloops Mill employees, Kruger and Unifor joined
For 58 years our Kamloops Pulp Mill has played a vital role in the local economy
Our operations generate an estimated impact of $950M per year for the region.
Our 320 employees manufacture high quality pulp used to make essential everyday products.
forces to donate $1 million to the Royal Inland Hospital. That’s in addition to the countless hours and resources that our employees dedicate each year to local organizations such as PIT Stop, the Starﬁsh Backpack program, and United Way, to name just a few
To o u r e m p l oye e s , t h a n k yo u fo r c a ri n g
Yo u m a ke u s p ro u d to c a l l K a m l o o p s h o m e !
Venturing forward — together
For more than a decade, the strategic plans of Venture Kamloops have contained a section entitled “Strategic Partners.”
This is not simply a placeholder that saves room to list other organizations in the city. It is a road map of the direction our organization needs to take in partnership with the other business support organizations in the city. The theme of this year’s Progress magazine, “moving forward together,” could not describe the goal of these partnerships in a more apt way. It would be impossible for our organization to move forward without the cooperation of our partners. While this has always been true, it became a stark reality at the outbreak of the pandemic and in the years since. As we look ahead to the rest of 2023, our local economy faces immediate challenges that are far larger in scope than anything that can be handled by a
single organization in isolation. Issues surrounding the labour market and housing, among others, in a rapidly growing city (the fourthfastest growing in Canada, according to the latest census data) place enormous pressures on businesses in Kamloops and they need support that is targeted and coordinated.
The Kamloops Business Council is the frontline of the coordinated effort to confront local economic issues. The group, which began life as #YKAStrong during the pandemic, has become a vital part of the combined efforts of member organizations on behalf of the
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businesses they represent.
The partnerships developed around this table add strength to the voice and efforts on behalf of the businesses in Kamloops. Our own specific partnerships have helped us drastically expand our range of services through our Start Here program. Through the work of the eight key partners in this program, we are able to ensure new and expanding businesses have access to the most specialized support available to them at the time they need it most. This initiative is truly an example of moving forward together.
But not everything can be accomplished at a local level.
Organizations like Venture Kamloops need robust relationships with provincial and federal bodies — particularly as we look to expand the search for talented employees internationally. Working closely with government agencies responsible for employment through immigration will
be essential in helping local employers find good people to aid in their companies’ success.
There are a lot of moving parts in these complex programs — and working together is essential. Kamloops business operators need to know that they don’t have to go it alone and should reach out to Venture Kamloops, or an agency that represents them, to get them the help they need.
The way forward is not just a list of partners on a dusty planning document. It’s a real, live journey that will require some help along the way. Kamloops enjoys the luxury of a tightly knit network of resources that, regardless of individual mandates, has a common goal – the success of businesses in our city.
That success is what will move us forward.
New Gold t akes its r ole as a community st akeholder seriously. Highlights of our 2022 oper ations include:
•Instituted our new Courage to Care Program, which reinforces our health ad safety culture of zero harm and keeps the well-being of our workforce as priority #1
•Contributed 31 1M pounds of copper and 41,551 ounces of gold to the economy with a heavy focus on sustainability throughout our operations
•Paid $60M in wages and salaries to 674 employees, 81% of whom are local to the Kamloops region
•Donated approximately $300,000 to non-proﬁt and charity organizations through our Community Investment Program
•Provided 8 scholarships and 1 bursar y to local students
•Contributed to career development for 14 co-op students
•Funded sustainability -focused community initiatives from the Ear th Rangers, Nature Conser vancy and Kamloops Wildlife Park
•Par tnered with the BC Wildlife Federation, the Skeetchestn Natural Resources Corp & T’Kemlupsemc Forestr y Development Corp on multiple projects suppor ting our biodiversity goals
•Additions to our batter y electric equipment ﬂeet reduced greenhouse gas (GHG) emissions equivalent to 83 gasoline powered cars being taken of f the road
•Achieved a 2022 total energy reduction of 2.74GWhe - equivalent to the
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
An update on the city’s arts scene
WESTERN CANADA THEATRE
Western Canada Theatre (WCT) survived the first two years of the pandemic with community and government supports and is now trying to bring audience levels back to a level that can allow the organization to continue pursuing its creative goals.
The theatre organization has seen an impact through the labour shortage, particularly in production, technical and creative staff. The pandemic forced theatre technicians and performers across Canada to seek other employment, largely in film and TV production, and many have not returned to the theatre.
WCT has the added challenge of recruiting from a smaller city, with limited access to the highly experienced talent pools of larger urban centres.
To compensate, WCT artistic director James MacDonald said the organization’s work in education and a work environment that is creative, satisfying and enjoyable is helping to cultivate and attract skilled workers.
The economy is doing no favours for WCT in its bid to draw audiences back to the theatre after the pandemic, but MacDonald stressed the importance of keeping theatre accessible.
“It is imperative to us that our community returns to the theatre post-COVID, so we are working on ways to reduce barriers when it comes to accessibility,” he said.
Re-use and recycling of sets, costumes and props has helped WCT, as has hiring local performers and technicians to fill the required roles.
“In the long run, we hope to create a more sustainable operation, both in terms of our environmental consciousness and in building a community of local theatre professionals,” MacDonald said.
Its move to Kelson Hall downtown, thanks to a donation from Ron and Rae Fawcett, has meant a new range of services is available, including several classes for children and adults in WCT’s Stage One Theatre School, as well as other professional development opportunities.
KAMLOOPS MUSEUM AND ARCHIVES
The Kamloops Museum and Archives (KMA) managed its way through the pandemic with support from multiple levels of government and by pivoting into the digital realm. That includes launching its new website at kamloopsmuseum.ca.
There were transformations inside the museum, as well. The museum’s third floor permanent galleries were reimagined and adapted through donations, grants and government supports, something museum supervisor Julia Cyr called an “incredible opportunity.”
“With this, we’ve been able to not only shift museological practices by enhancing safe spaces, bolster collaborative relationships and partnerships in
the amplifying of community voice, but also build new spaces to convene, create and share in foundational and cultural stories,” Cyr said.
The KMA aims to present dynamic exhibitions and programs that are community-driven, focused, shared and celebrated as history by everyone. The Mountain Bike Mecca exhibit saw more than 300 visitors on opening night, with the cycling community gathered to celebrate their sport.
“Exhibitions such as these continue to have a legacy where the public is invited to share in continued dialogue, share in storytelling and experiences and to see themselves reflected in permanent galleries,” Cyr said.
The KMA is continuing its museum-to-museum relationship with the Secwépemc Museum and Heritage Park and with Tk’emlúps te Secwépemc.
An upcoming exhibition is centred on the life of Len Marchand, a former Kamloops MP and senator who was Canada’s first Indigenous federal cabinet minister and the second Indigenous member of federal parliament after Louis Riel.
KAMLOOPS ART GALLERY
The Kamloops Art Gallery (KAG) is tackling the labour shortage by offering a flexible, positive and collegial work culture.
“So far, we’ve been able to fill all posted positions, but it has taken more effort and time,” said Margaret Chrumka, KAG executive director.
Challenges for this year will include managing the gallery’s growth. Early in the pandemic, the KAG adapted by offering programming online. After pandemic restrictions eased, the gallery saw more people returning. Today, visitor levels are 15 to 20 per cent higher than the pre-COVID average.
“This is very exciting to see — and encouraging. The challenge now is in managing this growth,” Chrumka said.
In 2022, the KAG saw the most children in 10 years
take part in its school programs.
“We have also hosted opening receptions for our exhibitions this past fall and again in January that saw hundreds of people attend,” Chrumka said.
She said the gallery’s No. 1 success has been that people have continued to visit and engage with all that the featured artists have to offer.
Later this year, in October, the KAG’s Luminocity exhibit will return, with a week-long after-dark event in Riverside Park and downtown Kamloops.
THE EFFIE ARTS COLLECTIVE
The Effie is one of the newest venues in Kamloops, having opened in May 2021, with those running the venue hoping to realize a vision of giving a platform to local and visiting artists through a collective approach.
“It’s definitely exciting and a challenge,” said Aaron Shufletoski, who runs the Effie Arts Collective with partner Kayly Erno.
Shufletoski said he figured things out last year and the wheels are now starting to turn, with a long-term vision of the Effie, including a redeveloped building.
Part of the ongoing development of the North Shore will be the redevelopment of the building at 422 Tranquille Rd. Shufletoski said he hopes that means new space in 2025.
“We want it to be not just for arts and performances, but also traveling lectures, meeting rooms, education spaces … I know Chimera Theatre is putting together a kids’ summer camp for the space,” he said.
For 2023, Shufletoski said he’s working toward three things: money, in the form of investment in the space, people, in the form of patrons and those hoping to help with the collective and, finally, spirit, in the form of attitudes that will propel the vision forward.
Shufletoski said labour costs have been low with a small employee base, a boon in a tight economy, but also a detriment in terms of what can be done.
But in tough economic times, he’s optimistic the venue will continue to see traffic and grow.
“But, of course, they didn’t have to compete with Netflix in the Great Depression,” he quipped.
The Effie has welcomed everything from stand-up comedy and theatre to music and burlesque.
Shufletoski said people are looking for community and he hopes they can find it at the Effie, which is operated under a collective format.
“We’re trying to avoid the city or profit-based groups. We want to do it sustainably, if not extravagantly. We want to tap into that North Shore ethic of just ... I guess our ultimate goal is to be cool,” he said, laughing.
In May, the Effie will welcome the annual Hydra Festival, which Shufletoski called one of the most under-appreciated event, featuring an assortment of eclectic shows.
Kamloops is planning for the future
New strategic plans, changes to working conditions and increases in public input are ways the City of Kamloops is moving forward in 2023.
Last year, the city drafted its strategic plan for staff, a plan that guides how the corporation is run, city CAO David Trawin said.
Trawin said each city department is now setting goals on how they will implement the plan’s five building blocks: organizational excellence, focused stewardship, pride in service, strong collaboration and employee well-being.
The municipality has not been immune to common challenges of labour shortages and rising inflation coming out of the pandemic. Trawin
said the city was affected by those issues in 2022, but has come up with a game plan to address them in 2023.
The municipality intends to be more flexible in permitting working from home and the start and end times of staff work hours. It is also allowing employees to work longer days to accumulate extra days off
and is maintaining alternates so facilities such as the water treatment plant does not operate shorthanded when an employee leaves or takes sick days.
“We’re working on a lot of things to make things better for the employees so we retain people,” Trawin said, adding it is easier to retain than recruit employees.
As for inflation, Trawin said capital projects have been impacted, but noted the city has managed to “hold the line” on taxes it collects for capital. However, with inflation trending up, the municipality is managing about 10 to 15 per cent less in project work than what it was able to do just three years ago and council will be considering a tax increase in this area during the 2023 budget process.
As for a potential recession in 2023, Trawin said one would not have much impact on the municipality unless development permits were to drop off dramatically. While applications are down slightly, Trawin said they have not “fallen off the plate yet.”
Another challenge the city is focused on in 2023 is the newly elected council’s strategic plan, which Trawin described as ambitious.
“It’s a council that wants to do stuff,” Trawin said, adding the work ahead for the municipality will be to ensure it has the resources at the ready to complete what council wants to get done.
Trawin said it is also more important now than ever for the city to work with its community partners, noting social issues on Kamloops
streets. The city also has an external relations division — to which it recently added a staff member — that works with organizations including the two business improvement associations, Tk’emlups te Secwépemc, Tourism Kamloops, Kamloops and District Chamber of Commerce and Thompson Rivers University.
Trawin said the municipality also has many engagement groups that advise council committees, with the number of individuals involved having grown in number since the previous council. Trawin said group membership has doubled to approximately 80 to 40.
“It’s allowed us to have more public and more agencies involved in giving input and feedback,” he said.
F O L L O W Y O U R D R E A M , H O M E .
E n g e l & V ö l k e r s K a m l o o p s o p e n e d i t s d o o r s i n S e p t e m b e r 2 0 1 9 a n d h a s b e e n s e r v i c i n g K a m l o o p s a n d i t s s u r ro u n d i n g a re a s w i t h i n t e g r i t y a n d p a s s i o n e v e r s i n c e . T h e s h o p i s l o c a l l y o w n e d a n d o p e r a t e d b y t w o b ro t h e r s , M a t t To w n a n d C h r i s To w n
E n g e l & V ö l k e r s w a s f o u n d e d i n 1 9 7 7 i n G e r m a n y a s a s p e c i a l t y b o u t i q u e p ro v i d i n g l u x u r y re a l e s t a t e s e r v i c e s t o w e a l t h y E u ro p e a n c l i e n t s . W i t h m o re t h a n 9 0 0 s h o p s w o r l d w i d e , i t h a s b e c o m e a g l o b a l l y re c o g n i z e d b r a n d
M a t t a n d C h r i s h a v e c a l l e d K a m l o o p s h o m e s i n c e t h e i r f o r m a t i v e y e a r s a n d h a v e b e e n s e l l i n g r e a l e s t a t e f o r t h e p a s t 1 4 y e a r s T h e y h a v e s p e n t t h o s e y e a r s p r o v i d i n g t h e b e s t s e r v i c e t h e y c o u l d t o t h e i r c l i e n t s a n d i n t u r n h a v e w o n n u m e r o u s a w a r d s b e t w e e n t h e t w o o f t h e m .
A f t e r a t t e n d i n g a c o n f e r e n c e i n e a r l y 2 0 1 9 a n d l e a r n i n g a b o u t t h e E n g e l & V ö l k e r s b r a n d a n d w h a t i t c o u l d p r o v i d e , t h e y k n e w t h e y w a n t e d t o o p e n a l o c a t i o n i n t h e K a m l o o p s m a r k e t F o r t h e p a s t 3 y e a r s a n d c o u n t i n g , t h e y h a v e b e e n w o r k i n g h a r d t o g r o w t h e E n g e l & V ö l k e r s K a m l o o p s f a m i l y a n d h a v e b e e n u t i l i z i n g t h e t o o l s n o w a v a i l a b l e t o t h e m a s r e a l e s t a t e a d v i s o r s
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
Chamber is listening and learning in 2023
As we navigate through uncertain times, the Kamloops and District Chamber of Commerce will continue to serve as a convener and collaborator to support our regional business community.
Despite our businesses facing ongoing labour challenges, inflation and a projected recession, we are determined to move forward together and emerge stronger than ever before. In 2022, the Chamber focused on big issues that impact businesses of all shapes and sizes in the region. These areas of focus included housing, health care, taxation, vibrancy and disaster recovery and response. In 2023, we will continue to build upon this work to move the dial on these issues.
To move forward together, the Chamber will focus on listening and learning — listening to our members’ challenges, concerns and obstacles that impede their ability to grow and thrive and listening to our
members' ideas on how we improve or enhance our community. We will learn from our partners to identify ways of working together, working to break down silos to be hyperfocused on the issues and actionable solutions, and listen to government to seek out opportunities for policy change or investment in the region.
We’ll do this through the Chamber's advocacy forum, roundtable discussions and networking events by bringing back business walks in Kamloops and Tk'emlúps te Secwépemc, and through insight-gathering and datacollection initiatives.
The Chamber is committed to creating an inclusive environment and, in the past two years, has been focused on diversity, equity, inclusion and accessibility, in addition to Indigenous reconciliation. We’ll use this lens to ensure we’re listening to and learning from those who represent the diversity of the communities
we serve, including, but not limited to, gender identity, ethnicity, age, sexual orientation, disability, socio-economic backgrounds and education levels.
The Chamber recognizes these challenges cannot be faced alone. This is why we will continue to facilitate meaningful dialogue to learn, listen for opportunities
and plan for action with our community partners and all levels of government, to find innovative solutions that will support our local businesses and ensure Kamloops thrives. We’ll work to build upon the relationships we’ve cultivated with the City of Kamloops and Tk'emlúps te Secwépemc to support a thriving, local and regional economy.
The Chamber is here to support our members and the larger business community and we will continue to do so through every challenge and obstacle that comes our way. Through collaboration and collective action, we can find innovative solutions that will support our local businesses and ensure Kamloops and our region continues to thrive. We invite all members of the business community to join us in this effort and, together, we will move forward and build a brighter future.
— Acacia Pangilinan is executive director for the Kamloops and District Chamber of Commerce
Resetting, realizing on the North Shore
By all accounts, 2023 could be a tough year for residents and businesses alike. With the downturn in economic indicators, one would expect tough times. However, in reality, there are some strong opportunities for Kamloops’ North Shore as we move swiftly into two stages of growth: reset and realization.
Resetting means businesses will be looking to capture as much of the local consumer market as they can. From both a business and a consumer point of view, buying at your locally owned business makes so much sense. Local businesses also buy local, hire local staff and provide significant investment in sports, arts and culture.
Our North Shore businesses are always stepping up to the plate to acknowledge and support local shoppers. In the past year, the North Shore Business Improvement
Association (NSBIA) and our members have given away more than $7,000 worth of prizes and contest awards. All these opportunities came about because you shopped local.
Realization means we are seeing the fruits of the last five years of work. This year, we expect to see the start of seven new mixed-use buildings, bringing more modern and
updated commercial spaces along with the multi-cultural array of food options you have come to expect in the Tranquille Market and beyond.
This will be a powerful year for the North Shore and all it offers the community, including three amazing events: we are hoping to launch our first annual Yew Street Festival in June and will be moving forward with our two most popular events — Overlander’s Day in July and Tapestry Multicultural festival in September.
Whether you are shopping, dining or looking for fun, the North Shore has something for you. If you are incubating a business idea, starting a new business or looking to locate where there is a lot of support and a great, connected business community, the North Shore is for you, too.
— Jeremy Heighton is executive director of the North Shore Business Improvement Association
We inspire giving in our communities
BC Interior Community Foundation helps people give back to their community by connecting generous donors with causes they care about. We are an endowment-based public foundation - gifts are pooled and invested and the annual earnings are granted back to the community FOREVER.
Whatever good you are inspired to do, BC Interior Community Foundation is here to help you do it. Ask us about our charitable giving funds . They can simplify your charitable gifts - and magnify their effects.
HERE’S HOW it works:
1. DEFINE your passion
What causes do you care about most? Do you wish to address an urgent need in the community, honor the memory of a loved one or support a charity or project?
2. DECIDE what and when to give
You can use a wide range of assets to establish a charitable fund or give to an existing fund at BC Interior Community Foundation. Based on your interests and needs, we can help you make a plan to build your fund through gifts now or in the future through your estate plan. You may choose gifts that provide income to others while also beneﬁting the community.
3. CREATE a fund
We will work with you to create a fund that is tailored to your interests and that will accomplish your goals. Our options are ﬂexible: Your fund can broadly beneﬁt the community or focus on speciﬁc issues, organizations or students.
4. LET US take care of the administrative details
We keep it simple so you can focus on what makes your heart sing your contribution to making people’s lives better. We can start establishing your new fund in as little as one day, and can coordinate gift planning with your ﬁnancial and legal advisors.
5. TRACK your fund
You can trust us to be ﬁscally responsible, knowledgeable and dedicated to ensuring that all funds are invested responsibly. You will receive periodic updates about your fund so you can always be aware of its progress.
6. DO GOOD
100% of your donation is invested and the interest is turned into grants to qualiﬁed donees and charitable organizations which includes bursaries and scholarships for local students.
We can help you do good in the community you love.
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
Interior Health is partnering with community
The greatest challenge facing Interior Health for 2023 is the ongoing global shortage of health-care workers and managing the toxic drug crisis and the mental-health impacts that follow it.
Our leaders, managers and human resources specialists are highly motivated to explore creative ways to recruit and retain health-care teams in every community. Our goal is to attract a new generation of talent to this health authority, including the many health services we provide in Kamloops.
We want to partner with the municipal government to promote the offerings of their city and region to workers and their families. At the same time, we at Interior Health focus on exploring innovative ways to create an organizational culture where people want to join, grow and stay. Our pillars are:
• Compassionate leadership;
• Continuous listening;
• Redesigning the way we work;
• Building connectedness;
• Wellness in the workplace;
• Opportunities to invest in our people.
We are actively recruiting provincially, nationally and internationally to fill vacancies and increase staffing across Interior Health. In Kamloops, we continue to work with educational institutions and community partners to highlight the broad range of careers available in health care. The opportunities provided by the new Phil & Jennie Gaglardi Tower at Royal Inland Hospital also help draw more people to the community.
This year, Interior Health was named one of B.C.’s top employers by the editors of Canada's Top 100 Employers and received the Canada’s Top Employers for Young People award. We are grateful to be recognized thank our employees and medical staff for this achievement. Through our educational and community partnerships, this award will support us in promoting the organization as a great place to work as we strive to attract top talent to our urban and rural communities.
Recognizing the devastation caused by the toxic-drug crisis on individuals and families, Interior Health and our partner agencies strive to meet people’s needs with compassion wherever they are on their journey.
Our goal is to reduce stigma and increase access to quality personcentred care across the region. We recognize that cooperation and collaboration are critical to ensure quality care for people experiencing mental health and substance userelated crises.
We know the stigma associated with substance use prevents individuals and families from reaching out for help and accessing life-saving services and treatment. With the goal to end the stigma, we found immense value in partnering with local advocacy groups, such as Addiction Matters Kamloops, which leads various projects and engagement initiatives to increase compassion and awareness in the community.
This year, we are expanding collaboration with the RCMP
in Kamloops and Kelowna. The Integrated Crisis Response Team, with increased trained staff and operational hours, supports people in crisis in both areas. Further planning will allow us to look at other communities across the Southern Interior that may benefit from similar collaborative models.
Together with the Ministry of Mental Health and Addictions, Interior Health has opened the first complex care housing locations in Kamloops and Kelowna. This housing model provides on-site health care and social supports for people who live with significant mental health, addiction and/or medical challenges that result in difficulty finding and maintaining housing.
Heading into 2023, we recognize the work needed to be done to overcome the challenges ahead. We are committed to ongoing collaboration with provincial, regional and community partners to provide joy in work for our employees and the best possible care for our clients.
— Interior Health communciations
The Kamloops Sports Legacy Fund Progress Edition is published in conjunction with the Fund’s 15th allocation of grants and 10th continuous participation in the edition
The original $7 5 million fund resulted from the sale of the Kamloops Blazers Hockey Club franchise in 2007 and a contribution with the dissolution of the Blazers Foundation in 2008 The Society has dedicated the Sports Legacy Fund to the history of the community support for the franchise since its inaugural season in 1984 The first grants were disbursed in 2009
The Annual Report represents the evaluation and confirmation that the grants have been appropriately directed, contributing to the sustainability of the recipient organizations, or meeting the expectations outlined in the application process. It recognizes that the Sports Legacy Fund is a community resource, and the reporting commits to the transparency of the allocation process.
Grant applications are accepted from October 1st to November 30th of each year and reviewed to evaluate the eligibility of the requests, following which an allocation process is used to determine the direction of funding for the following year Follow up Community Impact Reports are submitted by the recipients in the December following the receipt of the funds and form the source of information for the Report
The process and an oversight of the Sports Legacy Fund governance structure may be reviewed by accessing the website at www kamloopssportslegacyfund com Inquiries are welcomed throughout the year
2 0 2 3 G R A N T R E C I P I E N T H I G H L I G H T S
The Fund is unique to Kamloops and the region and is envisioned to operate to perpetuity by way of a diverse managed investment portfolio There are three funding streams:
1 Board Initiatives
2 Application Process
3 Capital Projects Reserve Fund
The 2023 allocation of $417,453 is directed to twenty-nine sport organizations. Many of the grants are leveraged or are matched, providing for the completion of capital projects, equipment and uniform purchases or coaching support A summary of the grant history from 2009 to 2023 is documented within the Society 2023 Annual Report on the website This year is the highest allocation of grants to date
The grants include initiatives funding for the Kamloops KidSport Chapter of $30,000, PacificSport Interior BC for $80,000 and TRU Athletic Scholarships, which have
been multi-year commitments and are not part of the application process. Support for TRU athletic scholarships was maintained at $25,000 and will be matched by the university
Twenty-four organizations were selected from the applicants stream to receive grants totaling $206,253 This ranges from $3,005 for the Tournament City Derby Diversified to $19,300 funding for the Kamloops Sports Council to complete improvements at the Shumway Lake multi-use venue
The 2023 grants are listed and include grants for capital projects, equipment purchases, uniforms, and coaching development A number are contributions to larger undertakings and include facility upgrades for the Greater Kamloops BMX Society of $15,533 for the replacement of infrastructure integral to the operation of the club and $9,500 for the Kamloops Performance Cycling Centre to install a hard-wired timing system at the Kamloops Bike Ranch
Equipment is the most predominant request of the applicants. Representative of these grants is funding of $14,00 for the Kamloops Biathlon Club to purchase specialized rifles, $9,011 for the Sun Peaks Freestyle Club as a matching grant for equipment, and $9,345
for Kamloops Minor Lacrosse Association to support its program
Coaching development remains a key to organizational capacities and is supported by grants of $5,000 to Adaptive Sports at Sun Peaks and $5,000 each to Kamloops Minor Hockey Association and Kamloops Youth Soccer Association
A grant from the Capital Project Reserve Fund for $75,000 was awarded for a capital project of TRU Athletics. The details will be announced later
G R A N T C O M M U N I T Y I M PAC T S 2 0 2 2
The 2022 grants were provided to 33 Kamloops and Region sport organizations for a total allocation of $301,782 The funds are strategically aligned with the recipient organization’s goals to utilize the grants to strengthen capacity and maximize the benefit The funding is leveraged whenever possible to maximize the returns. Annually measuring the impacts and revisiting the groups receiving them is a vital component of the governance and oversight of the Sports Legacy Fund The review provides a process to evaluate the grants and determine if the funds continue to be well invested and meet the expectations envisioned by the Sports Legacy Fund vision, mission, and guiding principles. The
community impacts are reflections by the organizations based on the funding impacts for 2022 The report is a summary compiled from these paraphrased selected impact responses derived from the recipient submissions.
R E P R E S E N T I V E 2 0 2 2 I M PAC T S
K A M LO O P S B E AC H V O L L E Y B A L L C L U B
The Kamloops Beach Volleyball Club received $10,000 to go towards the new City washroom project at Overlander Beach Park. This upgrade to the beach volleyball facility is an important improvement to the infrastructure on site The event hosting ability is tied to this project as they look to host larger events here in Kamloops. The proposed schedule includes:
• Purchase Order has been prepared and the project is in the City production queue
• Site survey is complete and plans to bring services to the building site are complete
• Site prep will begin early in the new year
• Building delivery will be in the Spring of 2023
The club is grateful to the City of Kamloops for their ongoing support and the intention to improve the event hosting capacity at the park. The new concrete building will be accessible to all with universal design, and include power and water, a huge upgrade compared to the current pit house
K A M LO O P S E XC E L / R I V E R S 2 S O C C E R C L U B
The Kamloops Excel RiversFC2 Soccer team was established to give high level men’s soccer players the opportunity to compete in the Pacific Coast Soccer League The grant of $9,957 was used to purchase new jerseys, team wear and team equipment for the inaugural year
The club was able to offer another high caliber soccer program in town for aspiring players who wish to elevate their game to the next level The main goal was to have
the players moved up during the season to play for the new League1 team in Kamloops (Rivers FC) This was achieved with quite a few players being “called up ” It was also instrumental in allowing Thompson Rivers University players play in their offseason to prepare for the U Sports season, which resulted in a national soccer gold medal
K A M LO P S LO N G B L A D E S S P E E D S K AT I N G C L U B
The Kamloops Long Blades Speed Skating Club purchased a MyLAPS transponder system with the $15,000 grant It is an electronic timing system that is used in both long track and short track disciplines of speed skating A bracelet goes around the athlete’s ankle and with the decoder system, records each lap and the finish time for the athlete This is a system used in many other short track events around the world including at the National Training Centre at the Calgary Olympic Oval There are several usages for this system. Athletes can buy their own bracelet and use it at practices and competitions where this system is used These athletes will register with MyLAPS and be part of an international network to compare their finish times and lap times. It is an excellent training tool The club is working with the City of Kamloops to have an internet connection and Wi-Fi to support the system.
K A M LO O P S M I N O R L AC R O S S E A S S O C I AT I O N Kamloops Minor Lacrosse Association received a grant of $14,061 to fund the replacement of 100 youth jerseys, 3 boxes of lacrosse balls, 2 sets of box lacrosse goalie gear, 6 field lacrosse long poles and a new purchase of a sport specific camera KMLA has been working on replacing the team jerseys one set at a time with individual sponsorships. This grant allowed them to finish off the entire association need of new jerseys for the players. Lacrosse balls are an endless cost for the association as they weather quickly and become usable The teams were able to get through the entire season with usable lacrosse balls for each team.
Finding players to be goalies in lacrosse is a challenge With the new gear they were able to outfit two goalies in the newest and safest equipment This field season the 6 new lacrosse poles were used by every team and helped build players confidence when taking on a new position The video camera was one of the most helpful tools the association had this season The game footage that was captured help the coaches and the players to elevate their game Coaching with the visual aid was beneficial for the players.
K A M LO O P S R U G BY C L U B
The club received $15,356 to improve the overall security of their facility by installing window shutters and a monitored alarm system. KRC was using sheets of plywood on the inside of the windows to provide privacy and a small amount of extra security Based on the amount of activity and previous incidents, the concensus among the club executive was that its just a matter of time before someone throws a rock through the windows in an attempt to get in The shutters provide a much better level of protection for the windows, as they are mounted over the existing windows on the outside of the building
The Monitored Alarm System allows them to review “traffic” moving around the outside of the clubhouse and the ability to go back to previous days if required The security system provides a 360’ view of the facility and local area There are a total of eight security cameras around the building, and the monitoring system is inside the clubhouse building in a secure room. The site is also monitored in real time by a monitoring company which is engaged to provide the club with security monitoring in real-time This will allow the monitoring company to respond to attempted break-ins as they happen, alert the police if required, and notify a few club members who have volunteered The Legacy Fund has played a significant part in the completion and ongoing upgrades to the facility
THE FUND IS INTENDED TO SUPPORT
• The improvement of amateur sport facilities and sport activities.
• Funding the purchase of land, buildings and equipment.
• Funding for training, education and research pertaining to amateur sport.
• Funding for organizational capacity building, leadership development and volunteer support
Th e Le g a c y Fu n d w i l l s u p p o r t ﬂ e d g l i n g o rg a n i z ati o n s e s t a b l i s h t h e m s e l ve s w i t h i n t h e s p o r t co m m u n i t y o n t h e u n d e rs t a n d i n g t h at ove rs i g ht ex p e c t ati o n s a n d d u e d i l i ge n ce a re i n c re a s e d u nti l t h e o rg a n i z ati o n i s e s t a b l i s h e d a n d s u s t a i n a b l e . Sm a l l e r s p o r t o rg a n i z ati o n s , w h i c h a re n ot i n co r p o rat e d u n d e r t h e B C So c i eti e s Ac t , a re e n co u ra ge d t o a p p l y fo r f u n d i n g a n d w i l l n ot b e re s t r i c t e d by t h e a p p l i c ati o n re q u i re m e nt s .
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
BCLC creating winwins for greater good
If there’s only one key takeaway from the pandemic, it’s that we’re stronger together; that reciprocity — the notion of exchanging ideas for mutual benefit — is the ‘secret sauce’ to addressing the next local and global challenges that will come our way.
At the BC Lottery Corporation, our social purpose is to generate winwins for the greater good. This means that behind everything we do, there is a higher purpose — to serve the best interest of our players, our province and our communities.
And, while BCLC is early in our journey to embedding social purpose into our business, we know that being a positive force for good
means continuing to work together, to move forward, together.
Here in Kamloops, BCLC is proud to contribute to the fabric of the community and appreciative of what Kamloops contributes to us.
It is in that spirit that I share a few findings from a Thompson Rivers University study released in 2021. It estimated that BCLC activities have contributed $2.2 billion to the economic and social development of Kamloops since 1985, when we opened our headquarters here.
It found that the $232 million BCLC had spent on local goods and services from Kamloops suppliers throughout 35 years contributed approximatelyPAT DAVIS
$324.9 million to the local economy. Also highlighted was the significance of BCLC’s $2.6 million in Kamloops sponsorships, which had an approximate social impact of $6.2 million — that is equivalent to about $62 per person living in Kamloops. These numbers certainly validate our commitment to supporting important events and programs that bring our community together, including Music in the Park, the Kamloops Film Festival and Kamloops Food Bank, just to name a few.
But our work to serve
a higher purpose must be bigger and broader to address local challenges like the labour shortage and troubling global issues like the climate emergency and rising inequality.
That’s why BCLC also recently re-focused our business operations to support positive environmental and social impacts as outlined in our 2022 Environmental, Social and Government Report, which is available online at bclc.com.
We are holding ourselves accountable to important new goals, which include becoming an industry leader in addressing climate change, becoming a zero-waste business, creating positive social impact (including by influencing our industry to adopt BCLC’s goal that no player is harmed by gambling) and committing to true and lasting reconciliation, including decolonizing our
operations and fostering equitable relationships.
One small step is our support of an Indigenous internship program offered by a company called PLATO, whereby BCLC welcomes First Nations, Inuit and Métis people who are training to become software testers and seeking experiential learning in real-world projects. Graduates of PLATO’s training program are guaranteed permanent employment with PLATO working in or around their home community. And, while that may not be Kamloops, the program enables our emerging tech sector to highlight the attractive jobs — and lifestyle — we offer here in the Thompson Okanagan. That’s a win-win, one of many we are striving to create in the coming years.
— Pat Davis is president and CEO of the British Columbia Lottery Corporation
KELSON GROUP: Building on Our Comittment to Help People Live Better
Being clear on our mission is a focal point that helps our company strategically build for the future. We are committed to providing qualit y multi-family homes to help people live better, an intentional focus we have been striving to do for 49 years . This star ted with our first apar tment rental building in K amloops and has remained as we have grown to 65 buildings representing 4,000+ apar tments in 10 cities throughout Western Canada with the addition of a proper t y development division to our por tfolio.
A few of the key areas that contribute to providing qualit y multi-family homes to help people live better include operating sustainable buildings, constructing new builds with durabilit y in mind, hiring the best and brightest team members, and giving back to our communities . One of the challenges many homeowners may recognize is a home requires constant upkeep to make it a comfor table , safe , and desirable place to live in. This is no different for us, except the challenge is amplified due to the number of buildings we own and operate. When a suite becomes vacant , our goal is to renovate and we also keep up on common spaces such as hallways, amenit y rooms, and lobbies to help our residents feel a sense of pride and that we care for our assets . Several years ago, we signed on to the Cer tified Rental Building Program (CRB) which suppor ts our industr y ’s Environmental, Social and Governance transformation and continually raises the bar of industr y professionalism. We recently signed on our Alber ta proper ties, and today, all our apar tments are CRB cer tified.
When it comes to proper t y development , our team has been busy constructing new residential buildings in the communities of K amloops (Cit y Gardens), Surrey (Fraser Landing), Prince George (Foothills Crossing), and Abbotsford (Delair Cour t). We treat each project with individualized attention, we work with highly regarded sub trades, deploy excellent communications, and manage move -in day to make the experience as stress-free as possible. Our team just won a Keystone Award for ‘Best Multi-Family High Rise Development ’ for L iber t y Pointe , one of three of our new residential developments on campus at Thompson Rivers Universit y. By the end of 2023, we will have added 185 new apar tment rental suites to our por tfolio, and 150 new market housing condominiums in Trillium tower at Cit y Gardens in 2025.
As our company grows, we need the people power to help us function well, to help our ser vice levels remain consistently excellent . We offer professional development and training with oppor tunities to advance , and both our proper t y management and proper t y development divisions offer diverse oppor tunities for hundreds of employees across Western Canada for tradespeople , maintenance team members, leasing agents, and managers . Together, we give back through investments of our resources - time and financial suppor t - to the communit y groups who are relentless in their pursuit of improving communities, too.
No matter the size or scope of our company now and in the future , we are clear on our mission, and it guides all we do.
“Our purpose is to provide quality housing to help our residents live better.”
Jason Fawcett, President, Kelson Group
INDIGENOUS BUSINESS IN FOCUS KAMLOOPS
Tk’emlúps embraces partnerships
Tk’emlúps te Secwépemc (TteS) continues to be proud of the work our community and organization does. We have seen significant progress on many key projects and continue to prioritize the development of new relationships.
Earthworks have been completed and steel construction is underway on the Sweláps Grocery Store. Completion is on schedule and we are hiring for the general manager position. This project is expected to employ 50 when it opens in October. A commercial complex and gas station will be included in that location. We also recently completed the opening of eight Tesla charging stations at the Petro-Canada station.
Construction of the Stswékstem Engineered Waste Management Facility is on schedule and remediation of the old landfill is in progress. The Tk’emlúps Transload, a TteS majority-owned business in partnership with Arrow, officially opened in December.
We recently completed a 10-unit elders housing unit and four CMHC rent-to-own homes are under construction. It is a priority to create additional housing opportunities for our members after years with no new housing constructed.
On reserve, we have installed new bus shelters and streetlights, a watermain extension has been completed and a one-kilometre multi-use pathway has been constructed on Salish road. A TteS energy and emissions plan has been developed, with a goal of achieving netzero greenhouse gas emission by 2050.
We are working with the City of
Kamloops on a bid to host the 2027 North American Indigenous Games. The team supporting the bid development is a cross-section from both of our communities and it is powerful to see everyone coming together to work on a reconciliation project that will socially and economically benefit all. This is an excellent example of the Progress theme of “Moving Forward Together”.
TteS is continuing to work on feasibility studies for various projects, including a healing house for survivors and intergenerational survivors of residential schools and upcoming development opportunities at 7 Mile.
We continue to be committed to resolving outstanding land issues, protecting and managing our lands, waters and resources and upholding our responsibilities as stewards of our lands. Our obligations to care for our ancestors has led to the development of a strong team to deal with both archaeology and the Le Estcwicwéý (The Missing, or
children that never returned home from residential school).
Our education department continues to offer training and capacity development for members to increase their employment opportunities. Training options offered include healthcare assistant, wildland firefighting, truck driving, education upgrading and firstaid, as well archaeology training offered by our natural resources department.
Like other organizations across B.C. and Canada, we have struggled to fill some positions in our everexpanding organization. A commitment to organizational excellence and staff development helps to retain the amazing staff we have recruited.
We are honoured to continue to work with our Secwépemc communities, other levels of government and our business partners. TteS has strategic goals, and we work hard to position ourselves to move forward on all these initiatives on behalf of the community.
BUSINE S S DE VELOPMEN T SUPPOR T for Indigenous Pe ople L iving in Central B .C.
HELPING YOU SUCCEED
Community Futures Development Corporation of Central Interior First Nations (CFDC of CIFN) promotes community economic development support services to Indigenous people within the Central Interior of B.C.
CFDC of CIFN proudly supports small to medium sized businesses with regular and capital loans and business training. We also assist Indigenous entrepreneurs to create their new business start-ups. We provide marketing expertise and our special focus is on youth, people with disabilities, and women in business.
“We are proud to provide business supports to clients, partnerships, new programs and training to support the mandates of our organization We always want to showcase success stories of business ownership, as well, community engagement projects with the Kweseltken Project to support Artisans and agriculture.”
There is so much about challenge, tenacity if we can only focus on success and sharing our knowledge as we work towards a new era of truth and reconciliation and how that relates to working together in our calls to action.
In 2021 we have adapted our training program with online tools to readily provide the resources needed for new and existing entrepreneurs. These above changes and adaptations have resulted in numerous success stories and have prevented loss and hardship to Indigenous businesses We will continue to provide these services as we play our part in the provincial economic recovery plan.
Our organization continued to grow through times of difficulty as we prioritize putting our clients first Our team works tirelessly to provide our services quickly to ensure our client’s success.
I find my position here at CDFC of CIFN to be the most rewarding experiences of my life I work with and am supported by a great Board of Directors, staff and contractors. We enjoy working for the people, and helping them through these trying times. Our success shows. Going forward, we will continue to develop new programs and services to support the entrepreneurial spirit of Indigenous people
We wish everyone the best for this year and years to come We wish you the best of health, success, and tenacity in the face of challenge
Kukwsts’etsemc (thank you all) George Casimir / GM
WHAT WE PROVIDE:
PROGRAMMING & SERVICES | SKILLS DEVELOPMENT | BUSINESS LOANS
BUSINESS RESOURCES | FINANCIAL TRAINING & SERVICES | PARTNERSHIP BUILDING
Promoting regional economic growth through business development services and training by supporting Indigenous communities and entrepreneurs and remain linked to the overall economic, social, political and development of Indigenous people.
To provide and promote culturally based, inclus to enhance holistic well-being and pride
ALL OUR PROGRAMS AT THE KAMLOOPS ABORIGINAL FRIENDSHIP SOCIETY ARE FREE, CONF
FAMILY PRESERVATION AND YOUTH SERVICES
KAFS NEW EXECUTIVE DIRECTOR CAL ALBRIGHT
I am originally from the Treaty 4 Territory/ Metis Cree homeland I’m a member of the Sapotaweyak Cree Nation My European ancestors can be traced to Scotland My bio parents were the late Lawrence Zastre and Florence Audy, my maternal grand parents were Louis Zastre and Vitaline Ferland and my paternal grandparents were Jack Audy and Margaret Stevens. I was mostly raised by my late foster parents Ed and Margaret Albright my maternal foster parents Edson and Ethel Armistead and my paternal foster grandparents John and Hulda Albright All are now gone to the spirit world My Indian name is Last-ki-kaya-mi-gun, in English it means “leading wolf” My elders and others say, “education is the new buffalo from which we can live a good life” I have the following certiﬁcates-BA, BSW, MSW, Executive MBA A highlight in my career is being the principal of the development of a new building for the Kermode Friendship Society. This resulted in celebrating the grand opening of an 18,000 square foot commercial building in 2018 for the Kermode Friendship Society to beneﬁt the Terrace urban Indigenous community. They now have a beautiful asset and own a building that was built speciﬁcally to meet their program needs. A totem pole also is now attached to the building in honor of those who attended the residential school I live by these values: respect, compassion, wisdom, responsibility, caring, sharing, accountability, balance, and harmony.
Our team consists of a Family Service Manager, a Team Leader/Family Support Worker, Family Preservation Worker, Indigenous Family Support Worker, Youth Worker, Outreach Support Worker, and a Child and Youth Care Worker Our family preservation team provides culturally appropriate services to children, youth, and their families. This team provides support services to Child Protection, Guardianship, Youth Services, Individual Counseling, Family Counseling, Family Court Advocacy, Crisis Intervention, and In-home and Ofﬁce Visits. Funded by MCFD
EARLY CHILDHOOD DEVELOPMENT PROGRAM
Our team consists of Cultural ECE Family Support worker, ECE Worker, Outreach Support worker and a Nutritional Support Worker These workers provide in-home and in-ofﬁce support for families that have children aged 0-6 years. The ECD helps connect families that may feel alone and who have little support within their community. Funded by MCFD
FAMILY OUTREACH SUPPORT WORKER
Our Outreach Support Worker is part of the Family Preservation and ECD teams and is unique and is geared towards increasing healthy birth outcomes, enhancing parenting skills and supporting child development By working with the family, and community in a holistic approach we can help build strong and healthy families, by providing in-home support, through counseling that teaches parents appropriate parenting skills, and behavior management. Funded by MCFD.
CHILDS ROOTS ARE FOREVER PROGRA
Our Roots Worker will work directly with Indigenous children and youth who are in care with the Ministry for Children and Family Development and Secwepemc Child & Family Services. This program ensures that each child in the Ministries. care, are provided with a strong foundation based on their cultural, spiritual, mental, and emotiona traditional teachings, while also supporting a encouraging the connection with their family, extended family and Indigenous community.
ELDERS WELLNESS PROGRAM
Our Elders Cultural Coordinator has a program for our Indigenous and non-Indigenous Elders who are 55 years plus. The Elders Coordinator continues to promote our Elders physical, mental, emotional, and spiritual well-being and healing by having the elders join in workshops, arts and crafts, Cultural outings. Funded by BCAAFC
CULTURAL EDUCATION COORDINATOR FOR SCHOOL DISTRICT #73
The Cultural Education Coordinator provides culturally appropriate services that promote and ensure positive educational experiences for students in School District #73 The following activities have been presented: Welcome Song, Drumming, Traditional Governance Past & Present, Story Telling, Residential Schools, Traditional Hunting, Community Roles, Drumming, Dream Catchers and Button Blankets, Medicine Pouches, Lanyards and Pine Needle Baskets, Rattle Making, Beaded Earrings/Keychains and Ribbon Skirts. The coordinator also participates in Aboriginal grad, National Indigenous Day and cultural events held at School through out District #73 Funded by SD#73.
SUBSTANCE USE PROGRAM
Our Addictions Worker provides Counselling Programs one-to-one or couples counseling for individuals who are seeking support and also provide information for recovering from an addiction Services provided from our worker include counseling, referral to treatment centers, in-house referrals, information support and prevention. This program has assisted th d ld i th i j
AL FRIENDSHIP SOCIETY
usive programs, supports activities, e in Urban Aboriginal Peoples
FIDENTIAL AND PROVIDED IN A POSITIVE SAFE ENVIRONMENT
YOUTH CONFERENCE AND STUDENT BURSARIES
This program is in partnership with TRU and the Kamloops Aboriginal Friendship Centre The program provides an annual two-day youth leadership conference at TRU and provides cultural workshop for students to participate in for forty youth aged 16 to 24 Urban and rural Aboriginal youth in the TRU catchment area will be recommended by their schools and communities to attend The Kamloops Aboriginal Friendship Society will be presenting student bursaries presented again this year for Indigenous students graduating from grade 12 and who will be attending TRU. Funded by TRU.
AFFORDABLE RECREATIONAL COMMUNITY HEALTH PROGRAM (ARCH)
The program allows low-income families to participate in Kamloops Parks and Recreation Activities at a more affordable cost Application forms are now available at 125 Palm Street through the KAFS Receptionist To apply, you need to show photo I D for the applicant and birth certiﬁcates of all family members, a current utility bill for proof of address if your address is different then on your I D and all adult applicants must provide last years’ income tax assessment, if you’re on disability you will need a letter from the Ministry to prove income eligibility. Funded by Parks Recs Kamloops.
OUTREACH SUPPORT WORKER
KAFS Outreach Support Workers focus is the street entrenched population, the homeless and housing insecure We provide services and supports, referrals, and help connect community members by connecting to them on the street and in shelters. Outreach workers assist community members to access shelter, food supports, mental health supports and to help clients navigate access to safe supply and/or addiction and recovery resources. Our Outreach support worker conducts VAT interviews for
BC Housing and refers to organizations that supply housing and rental subsidies. Referrals are made to Mini Storage Site, Street nurses for medical needs and access to Opiate Alternatives (O A T ), BC Housing, ASK Wellness, Mustard Seed, Emerald House, John Howard, Interior Community Service, Salvation Army, Red Cross, Income Assistance, Interior Health, A Way Home Kamloops, Rapid Access clinic, Urban Native Health Clinic and LMO Funded by Reaching Home City of Kamloops.
MINI STORAGE SITE
Mini Storage is located at 48 West Victoria Street to service our homeless population and is open 7 days per week from 10:00am-5:00pm and closed on some statutory holidays. The storage site has a manager and 4 employees who attends to client’s needs. Clients may use this address for their mail Clients can store up to 50 lbs. of their personal belongings which are put into a plastic bag and then into a storage bin Other services available are laundry, showers, and access to public washrooms. Call (250)828-2555 for more information Funded by the City of Kamloops.
THE GATHERING PLACE
The Gathering Place is located at 48 West Victoria Street in the parking lot next to Mini Storage, the Kamloops Aboriginal Friendship Society and the Mustard Seed are in partnership to provide a culturally safe space for the homeless to have a place to socialize. We will be providing activities such as: movie nights, BBQ’s, pizza night’s, card games, ping pong, and arts and crafts. It will be open from April 1, 2022, to October 31, 2022, from 12:00pm8:00pm Monday to Fridays closed on some statutory holidays. The site will be monitored by the Outreach Support Workers who will provide basic needs of support with access to cultural resources and community support services. Funded by the City of K
We developed this program because of the alarming trend we are seeing of young families losing their housing because of housing sales or demolition and becoming homeless. Sometimes when a family loses their housing the children are taken into the care of the ministry and securing housing is sometimes the only barrier for families to reunite. It is our hope to be able to reunite families whose children are in care and to provide a supportive home environment for them to grow and thrive with a focus on cultural education and healing families from the past traumas of colonization and residential schools. Contact KAFS more details.
NEW PROGRAM ENDING SEXUALIZED VIOLENCE AGAINST INDIGENOUS WOMEN FACILITATOR
Under the Supervision of the Family Service Manager, Ending Sexualized Violence Against Indigenous Women Facilitator will raise awareness in the Kamloops area about the unacceptable levels of sexualized violence against Indigenous women The facilitator will review and familiarize herself on the current state of research completed on the subject matter From that will develop a number of workshops to be delivered to key community stakeholders.
The Kamloops Aboriginal Friendship Society was established in 1972 and is charitable organization with a status free open-door policy. We encourage everyone to drop into our location, meet our friendly staff and learn more about our programs. All our programs at the Kamloops Aboriginal Friendship Society are free, conﬁdential, and provided in a positive safe environment
We are the premier agency offering culturally-based programs, services, and supports for urban Indigenous people in our community
The Kamloops Aboriginal Friendship Society provides culturally appropriate programs and inclusive services that meet the needs of urban Indigenous people to become healthier physically, mentally, emotionally, and spiritually.
The busy Tk’emlúps Petro-Canada station at Highway 5 and Shuswap Road has added sustainability to its footprint, with the introduction of a number of Tesla electric car chargers for daily commuters and those visiting Tk’emlúps and Kamloops from elsewhere.
Excitement is high for the newly named Sweláps Market grocery store. People are motivated to shop closer to home and suppor t a Tk’emlúps te Secwépemc (TteS) owned and operated business Likewise, TteS is motivated to fulﬁll a community directive, meet growing market demand, and improve access to healthy, affordable foods. With a roughly 22,000 sq. ft. footprint Sweláps Market will have the full selection that your traditional grocery store would have in a more intimate, community size store with exceptional in-store shopping experiences. The store’s team will lean into local and venture to be the place to work!
The store’s branding is purposefully place-based and cues shoppers that this business is an independent grocery and TteS owned and operated Sweláps, meaning big horn sheep, roam the Tk’emlúpsu’l’ucw and is represented in the logo by a sheep’s horn nestled within Mount Paul and Mount Peter, and the Nor th and South Thompson Rivers
Sweláps Market kicked off the hiring campaign in January 2023 with recruitment for the General Manager Hiring for the remainder of the management team will continue in spring 2023, and front-line staff from late summer through fall 2023 All job oppor tunities and news on job fairs will be posted to w w w.swelapsmarket.ca as well as TteS communications channels. When factoring in a combination of full, par t-time, and seasonal options, there could be as many as 50 employees the ﬁrst year and increasing to as many as 100 by year ﬁve “Sweláps Market will showcase our business acumen and commitment to community economic development
Watching this project develop and seeing it physically come to life through construction is truly a source of pride for our community and leadership Sweláps Market is the ﬁrst step in the commercial development of the site, which will beneﬁt, not only our membership bringing food and other services closer to home, but all our friends who reside on the TteS as well as those who will travel here to shop and suppor t TteS business and economic development ” Kukpí7Rosanne Casimir
Candice Camille Photography
Eight years ago, Candice Camille needed great horse photos to help showcase the horses she and her husband, Jordan, were training and selling through their business, Camilles Horsemanship Sitting on the rails of a pen one day, she used a point and shoot camera to capture the power and beauty of the work Jordan was doing with the horses The pictures were captivating, and she realized how much the act of telling a story through photos fuelled her inner creative drive.
“After that I spent a lot of time studying the technical aspects of photography and how to create the images I was envisioning,” she says, “and gradually it grew It was addicting!”
Now Camille has established a reputation for her stunning equine photos featuring the horses on their ranch and the feral horses on the grasslands Telling the story of these horses through her lens has led to her work being in demand around the world Later she expanded her photography business to include events, weddings, and lifestyle por traitsall connected to the western theme that is the backbone of her life
In 2020, when the COVID-19 pandemic hit, all of Candice’s event bookings dried up almost instantly “It all came to a screeching halt,” she admits But at the same time as the events were drying up, Camilles Horsemanship boomed, and she returned to photographing the horses she loved She created a popular calendar that sold out multiple printings, and she began to explore the medium of video Now videos
Mount Paul Barbers
“I star ted at Mount Paul Barbers on February 1st ,” explains new owner, Loreena Seymour. “ When I found out it was available, I jumped on the oppor tunity to own my own business.” For someone who has been passionate about cutting hair professionally since 2006, the timing was right, so Seymour took the chance and hasn’t looked back.
After working at a high-end salon in Kamloops for a number of years, Loreena made the move to Salt Spring Island, where she learned the craft of being a barber She takes an enormous amount of pride in the quality of work she does and taking over the barber shop allowed her to give the business a fresh star t with a new look, a clean, happy, welcoming atmosphere, and talented staff with great attitudes who are suppor ting her all the way on this new adventure
Loreena has more plans for the shop in the future. “There are still some things I want to do to modernize the business,” she admits. The thing that won’t change, however, is the connection she’s made with the existing clientele in these few shor t months.
of her and her family’s life with horses, Jordan’s gentle natural horsemanship style, and feral horses, many who have been cruelly abandoned by their owners, from around the area can be found on their YouTube channel, Candice & Jordan Camille, which currently has over 19,000 subscribers Several of her vlog-style videos have been viewed hundreds of thousands of times, helping Candice ﬁnd an even broader audience for the visual stories she wants to tell.
Candice says the best par t of the business is the creative aspect of it. “I’m always telling my clients ‘Just one more!’ and then knowing what that drive means to my clients when they see the ﬁnal images is amazing ” Finding the best way to create images that share a deep range of emotions is a satisfying goal
Like many people in creative businesses, Camille ﬁnds the business side, the hustle and the administration, the hardest par t of being in business “Sometimes you get tired,” she says, “but then I get back to my creative core and my passion, which makes it all wor th it ”
When asked about the best par t of owning the business, she says without a doubt it’s connecting with the people and enjoying some great and often hear tfelt conversations. “The best par t of my day,” she says without hesitation, “is making connections with community members. When that happens, it just doesn’t feel like work.”
Loreena strives to be an example for other women in the community as well. Her kids are proud of the fact that their mom is an indigenous woman who owns her own business. Loreena believes that the way it all happened was like it was meant to be, and now the owner of Mount Paul Barbers is excited about the future and looking forward to growing the business.
J u l i e a n d h e r t e a m h a v e a w e a l t h o f e x p e r i e n c e a n d h e a l t h c a r e k n o w l e d g e . W e p r i d e o u r s e l v e s i n o f f e r i n g e x c e l l e n t c u s t o m e r s e r v i c e , f o c u s i n g o n t h e i n d i v i d u a l n e e d s o f o u r p a t i e n t s . We c a r r y a w i d e r a n g e o f h o m e h e a l t h c a r e p r o d u c t s , m e d i c a l e q u i p m e n t a n d o v e r t h e c o u n t e r p r o d u c t s a n d a r e h a p p y t o s p e c i a l o r d e r w h e n n e e d e d . P h a r m a s a v e A b e r d e e n i s a C o m p o u n d i n g P h a r m a c y w i t h s t a t e o f t h e a r t e q u i p m e n t a n d e x p e r i e n c e d s t a ff t o c u s t o m i z e m e d i c a t i o n s f o r y o u a n d y o u r p e t s . W h e t h e r y o u r p r e s c r i p t i o n c a l l s f o r a s p e c i a l s t r e n g t h , m i x t u r e , o r ﬂ a v o u r, w e a r e h a p p y t o w o r k w i t h y o u t o ﬁ n d t h e r i g h t s o l u t i o n W e b i l l d i r e c t t o a l l e x t e n d e d h e a l t h c a r e p l a n s f o r p r e s c r i p t i o n m e d i c a t i o n s . We a l s o b i l l d i r e c t t h e F i r s t N a t i o n s H e a l t h A u t h o r i t y ( P l a n W ) f o r e l i g i b l e o v e r t h e c o u n t e r p r o d u c t s * a n d m e d i c a l e q u i p m e n t * * . C a l l o r d r o p b y t h e p h a r m a c y t o c o n s u l t w i t h o n e o f o u r p h a r m a c i s t s f o r a d v i c e a n d t r e a t m e n t f o r t h e f o l l o w i n g c o m m o n c o n d i t i o n s l i k e :
A c n e , A l l e r g i e s , A t h l e t e s F o o t , C o n s t i p a t i o n , F e v e r, L i c e , M o r n i n g S i c k n e s s , O u t e r - E a r I n f e c t i o n s , P i n k E y e , Ye a s t I n f e c t i o n s .
*Must be enrolled with FNHA Health Beneﬁts to access First Nations pharmacy beneﬁts.
**Must be enrolled with status number in Paciﬁc BlueCross FNHA plan to access medical equipment.
Pharmasave Aberdeen is a full service compounding pharmacy. Locally owned and operated by Julie Ford, we are conveniently located in the Aberdeen Village Shopping Centre, across from Staples and next to Arigato Sushi.
• Blister packing
• Special orders
• Free city wide delivery
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
KCBIA is collaborating
In The Great Escape and Remember the Titans and many other similarly themed films, a group of individuals comes together, overcomes adversity and rises above to achieve greatness. The vision, leadership and collaboration are integral to these timeless Hollywood stories — they are, as well, to the successes within our communities.
Kamloops’ business leaders have not wavered in the last three years, forging ahead to help make the Thompson-Okanagan among the fastest-growing regions in Canada in population, investment and development. The Kamloops Central Business Improvement Association, its stakeholders and community partners are committed to moving our beautiful downtown and city forward together. The collaborative spirit is nothing short of inspiring, be it in producing events, supporting economic recovery or addressing social issues.
With unprecedented growth, Kamloops has come a long way from
its one-mill, small-town roots to encompass a world-class university, a growing tech sector and local First Nations experiencing what can only be described as an economic and cultural boom.
The Scotties Tournament of Hearts and Memorial Cup are back in the Tournament Capital of Canada in 2023. All require vision, leadership and collaboration, not to mention a leap of faith in a dynamic economy.
With pressures of a labour shortage, inflation, higher interest rates and projected recession, we address these obstacles head-on, while focusing on our destination. Although advocacy is an ever-increasing role of BIAs, it’s important we act at the grassroots level to assist in mitigating impacts. Our participation on the Kamloops Business Council is a shining example of engagement, response and action, with no fewer than 10 organizations representing Kamloops and area business. One resulting initiative has been the identification of underrepresentedHOWIE REIMER
skills in the labour market that could be offered as micro-credentials and continuing education at Thompson Rivers University.
As Kamloops moves forward together, what is the appetite for the proposed performing-arts centre downtown? As part of the Cultural Strategic Planning Committee, we will engage with our BIA members, the Kamloops Centre for the Arts Society and others to discuss funding and operations, social and economic impacts, parking and more prior to referendum.
We work with the City of Kamloops’ community services department and Kamloops RCMP on safe and secure initiatives, which has resulted in a business sector training program. We have supported agencies in securing funding for outreach and
street advocacy. We share resources with the North Shore BIA, including ambassador patrol, needle and litter collection and graffiti removal. The two groups will co-host the BIABC convention in spring 2024 with as many as 150 delegates converging on Kamloops.
We create and execute events like the award-winning Santa Claus Parade, Summer Night Market and Welcome Winter Block Party. Our partnerships with other community groups have helped produce Hot Nite in the City Car Show n’ Shine, Hoops in the Loops street basketball tournament and the Holi Festival of Colours. Shared experience not only adds to the vibrancy of our downtown — it promotes our businesses and provides a healthier, inclusive community.
We will continue to set ambitious goals, have the trust to work collaboratively and possess the conviction to put in the effort necessary. If we do, we, too, can write some great stories.
Community Futures is Taking Care of Business
This year has started with a bang at Community Futures Thompson Country (CFTC) as the phone is ringing with client inquiries and new entrepreneurs seeking business development support. This increase in client activity is timely, as CFTC has expanded its programming with the newly launched Taking Care of Business Program.
This program, funded in partnership with Pacifican Canada, provides an array of services aimed at active business owners and managers to strengthen and build resiliency in their business operations. The Kamloops and regional business community uptake has been terrific, with more than 150 businesses participating since the program launched in November 2022. Businesses that sign up for a free membership gain access to a wide range of ongoing business development workshops, training grant funding and 10 free hours of consultant support.
CFTC’s foundational commercial financing service continues to be active as we support business owners adapting to the new interest rate reality. Debt financing is a tried-and-true method of starting and growing small businesses; however, with rising rates, business owners must look at their operating budgets to ensure additional capital and the payment that comes with it are suitable for their business needs.
CFTC’s experienced lending
team supports clients through this review and ensures borrowers have the right amount to grow their business sustainably.
Another debt-related activity for many business owners is the reality of emergency pandemic loans coming due at the end of 2023. This is true for business owners who received CEBA loans from their bank or CFTC clients who received RRRF loans. While these loans were government-funded, they will become term loans unless paid off by the end of the year. Adding a forgotten loan payment will prove detrimental to the business, so CFTC is working with RRRF clients to ensure they are prepared for that inevitability.
Another method of navigating turbulent economic times for business owners is creating a plan to adapt to new realities. While CFTC’s Business Boot Camp has historically been for new entrepreneurs, we’re finding a growing number of active business
owners benefit from attending the program, as it allows for a review of their business processes and puts a plan in place to alter their service delivery. Combining new and current entrepreneurs creates excellent workshop cohorts, as the best learning comes from likeminded peers.
Despite the potential reality of a recession and the persistent challenges of labour shortages, there is a consistent sense of optimism within the business owners that come through CFTC’s doors. This contagious optimism feeds our CFTC team with the tenacity to continue to help local entrepreneurs and support the growth of the local business community.
If you or someone you know requires business development support, please reach out and connect with us; we’ll be happy to help.
the path to a shared vision
2022 Value of Tourism/Economic Impact Study
Tourism Kamloops Volunteer Ambassador Launch
Enhanced Tourism Kamloops Destination Development Team Established
Community Connectedness - Meetings with City Council, KCBIA, NSBIA, Venture Kamloops, Kamloops Chamber, Kamloops Accommodation Association and Industry Stakeholders
Tourism Kamloops Strategic Plan Review
City Service Agreement Proposal and Evolution - Visitor Experience to Destination Development
2023 Value of Tourism Campaign Kick Off - Share new economic impact with community and industry
National Tourism Week April 24 - 30, 2023
Tourism Bi-Annual Presentation to Council
BOLD Hospitality Awards
Destination Master Plan commitment and launch
Destination Kamloops invites you to the team
Since inception in 2005, Tourism Kamloops has served as an essential player in promoting Kamloops as a distinct and desirable tourism destination. With drastic downturns in tourism revenues and visitor volume as a direct result of the pandemic, travel demand returned with vigour in 2022, delivering unexpected yet welcomed success. The lens for 2023 remains cautious as residual effects of the pandemic continue to influence industry certainty. We know that our strength — inclusive of industry, stakeholders, businesses, government and community — is directly connected to
our ability to collaborate and meet challenges head-on. This year’s Progress theme, "Moving Forward Together,” is top of mind for Tourism Kamloops as it is imperative for our community leaders to work in tandem to acknowledge our potential challenges and actively seek solutions to mitigate deep impacts.
Labour shortages, inflation, talk of a potential recession and the leftover feelings of uncertainty, paired with unpredictable environmental challenges, are just a few of the challenges our region can face. We must work together to position our community and destination as resilient
and progressive to meet these potential impacts, while curating strategies to move ahead and rise above.
One of the most important steps we can take is to implement a shared vision and strategy for the Kamloops visitor economy — enter Destination Kamloops, a strategic framework bringing tourism and community together.
Destination Kamloops outlines the city's long-term vision for inclusive tourism development and provides a road map for achieving it.
This approach means 2023 is grounded in collaboration. Tourism Kamloops is prioritizing relationships: from
Community Connectedness meetings in February and March to National Tourism Week in April, from supporting industry in peak tourism months May through September to celebrating our industry champions at the BOLD Awards in October. We deliver strong advocacy to government continuously all year long to ensure we have the support and
commitment to overcome potential obstacles and rise beyond. The health and wellness of our community, residents, industry and destination is paramount.
Destination Kamloops moves us forward by inspiring strategies that respond to the needs of residents, stakeholders and visitors. Being connected, we can ensure the efforts of all community partners are aligned toward a common goal, ultimately maximizing the benefits of tourism for our local economy. Destination development isn’t just about the visitor — as a destination increases its tourism offerings, it enriches our local lifestyle, creates jobs (directly and indirectly) and infuses our local economy with more non-resident dollars.
A great deal of meaningful work has already been completed by the City of Kamloops.
Tourism Kamloops’ role is to elevate, support and help the city achieve the strategic goals outlined in its Official Community Plan, neighbourhood plans, Recreation Master Plan and new cultural strategy. Why? We know visitor dollars propel the ability to make city-wide plans come to fruition.
We have identified goals, strategies and priorities for our own organization that will ensure Tourism Kamloops can play a meaningful role in catalyzing progress for our city. We are rounding out the talent on our team, staying
focused, and have built a strategic plan that keeps the concept of Destination Kamloops at the centre.
While the year ahead presents some unpredictability, Tourism Kamloops is optimistic. Destination Kamloops is about taking a strategic, rather than an organic, approach to defining an overarching vision and competitive positioning for our beautiful city. Through this shift in approach, Tourism Kamloops is better able to partner closely with stakeholders throughout 2023 and champion the long-term, sustainable
development and resilience of Kamloops as a year-round tourism destination.
Relationship-building starts now. Consider this your official invitation to be a part of Team Destination Kamloops. Every single resident has a role to play in working toward initiatives that will level seasonal peaks and valleys, drive a “one more night” mentality in visitors, develop and attract new products and experiences (all with competitiveness in mind) and build community pride and connectedness.
Monica Dickinson is Tourism Kamloops CEO
Connecting people to BC’s wildlife and wild spaces; view some of British Columbia’s most iconic wildlife including grizzly and black bears, Kermode bear, badger, cougars, raccoons, elk, birds of prey and more!
Offering virtual programs, private animal encounters, birthday parties, guided tours, and more!
Upgrade to an annual pass for even more savings, cool off in the splash park*, or run wild at our imaginative playground; Wild Times Await You!
Contact us: 250.573.3242
Located 15 minutes east of Kamloops - 9077 Dallas Drive (exit 390 & 391 on the Trans Canada Highway)
To learn more about the BCWP and our conservation projects, visit bcwildlife.oorg
It Takes Money to Grow
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
TRU strengthens connections with community
As Thompson Rivers University adapts to meet the world’s changing needs and demands, the university continues to reinforce the community connections that are a vital part of its identity and purpose.
TRU’s health science programs directly work with facilities in the region and beyond. The university’s new mobile health-care simulation lab, made possible through a $200,000 donation from the TD Bank Group, will give TRU health-care students living in B.C.’s rural areas in-person clinical training in their own communities. The mobile lab will be used for students in all TRU health programs, including the bachelor of science in nursing, practical nursing, health-care assistant and respiratory therapy.
Currently in its final stage of approval with the British Columbia College of Nurses and Nurse Midwives’ education program review committee, TRU’s new master of nursing-nurse practitioner program is the first of its kind in the Southern Interior and one of four such programs in B.C. It will
prepare graduates to assess, diagnose and treat patients in numerous healthcare settings.
The housing shortage is a concern everywhere and TRU is easing some of that pressure on students by providing affordable on-campus housing. A new modular, four-storey, 80-room, 148bed building is under construction on vacant land by TRU’s East Village. It is set to open in the fall of 2023 and will be the first of three buildings proposed for the property. The province contributed $10.85 million and TRU gave $7.91 million toward the project cost of $18.76 million.
“Most people see TRU as a place where students come to learn so they can build their futures. That’s true, but the university’s role extends so much further than that — and it’s deeply interconnected with the communities we serve,” university president and vicechancellor Brett Fairbairn said.
“TRU doesn’t just fulfill society’s skills and educational needs, it also provides research and innovation. It is a centre for leadership, culture,
change and creativity. And underlying all of that is TRU’s growing network of connections.”
Sharing knowledge is another way TRU contributes. The Inaugural Professorial Lecture series, which debuted in March 2022, recognizes tenured faculty recently promoted to full professor who share a slice of their knowledge by giving a public talk. About a dozen professors will be lecturing throughout 2023, so stay tuned.
The world community came to life on campus in March as International Days (IDays) returned as an in-person event. IDays celebrated the university’s international community and launched the recognition of TRU World’s 40th anniversary. The anniversary marks four decades of embracing and celebrating cultural diversity, while recognizing that international students contribute to the university’s values around inclusion, community-mindedness, curiosity and sustainability.
TRU’s recognition as global leader
in sustainability is a testament to the resolve to align with the United Nations sustainable development goals. Sustainability initiatives and achievements earned the university a platinum rating — the highest possible — for the second time from the Association for the Advancement of Sustainability in Higher Education. TRU is the first in Canada, and one of six in the world, to reach double platinum. To reduce its carbon footprint, TRU has partnered with BC Hydro and Vancouver-based Creative Energy to create a low-carbon district energy system. Once all phases are complete, the system will offset 95 per cent of carbon emissions from the connected buildings.
Community connectedness is as important to TRU as it is to the partners with which the university works. Collaboration strengthens everyone involved and it drives TRU to continue to seek new partnerships while respecting those it has already established.— TRU communications
Sustainability initiatives and achievements have earned Thompson Rivers University a platinum rating — the highest possible — for the second time from the Association for the Advancement of Sustainability in Higher Education.
WHERE THE UNIVERSITY MEETS THE WORLD
40 years of international excellence and innovation at Thompson Rivers University
Since 1983, Thompson Rivers University (TRU) has been dedicated to empowering and investing in its connection to the world. TRU World was founded on the leadership and innovation of Dr. Charles Mossop and soon-to-be President Jim Wright. Nurtured by decades of student, faculty, staﬀ, partner and community support, TRU’s commitment to providing exceptional international education to students has thrived
Over four decades, our international student community has grown It is not without the local community’s unwavering support and welcoming attitude that this remarkable growth is possible. From initial beginnings in international development projects to welcoming over 4,000 students from over 100 countries and regions on campus, TRU’s programming enables an international experience at many levels.
Whether welcoming students from around the world to campus or preparing domestic students for transformative experiences abroad, we focus on inclusion and diversity, providing students with the tools they need to succeed in an ever-changing global landscape
During the pandemic, international students continued to play an essential role Despite facing unprecedented challenges, our community remained resilient, adapting to the changing needs of our students while maintaining our commitment to excellence.
As we look back on our legacy, we are proud of the thousands of students who have graduated from our programs and positively impacted their communities worldwide For many, the journey only starts at TRU Many become Canadians, explore new places or build new ventures We are excited to continue our mission of providing exceptional international education for many years to come
Message from the Vice-President International: Reﬂecting on our past to inform our future
At TRU World, we are excited that 2023 marks 40 years of international excellence and innovation. TRU has built an international community based on resiliency, inclusion and diversity; you are essential to that. Our legacy has been guided by students, faculty, staﬀ and partners, and we took our 40th anniversary to reﬂect on our past, present and future together.
We have so many special milestones we want to take the time to remember There are so many people and events that helped us reach this special anniversary and we could not have done it without the TRU and Kamloops communities We want to give you space in 2023 to reﬂect on how TRU World has contributed to your journey Please feel free to share your story with us at firstname.lastname@example.orgBaihua Chadwick Vice-President International, TRU World
T R U W O R L D
Number of study abroad or exchange opportunities available to TRU students over 102
Number of source countries and regions that make up TRU’s international student body
Number of students currently enrolled in TRU programs in China and India
Year the Cariboo College International Department was established
Number of international students at TRU
Number of TRU World International Student Advisors (ISAs). The largest and most diverse team of its kind in Canada!
Number of TRU homestay families
168 Partner institutions including Study Abroad, Transnational and International Training Centre partnerships
Impact of student spending on the BC economy in 2018-19, equivalent to 1,484 jobs Of this impact, $64.8 million is attributable to international students who relocated to British Columbia to attend TRU.*
*Source: TRU Fact Sheet | economicmodeling com
Percent of TRU’s on-campus students that are international
33,583 International on-campus course enrolments (2022-23)
Top source countries and regions for international students WINTER 2023
2 Saudi Arabia
Kamloops Fire Rescue focusing on master plan
Kamloops Fire Rescue is finding ways to address issues and has a plan in the works to guide the future of the department in 2023.
Chief Ken Uzeloc said the department’s main goal this year is its development of a 10-year master plan. The document will involve a number of items, including equipment life cycle and training plans, along with a community risk assessment that will examine all factors and influences on KFR. It will also identify Kamloops’ standards of cover.
“Which is identifying what should our service level be in Kamloops — based on how we’re staffed, how we respond, where our stations are,” Uzeloc said.
Recent successes for the department include doing more public engagement coming out of pandemic restrictions, filling a spike in Firesmart assessment requests and additional training
to be implemented in medical services.
When it comes to challenges for KFR, Uzeloc said while career firefighter jobs continue to be in high demand, the local department has been impacted by a Canadawide shortage in paid-on-call volunteer firefighters. In the fall of 2022, a recruitment drive yielded just 10 volunteer firefighter
recruits, so Kamloops Fire Rescue is trying to uncover the root causes of this lack of interest and what it could do differently to attract more interest, including a speedier training regiment.
As for increasing inflation, Uzeloc said those rising costs have been seen in everything from fire trucks to fuel and equipment.
“Everything continues to go up,” he said, noting costs are a concern because, for a fire department, they are often necessities rather than wants. As a result, KFR is considering longer-term agreements with manufacturers, leasing options and grouppurchasing agreements to reduce costs.
A potential recession in 2023 could impact KFR, Uzeloc said, noting in such downturns, some fire departments see more vacant buildings and businesses and residents can skimp on maintenance costs to save money,
leading to increased fire risk.
In the event of a recession, he said it will be imperative for the department’s fire prevention crews to ensure inspections are a regular occurrence.
Uzeloc said the biggest concern for KFR in 2023 is its increased call volume — up 32 per cent in 2022 compared to 2021. Through the first two months of 2023, calls were up 15 per cent over the same time period in 2022.
“Those are pretty significant jumps,” he said.
More than 60 per cent of calls are medical-related, and while KFR searches for a systemic solution, one idea the department is considering is to implement its own team to respond to medical calls exclusively.
In 2023, more work with community partners, such as paramedics and Interior Health, will be important to address problems that lead to the need for firefighters, Uzeloc said.
Kitchen Studio brings together stylish Canadian manufactured cabinetry, and countertops in Quartz and Laminate, along with all the accessories to ﬁnish your look.
Our mission is to provide personalized customer service, workable solutions, and superior craftsmanship all with attention to detail that is fair and aﬀordable. Our on-site shop and knowledgable craftsmen, along with professional installers, will bring your dream to reality, providing years of enjoyment and satisfaction.
2023 KAMLOOPS PROGRESS MOVING
Q: Is there any news of projects, upgrades or new services at Kamloops Airport?
A: “There are a number of large projects planned for YKA this summer. We will be completing the replacement of the airfield lighting system with LED technology this spring. Design work is under way for a major rehabilitation of the apron from June through October and we will commence the redevelopment of the airport’s roadways, lighting and services to support development of airport lands. Other projects include security system upgrades, electrical system upgrades, initial design works to expand the boarding lounges to offer passengers more services and seating.
Q: You had said the airport expects to see parity with pre-pandemic levels of 2019 by 2024. What are numbers indicating so far this year?
A: “Although the industry continues to struggle,
it is crew availability that is impacting recovery of air services at YKA. But we are currently on track to reach pre-pandemic passenger levels in late 2023 to early 2024. Year-to-date passenger levels this year are just over 75 per cent of our record prepandemic traffic.”
Q: At the start of the pandemic, airport staff was reduced by half. Now, as traveller numbers rebound, what percentage of staff have been brought back as a result of increased passenger numbers?
A: “We are in the process of increasing our staff levels to pre-pandemic levels. This will meet our regulatory requirement to provide enhanced emergency response services, which is based on a minimum 180,000 passengers annually and aircraft size serving YKA.”
Q: Flair Airlines is set to begin direct KamloopsEdmonton flights on June 15. Are there other airlines with Kamloops on their wish list for added flights in the future?
A: “We are excited that the community will once again have access to non-stop service
to Edmonton and are looking forward to welcoming Flair Airlines and working with our community stakeholders to ensure the service is supported and successful. Air service development initiatives are not based on wishes, but rather which routes have the proven potential passenger traffic to be successful in the long term. Data has consistently shown that a Kamloops-Edmonton route is viable, along with non-stop services to Toronto and Victoria. Nonstop service to Prince George was unfortunately halted due to crew shortages and we are actively seeking an airline partner that will fill this void.”
Q: What other changes are happening at Kamloops Airport?
A: “We are also excited to welcome the locally owned Jill’s Café to the airport community to serve both passengers and our tenant base. Services are officially planned to commence April 1, but Jill’s has already stepped up with their improved products and service to make certain guests needs are met during the transition.”
As air travel returns to our pre-pandemic record levels, Kamloops Airport Ltd. and its partners from both industry and government are making signiﬁcant changes to meet the rapidly increasing demand and at the same time, raising the bar on service-delivery for our passengers and guests. Already, guests are beginning to see that change is in air at YKA as we focus on improvements with new business partners such as Pattison Outdoor, Canteen, U-Ride, and locally owned Jill’s Café.
Passenger experience improvements through the facility include more eﬃcient and separate checked-bag screening and quicker access through passenger screening thanks to improvements introduced by CATSA.
But we’re not stopping there. Work is under way to introduce terminal layout improvements that will oﬀer passengers more space and services in the boarding lounges and more direct access from the boarding gate to the aircraft.
Our air service development team at Vantage Airport Group, along with our partners at Tourism Kamloops and Tourism Sun Peaks, are working hard to bring sustainable air services to the community and we are excited to welcome Flair Airlines to the community June 15th with low cost, non-stop service to Edmonton.
Beyond the terminal, we are working closely with local, provincial and federal agencies to develop the Airport roads and infrastructure to support development lands for both aviation and non-aviation commercial use.
Later this year, the Council-approved Curbside Residential Organic Waste Collection Program is coming to all single - and multi-family households along curbside collection routes Curbside Organics?
to all - and households curbside routes y Curb
o residents over gani
educ equivalent ehicles year
help residents diver t over 5,500 tonnes of ganic waste from the landfill annually educe greenhouse gas emissions valent to removing 2,000 passenger ehicles per year from local roads
more at LetsTalk.Kamloops.ca/Organics
M o v i n g F o r w a r d ( a n d U p w a r d )
T o g e t h e r
Working together for a better Kamloops
It is my pleasure to be writing in the Progress magazine again this year as MLA for Kamloops-North Thompson. I want to share how I plan to continue to tackle community issues in support of local organizations to see projects that are important to the residents of Kamloops and the Thompson Valleys move forward.
As the Official Opposition shadow minister of finance, I am proud of the work my colleagues and I do in Victoria and I’m honoured to participate in debates and stand in question period to ask government questions meaningful to the people in our region. Our democracy functions best when there is a strong opposition helping to shape policy and holding government to account for their decisions.
Residents and businesses in the Kamloops-North Thompson riding have faced many challenges over the past few years, all of which require a light shone on them to bring forward immediate action and long-term
improvements. Over the next year, I believe there are three main areas of concern in Kamloops-North Thompson that must see increased investment and support from government: improved highway safety, access to education and upgraded health care.
As we have watched the escalating frequency of serious, and sometimes fatal, accidents on the Highway 5 north corridor, there needs to be a multi-pronged approach to see longlasting improvements. Although there has been a recent uptick in enforcement, we must make sure the extra resources remain for the long term and we must see an updated and improved signage program in the corridor. Longer-term investments, including straightening dangerous corners and adding strategic passing lanes, must see dollars committed by government.
The recent announcement of $65.3 million for the long-awaited Pineview Valley elementary is welcome news.
However, with a school district growing at the pace of a new school’s worth of kids a year, I will continue to work with both the school district and parent advocate groups to seek funding for other critically needed new schools. The capital needs of School District 73 require a multiyear commitment from government to ensure the timely construction of desperately needed schools, including a school in Sun Peaks, an elementary
school in Batchelor Heights and a secondary school in Aberdeen.
Health care seems to have a new area of concern added each week. The recent announcement of the closure this summer of the obstetrics clinic at Royal Inland Hospital is the latest example of the extreme pressure our local health-care professionals are under. The neverending saga that is the much-promised, yet-to-bedelivered full cancer centre is also a project that will need to see continued efforts by all to convince government to budget for and build a critical missing piece of locally provided health-care services.
We have much to be proud of in Kamloops and the region and I am proud to represent the amazing people of these communities alongside fellow MLA Todd Stone. The challenges above will require all of us to work together to realize improvements we all need and deserve.
The world is singing Riversong’s praises
Riversong Guitars of Kamloops has grown faster than a Buckethead solo, spreading its unique line of guitars around the globe and picking up a prestigious award in December.
With its Riversong P2P River Pacific model, the company won in the Best Acoustic Guitar of the Year category at the 30th annual Musical Merchandise Review’s Dealers’ Choice Awards.
“It’s really exciting being nominated with industry giants like Martin, Taylor, Yamaha,” Riversong Guitars owner Mike Miltimore said. “This is a really prestigious award. It’s something that doesn’t happen all the time.”
Riversong was up against many global heavyweights in the musical instrument business,
including Fender and Gibson.
Riversong was also a finalist in Product of the Year (Riversong P2P River Pacific), Acoustic Guitar of the Year (Riversong P2P River Pacific), Ukulele of the Year (Riversong Pacific) and Electric Guitar of the Year (Riversong T2).
Musical Merchandise Review was established in 1879 and is the world’s oldest and most-read musical industry magazine.
Unlike awards determined by a panel of experts or an editorial the recipients of the Musical Merchandise Review’s Dealers’ Choice Awards were chosen by musical industry dealers who determined what gear has been superior — in terms of sales and profits — in the calendar year of the awards.
Your Store on the Shore
Working hard to oﬀer you great selection at great prices.
The store has a newly expanded selection of ethnic products and local heathy options.
Helping Canadians eat better, feel better, do better
2023 KAMLOOPS PROGRESS MOVING
Working on solutions to our challenges
“Moving forward together.” It’s a theme we lived by during the pandemic and one that we need to maintain as our economy and our livelihoods hit some stumbling blocks.
Many people in Kamloops, the Thompson valleys and across B.C. continue to struggle in the midst of a cost-of-living crisis. A recent study from Deloitte predicted a recession that could hit B.C. particularly hard. High inflation and skyrocketing costs for fuel, food, housing and more have made it incredibly difficult for people to get ahead. In fact, nearly half of British Columbians say they are about $200 away from insolvency at the end of each month. This is deeply troubling and it is clear people need some relief.
Affordability needs to be addressed not only through shortterm relief measures, but also for the long term if we want to attract new workers. This is a major
concern to me as the BC Liberals’ shadow minister for jobs, economic development and innovation. Many businesses have been challenged by the current labour shortage and the most recent labour market outlook shows there will be a deficit of more than one-million jobs over the next decade, with most of those due to retirements. We need a provincial
Invest in Downtown Kamloops
government plan to not only fill those positions, but to ensure those workers can afford to live here. This is something the Official Opposition continues to advocate for, among other issues.
When I think about what attracts people to stay in Kamloops, I think about the great people the unparalleled landscape, weather and lifestyle. Public services, facilities and amenities are second to none. While we continue to maintain these advantages despite the challenging economic climate, I continue to press for more support at the provincial level to ensure we keep pace with the growth in population. We need more workers, particularly in health care, as well as a local cancer centre, new and upgraded schools, new and affordable childcare spaces and support for our natural resource industries and business owners.
As I bring these concerns to the Legislature in Victoria, collaboration
with community partners on the ground is key. My colleague, Kamloops-North Thompson MLA Peter Milobar, and I regularly meet with our municipal and federal counterparts, Indigenous leaders, local business groups, entrepreneurs, social service agencies and residents to learn about the challenges they face and discuss possible solutions.
My door is always open to you. Please feel free to stop by my constituency office, downtown at 446 Victoria St., give us a call at 250-374-2880 or send us an email at todd.stone.MLA@leg.bc.ca if you have a question or concern. My fantastic office staff can set up a meeting or point you in the direction of the information you are seeking. It continues to be my privilege to work hard not only on your behalf, but for the greater good of this community we are so lucky to call home.Howie Reimer Executive Director
The collaborative spirit of this community is nothing short of inspiring,” says Reimer “ With vision and hard work we see only continued growth of our beautiful downtown.”Alexandra Eaket Marketing & Events Coordinatorp
We are proud not only of our own events, but those of other community groups we assist. And our newly formed events committee is engag ing with downtown businesses to better identify and target marketing and events strateg ies.”
CENTRAL INTERIOR CHBA Memb er Sp otlight
If you are thinking of building, renovating or purchasing a new home, It pays to deal with a professional – Call a CHBA Member
The CHBA logo is a symbol of quality craftsmanship, professional ser vice and sound business practice CHBA Members abide by a strict Code of Ethics and are experts in the ﬁeld of residential construction
Why Look for the logo?
4 The CHBA has a strong tradition of excellence
4 A ll CHBA Members abide by a strict Code of Ethics Prior to gaining membership in the Association, all companies undergo a thorough review process, which includes multiple background and business checks
4 CHBA Members are constantly learning They have access to Continuing Education offered through the CHBA, studies, reports, technical updates and seminars that keeps them up-to-date on building better homes
4 Check carefully Not all homebuilders are CHBA Members That is why it is important to look for the logo when choosing a homebuilder, supplier or renovator
4 Call the CHBA ofﬁce to ensure your builder or renovator is a member in good standing www.chbaci.ca
When you design, build, buy or renovate - use a CHBA Member
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
Ebata’s vision in moving forward
Q: Ebata Eye Care Optometry has been serving the people of Kamloops and area well for many years. What has led to business success?
A: “Ebata Eye Care’s success is the result of our team’s dedication to providing an eye care experience that continually exceeds our customer’s expectations. We take the time to listen to our customers’ needs to give them the best in eye care and eye wear, without compromise. We build a relationship with our customers on a personal level and get to know them as individuals. We are always developing new ways to create the best experience, curate new products and research new technologies that help our patients live better lives through better vision. Our motto is ‘elevating eye care’ and it embodies our mission to strive to be an eye care leader in our community.
Q: Being a health-care provider and small business owner, you understand the importance of supporting local businesses. What are some of the ways in which your business strives to do this?
A: “Supporting local is very important to us. Without the support of our community, we wouldn’t be where we are today. Many of our customers are also local business owners and we really focus on spending our dollars at these businesses. These days, you can get a lot of things cheaper online or at big box retailers (including your glasses, contacts and sunglasses), but the difference is the service and quality of product you’re getting and the after-care. Most importantly, these local businesses —including ours — inject their dollars back into our community and that makes the biggest difference. It’s a true ripple effect when you support local.
Q: Ebata Eye Care has been very active in the community through its financial support of various campaigns. What are some of the
groups you are involved with and the ways in which your company supports them?
A: We use a grassroots approach to our community support. Whether it is a local hockey tournament or school fundraiser, if someone approaches us, we do what we can to help. We also support programs that have a broader reach, such as the Starfish backpack program with the Kamloops Food Bank. We are founding donors for the ICCHA/ Wish Fund, which purchases urgently needed equipment for Royal Inland Hospital, as well as founding donors to the ICCHA/ Wish Community Ambassador Fund at Thompson Rivers University, a bursary that empowers nursing students in financial need. Each holiday season, we organize a stuff a stocking event in which team members and patients donate items to a local charity for people in need. We also partnered with Big Brother Big Sisters, Lions Club, Crohn’s and Colitis Foundation, Kamloops
Festival of the Arts and many more groups. A portion of every purchase made at our business goes back into the community that supports us.
Q: In your business, style and trends change continually and technology also changes. What new technology has your business incorporated lately and what have you seen in new developments for eyewear and contact lenses for customers?
A: Trends change very quickly in the eyewear industry, which is why we dedicate our time to curate each and every pair of frames to personalize the perfect look our customers want and carry exclusive frame lines with remarkable quality. We bring in new frame lines every year that are unique to our clinic and manufactured with sustainable, biodegradable material — including a frame line that has a negative carbon footprint, about which we are very excited.
When it comes to glasses and sunglasses, not everything is created equal. Emerging technologies in different lens designs, including progressives, are making it even easier for customers to adapt. Each lens design we provide to our customers is entirely personalized to the frame and face shape, giving them optimal vision through their lenses. Advances in lens designs that are specifically developed for independent eye care professionals have also made the quality so impeccable that it outperforms glass. Independent eye care professionals also are the first to know about emerging trends in contact lens wear, including lenses with blue light filters and advances in multi-focal lenses. With a multitude of products available on the market, we gain exclusive access to the newest technology on the market, giving our contact lens wearers the ability to try on the latest product while ensuring the most precise fit and comfort.
Q: Is there anything else you would like to share with Kamloopsians about your business or eye care in general?
A: One of the best-kept secrets about our business is that it is women-led and operated and we are very proud of that. Much of our business’ success is direct result our clinic director, Amrita, and our clinic operations manager, Nicole. They are the core members that lead our incredible team. We are also very excited to announce that we are building a brand new clinic, opening in July. The new clinic going to be the next chapter of our multi-generational optometry clinic, with an additional 1,000 squarefoot, larger retail area and state-ofthe-art eye care technology. The new clinic will be located at 12-1380 Summit Drive (in the space formerly occupied by AON Insurance, beside Dr. Wotton’s dental office) in Sahali. Until then, we can be found above Superstore at 910 Columbia St. in Sahali.
2023 KAMLOOPS PROGRESS MOVING FORWARD TOGETHER
Volunteer Kamloops can use your help
Acall to attract and retain volunteers has been made by Volunteer Kamloops in an effort to help non-profits mitigate the challenges of being understaffed.
The labour market outlook, ongoing inflation and a projected recession have made it difficult to encourage people to give the gift of time to others as many struggle to make ends meet.
“Our No. 1 goal is to try to attract more volunteers to Volunteer Kamloops,” Volunteer Kamloops Anita Jacobsen spokesperson said, noting there are more than 50 organizations it serves in Greater Kamloops.
With the challenges of the pandemic, there will be more than one-million job openings in B.C. between 2022 and 2032, according to WorkBC, which has dramatically altered the labour market outlook.
“So many organizations are struggling. The community is
being affected and there’s some very vulnerable people out there,” Jacobsen said.
Jacobsen said the surge in rental prices and the cost of living have
forced many volunteers to find secondary part-time employment to supplement their primary source of income, which she noted has deteriorated the fabric of volunteerism in Greater Kamloops.
“There’s a volunteer shortage,” Jacobsen said. “People kind of fell out of that. If they take a month break, they’re still excited about volunteering, but when you have a really long break, it’s hard for people to get motivated.”
She noted the Snow Angels program was successful during the pandemic because volunteers could be physically active and outside while giving back to the community, but the number of applications to help seniors with shovelling snow
Volunteer Kamloops volunteer Cade Torjusson is one of many who help make Kamloops a better place. Do you have time to volunteer? If so, email info@ volunteer kamloops.org.
during the winter began to taper off as more social restrictions began to lapse, which resulted in a shortage of volunteers this past winter.
“It’s hard to ask people to give more than they can,” Jacobsen said. “I probably have between seven and 10 new applications a week, which is really lovely. There are so many organizations out there that need help. Even if you can help one day a week for two hours, that might just be the one piece that an organization needs to reopen a program. It can be a one-daya-week commitment to make a difference.”
Those interested in volunteering can email Jacobsen at info@ volunteerkamloops.org.
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2023 KAMLOOPS PROGRESS
MOVING FORWARD TOGETHER
Let’s team up to face our challenges
Over the past few years, our region has faced incredible challenges and uncertainties as we dealt with the pandemic. Because of our community’s resilience and commitment to one another, we have been able to overcome difficult circumstances. Even still, we continue to face many obstacles as the effects of the pandemic are felt by all of us, most notably small businesses, students, seniors and lowerincome Canadians. Our challenge for 2023 will be to move forward and put those difficult times behind us.
Canadians continue to face many challenges. There is the higher cost of living and rising grocery bills. Increased social isolation and loneliness have increased burdens on social services. The only way we can face these new sets of
challenges is by facing them together. For two years, the pandemic isolated us from one another, leading to a host of mental-health problems. The best solution we have is to be intentional in coming together as businesses, as supports and as friends.
So, what does this practically mean? First, it is important that we do our best to buy locally.
Local businesses have been incredibly resourceful, creative and resilient throughout the pandemic to be able to keep their doors open. We need to reward their efforts by ensuring they get our business first. When you buy locally, you are supporting the community that supports you.
Second, donate to local food banks. As difficult as this season has been for all of us, it has been even more difficult
for the most vulnerable in our society. Food banks need more donations so they can continue to support those most in need. If you can give, please consider how you can help people in our area by donating to the food bank. Finally, plan activities with your neighbours and friends. Kamloops-ThompsonCariboo is such a beautiful part of the country; stay close to home and admire its beauty.
This will not only address the increase in social isolation, but it will help to revive our tourism industry.
These are some ways we can grow our future together in our ongoing efforts to rebuild after the pandemic. As your MP, I also have a role to play in ensuring that we all progress and recover as quickly as possible.
One of the ways I can help is by connecting you to federal services. My office can assist with a range of programs, including passports, immigration, the CRA, EI and pensions, to name a few. If you have applied for a government program and need help in resolving an issue, please contact my office in Kamloops at 250-851-4991 or 100 Mile House at 250-395-4381.
The second way I assist is by representing your interests
in Parliament. As much as we need each other to navigate these new and challenging times, we also need good legislation to ensure permanent fixes to the problems we face.
I will continue to advocate for your safety, independence and purchasing power. Already I have tabled four bills with you in mind and I will be tabling a fifth soon. Change in Parliament does not happen fast, but I will do my part to ensure we find effective solutions.
These challenges are difficult, but not insurmountable. I have full confidence our community will rise to any challenge by working together. Together we can ensure that our community thrives in 2023 and into the future.–
Frank Caputo is MP for Kamloops-Thompson-Cariboo
LEASE F OR 48 MON THS
Lessons from Monte Creek Winery
As of April 1, Canadians who purchase cannabis, tobacco, beer, wine or spirits will notice a higher prices due to more taxes. In fact, Canada has the highest alcohol taxes amongst G7 countries, trumping seven of the world’s most advanced economies: France, Germany, Italy, Japan, the United Kingdom, the United States and the European Union.
“Currently, we’re charged 10 per cent on alcohol tax on top of GST and PST,” Monte Creek Winery spokesperson Ashley Cox said, while noting the federal government calculates its annual rate adjustments for wine based on the Consumer Price Index (CPI).
“Now the government of Canada has changed that to 18.5 per cent. Some of that, we choose to absorb that cost instead of pushing it towards the consumer,” Cox said.
Monte Creek remains focused on providing a best in-class B.C. wine experience, with core values focusing on quality, innovation and sustainability moving forward.
“A lot of our big goals are related to sustainability for us,” Cox said, explaining that the COVID-19 pandemic has made many customers more interested in experiential tastings, rather than purchasing products to take home, which is where the business has opted to pivot its focus in the future.
“We’re getting our organic certification this year. We’re working towards being a carbonneutral organization over the next 10 years,” Cox said.
In addition, there has been a focus on “responsible drinking” at the winery in light of the federal government’s updated low-risk alcohol drinking guidelines, which were recently rolled out. According to those guidelines, women should have one drink or fewer per day and men should stick to no more than two drinks per day.
“We always promote responsible consumption and that’s something we strongly believe as people who work in the industry,” Cox said.
“It is alcohol, but it’s something to enjoy and to cherish. Everybody needs to be within their own limit. It’s not exactly a good thing for our industry as we’re already facing some challenges. We’re going to support it, but we’re going to want people to enjoy it responsibly.”
Cox added that the cost of shipping throughout the province for small wineries has negatively impacted their eCommerce sales.
But the opportunity to invest $10 million in building a greenhouse and new production
facilities, as well as expanding vines, was a successful Monte Creek initiative that took place during the pandemic.
“The 2022 growing season was more normal, so that was great compared to the previous two years, which had early and late frost, heat domes and wildfires,” Cox said.
“So, 2020 and 2021 were really challenging, but in 2022, Mother Nature cooperated with us. We’re still seeing amazing support and that just warms our hearts.”
Monte Creek Winery is just east of Kamloops along Highway 1, at 2420 Miner’s Bluff Rd. in Monte Creek.
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Invictus Properties buys Scott’s Inn
The company behind The Hive office building and Delta Kamloops Hotel has purchased Scott’s Inn and Restaurant, downtown at Nicola Street and 11th Avenue.
Invictus Properties has reached an agreement with Rocky Mountaineer for exclusive use of the property for nightly employee stays during the operating season of April to October.
Invictus is part of the Armstrong Group of Companies, which includes Rocky Mountaineer. The luxury train company had already been using Scott’s Inn for its team that works onboard the trains as a primary accommodation for years prior to the sale.
Scott’s Inn is expected to continue to operate with the existing hotel and restaurant staff in place.
“We are proud to continue our investment in Kamloops with this acquisition of the
Scott’s Inn and Restaurant,” Armstrong Group president and CEO Tristan Armstrong said. “Kamloops is truly at the heart of our company and we look forward to continuing to deliver tangible, positive impacts in this community,
where our team lives, works and operates.”
Kamloops is home to Rocky Mountaineer’s maintenance facility, where the company employs about 80 people. The city is also the mid-point overnight stop on two of its rail routes.
Al Patel, now former owner of Scott’s Inn and Restaurant, said he decided to sell the property because, at age 75, he was looking to semi-retire.
He said renovations are underway at Scott’s Inn, with rooms already being repainted. He said there won’t be any changes to the restaurant.
The sale provides more stability for Rocky Mountaineer and will now provide an improved experience for employees who can overnight in Kamloops together.
Previously, they had to find accommodations around the city in the event there was no room at Scott’s Inn, which annually held up to 45 of its 51 rooms for train company employees.
The hotel will keep its name and still be open to the general public in Rocky Mountaineer’s offseason. The hotel had been hosting Rocky Mountaineer guests and employees since 1990, which Patel described as an honour, adding that
selling the hotel to the train company’s parent company continues the legacy of Scott’s Inn in Kamloops.
“I couldn’t have found anybody better,” Patel said, noting there was a lot of interest in the hotel, but he was waiting for the right buyer.
Patel, who owned the business for 34 years, said he did not want to sell to someone who was going to tear down the motel and restaurant.
As for his future plans, Patel said he will continue to work in his capacity as founder of the ICCHA Wish Foundation, which is striving to fund acute diagnostic cardiac care at Royal Inland Hospital.
Invictus Properties has operated in Kamloops for more than 10 years, since 2007 as owneroperator of the Delta Kamloops Hotel. It is a co-developer of The Hive office building, which opened in 2022 behind the Delta at Lansdowne Street and Fifth Avenue, and has other commercial properties under its portfolio.
Invictus plans to open Stills Co. Tasting Lounge The Hive in early summer 2023, though the opening has been pushed back from an initial opening date of winter 2022.
It doesn’t matter w hether you’ ve stopped by to look at a new vehicle or ar e in need of maintenanceyour business is impor tant to us.
We strive to create a community of passionate Mercedes-B enz Kamlo ops owners who feel like they’re par t of a family, not just a car dealership.
A Personal Service
Since 2005 at Aaron Glover’s Pharmacy, it’s all about personalized service. Glovers is proud to say he knows 90% of his customers by name. He gets to know you and your medication needs so that your personal service is unmatched by any other pharmacy
“If there is a problem, we fix it. I truly am proud of my highly qualified and caring pharmacy team- especially since 2020. Their kindness and patience during the pandemic has been exceptional, they truly appreciate our customers . We wish to thank K amloops for their suppor t this year. Our communit y has already emerged stronger.”
Your Compounding Specialists
At Glover’s Medicine Centre we truly care for our patients. We are dedicated to delivering the highest quality of pharmaceutical care. We serve the unique needs of Physicians and Veterinarians and their patients through custom prescription compounding. Our Compounding Pharmacy uses the latest state of the art compounding equipment and technology.
We’re able to manufacture from scratch unique preparations, suspensions, capsules, liquids, injectable medications, and creams. This allows us to tailor your medicines to ﬁt your speciﬁc needs. By taking the raw ingredients and making something completely new, we’re able to compound a drug that does not yet exist in a ready-made form. We also provide compounding solutions for veterinarians.
• Hormone Replacement
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