After a year of work connecting economic development practitioners across the Thompson-Okanagan, the region’s first Economic Development Practitioners Network (EDPN) is now in place. Modelled after the Kootenay Boundary EDPN created in 2014, the Thompson Okanagan EDPN includes community and municipal and First Nations economic development practitioners, Chambers of Commerce, Community Futures and other stakeholders. The group came together for the first time on April 8, 2026, where they learned, shared ideas and information, and further planned future activities. The Economic Trust of the Southern Interior (ETSI-BC) is committed to supporting both the Kootenay Boundary and Thompson-Okanagan networks of economic development practitioners.
In the East Kootenay region of the province, the ?aq’am First Nation is the largest of all Ktunaxa Nation Bands with approximately 384 members on a land base of 7,461 hectares. ?aq’am Community Enterprises (ACE), the economic development arm of ?aq’am, operates a wide range of businesses, programs, and services, guided by its strategic plan.
ACE General Manager Craig Campbell points out that over the 10 years ACE has existed, several strategic plans were created, but they were cursory, too high level and without the detail needed to support ACE in achieving its goals. By 2024, it was time for a structured review of ACE’s strategic priorities.
With funding from ETSI-BC, ACE contracted advisory and financial planning consultants to help it develop a five-year multi-business, strategic action plan for implementation in 2026. ETSI-BC spoke with Craig about the project.
ETSI-BC: What did you set out to accomplish through this ambitious project?
Craig: We wanted to create a detailed, sustainable framework for increasing investment in existing ?aq’am businesses and harnessing new opportunities that have become available to Indigenous businesses in recent years.
As outlined in our mandate, it was important we stay accessible, authentic, and approachable in the community throughout the project, while aligning our cultural values and history with sustainable economic goals.
What did the work consist of?
Three strategic planning sessions were held with ACE staff, the ACE Board of Directors, and Chief and Council. Through these sessions we evaluated ACE’s existing business units, analyzed under-performing businesses, explored potential new projects to invest in, and defined our human resources and financial needs for the next five years. We focused on ACE’s economic priority areas including community-owned business development, resource development, airport lands development and leasing, strategic partnerships, tourism, culture and hospitality, and agriculture.
What were the outcomes?
A significant outcome was the decision to hire our own in-house controller while previously we outsourced this role. This has given us the capacity to evaluate new business opportunities faster, and in more depth than before.
We decided to sell the assets of one business and invested part of the proceeds towards new ventures. Our investment funds have been reorganized, and a budget has been created to support the plan over five years; we know what our working capital is and how we can address budget shortfalls if and when they occur.
A new strategic partnership with ACE-MacKay which provides heavy civil construction, mining, and infrastructure services has also increased our capacity to explore potential growth areas. Since 2026 we’ve evaluated six different opportunities and expect to close on a light industrial application soon.
How do you measure the success of this project?
While it is too soon to identify specific investments in the community, we have a goal to build out our portfolio of businesses and properties to approximately $10,000,000 by 2030. In the process we expect to see new jobs, business partnerships and efficiencies created.
Having this plan provides credibility to potential investors and other stakeholders and will be important as we pursue goals in the renewable energy sector. In 2028, for example, BC Hydro will put out a bid for new electricity projects that help communities connect to the grid. We were not successful with this bid in 2024 but are much better prepared and optimistic about our participation in their next call for power.
What’s Next?
We are implementing the plan, knowing there will be hurdles, deviations, and adjustments over time. We are excited to present the plan at our annual general meeting this spring and share what we’ve been doing with our community members!