Job List

Northern Development Initiative Trust - 1 Director

Requisition #2323829
Job LocationCanada-British Columbia-ALL
Job StreamSpecial Interest / Government
Job TypeAppointment, Part-Time
Number of Positions Open1
Posting Date19-Jun-2019
Expiry Date31-Aug-2019
Educational RequirementsN/A
Languages RequiredEnglish
Job Description

Business and Structure 


The Northern Development Initiative Trust (Northern Development) was established in October 2004 by the provincial government through the Northern Development Initiative Trust Act to provide economic development opportunities for central and northern British Columbia. It is an independent regional economic development corporation focused on stimulating economic diversification and job creation in central and northern British Columbia, a region that is strategically located and offers a resource-rich economy with many competitive advantages and incentives for business. The corporation supports community development initiatives through capacity building, community infrastructure funding and business development.


Northern Development provides the funding and ability for a board of 13 directors to provide policy and decisions, enabling staff to work with community and business leaders to identify and pursue new opportunities for stimulating economic growth and job creation in their regions. The Corporation benefits residents from Lytton to Fort Nelson and from Valemount to the Queen Charlotte Islands. Northern Development’s office is located in Prince George and there are eight employees of the Trust: Chief Executive Officer, Chief Financial Officer, Director Economic Development, Director Business Development, Director Communications, Executive Coordinator, Accounting Coordinator and Client Services Clerk.


Northern Development had an initial capital budget of $185 million composed of seven accounts including: Operating Endowment, Cross Regional, Northeast Regional Development, Prince George Regional Development, Northwest Regional Development, Cariboo-Chilcotin/Lillooet Regional Development, Pine Beetle Recovery. Total assets under management currently exceed $330 million.


The Northern Development website is located at


Vision, Mission and Priorities

Northern Development’s vision is that northern BC has world-class industries, diversified regional economies and growing, energetic communities.

Northern Development’s mission is to be a catalyst for northern BC to build a strong and diversified economy by stimulating economic growth through strategic and leveraged investments.

The five priorities that support Northern Development’s vision and mission are: funding program delivery; economic development capacity building; partnerships and networking; business development; and, demonstrating best practices.

Northern Development seeks to influence others to invest in economic development, to create a positive investment climate and influence the types of growth that will be sustainable, diversify local economies and benefit the people of the north.


Governance Structure

The Governance Structure for Northern Development is established by the Northern Development Initiative Trust Act.


Northern Development is managed by a 13-member board of directors. Northern Development has four regional advisory committees that each nominates two of their local government members to the board. The regional advisory committees consist of elected officials of municipalities, regional districts and Members of the Legislative Assembly, in the Northeast region, Northwest region, Prince George region and Cariboo-Chilcotin-Lillooet region. The BC Government appoints the five other directors to the board.


Board Responsibilities and Accountabilities



The board’s broad role is that of:

Leader - set strategic direction and makes policy and funding decisions;

Overseer - evaluate performance measures and ensures accountability;

Steward - shepherd resources of others; and,

Reporter - report to government, stakeholders, public, others.



Board responsibilities fall into the following general categories:

Managing Board Affairs: Establish the processes and structures necessary to ensure the effective functioning and renewal of the board. Includes: monitor and improve quality of board, ensure appropriate board committees; ensure appropriate board orientation and ongoing professional development; articulate roles and responsibilities for board, committees, chair individual governors; define board process and guidelines, evaluate board, committees, directors and chair; and identify potential director candidates.

Organization’s Mandate: Fully understand the organization’s mandate set by government, review and make recommendations to government regarding the mandate to reflect changing circumstances.

Strategy and Plans: Participate in the development of, review and approve the organization’s strategic plan consistent with the organization’s mandate as set by government.

Human Resources: Subject to government legislation and guidelines, select, appoint, compensate, evaluate and terminate the Chief Executive Officer; oversee management succession and development.

Financial and Corporate Issues:  Review financial, accounting and control systems; ensure appropriate risk management systems, ensure code of ethical conduct and conflict of interest guidelines in place.

Monitor and Report:  Monitor organizational performance against strategic plans and compliance with applicable legislation and government direction; account to government and stakeholders through appropriate reporting.

Communications:  Oversee organization’s communications policy.



In carrying out its work, the board operates within the broad policy direction and budget set by the Northern Development Initiative Trust Act, the Ministry of Jobs, Tourism and Skills Training.


Northern Development is an incorporated not-for-profit organization. Northern Development follows the restricted fund method of accounting for contributions and its financial statements have been prepared by management in accordance with Canadian generally accepted accounting principles (GAAP).


Northern Development must appoint qualified individuals as the Chief Executive Officer and Chief Financial Officer.


Each year, Northern Development must publish a three year strategic plan including goals relating to the fulfillment of the purposes of the fund as established by the Act. Within four months after the end of each fiscal year, Northern Development must publish an annual report with audited financial statements and information on performance.


Board Composition

The individuals who make up the board of directors should, collectively, have the necessary personal attributes and competencies required to:

  • add value and provide support for management in establishing strategy and reviewing risks and opportunities;
  • effectively monitor the performance of management and the organization;
  • account for the performance of the organization; and,
  • reflect diversity as one of the core government mandates
  • Personal Attributes 

    All directors should possess the following personal attributes:  

  • high ethical standards and integrity in professional and personal dealings;
  • appreciation of the responsibilities to the public;
  • able and willing to raise potentially controversial issues in a manner that encourages dialogue;
  • flexible, responsive and willing to consider others’ opinions;
  • capable of a wide perspective on issues;
  • ability to listen and work as a team member;
  • no direct or indirect conflict of interest with the member’s responsibility to the organization;
  • strong reasoning skills;
  • able and willing to fulfill time commitment required to carry out responsibilities;
  • commitment to continuous learning about the organization and the relevant industry sectors referenced in the Northern Development Initiative Trust Act;
  • commitment to working collaboratively on cross-regional economic priorities; and,
  • commitment to working with the entire board to ensure that there is balanced representation of the economic development and diversification interests of First Nations, and very small communities without an industrial tax base.



    Collectively, the board should comprise the following core competencies with expertise in:


  • vision and strategy;
  • the law;
  • economic development;
  • local/regional industry;
  • finance and accounting;
  • business management;
  • public-private partnership; and,
  • local government leadership.


Governance Experience

While previous experience as a governor is not required, it is important that candidates for positions understand the roles and responsibilities of a member of a governing board and have the necessary experience and demonstrated skills to enable them to contribute to board decision-making and oversight.


Part of the organization’s commitment to good governance includes the provision of provide a comprehensive orientation for new board members and ongoing professional development for new members.


Other Considerations 

Within the context of the required board skills requirements, consideration is given to diversity of gender, cultural heritage and knowledge of the communities served by the organization.


There are a number of intangible requirements available to determine relative suitability between individual candidates or to determine the overall balance of knowledge, experience or qualifications of the board. These intangible requirements may be more subjective in terms of assessing individual qualifications, but in the case of regional representation or gender, be more definitive in achieving balance on the board.


In no particular order of priority, some of these criteria may include the following:



Time Commitment 

Ability and willingness to meet frequently and to have the time to assume responsibility for special projects.



The ease and availability of people to attend five board meetings that are scheduled annually.


Regional Representation

The location of certain candidates ensures a regional balance on the board.


Indigenous Representation

The board shall have a director involved in economic /business development or governance of Indigenous peoples that can assist the board in understanding these interests.



The ability to achieve gender equality on the board.


Director Independence

The ability of a director to be independent minded, not subject to outside influence, to be able to speak with objective candour.



The director has been a leader, in their occupation or community and will avail the board and organization of these qualities.


Vacant Positions

There is one current vacancy on the board.


The following are the attributes sought for the vacant position currently under consideration:

  • Applicant must reside in the area between Lytton and Quesnel and within the Northern Development Initiative Trust regional boundaries;
  • accounting and/or financial and/or legal;
  • business or legal competencies in a business environment; and,
  • executive business management skills or strategic economic development skills.


Time Commitment

Normally, the board meets four times per year, from approximately 8:00am to 5:00pm. Meetings generally take place at the Northern Development head office at #301 – 1268 Fifth Avenue, Prince George, BC. In addition, board directors may serve on the Finance or Executive Committee. Board members also attend various organization functions such as regional advisory committee meetings, and project announcement events in their immediate area.



Per the Act, the Director appointed will serve " 3 years from the expiry of the term of the retiring director whom he or she replaces." (s. 6.3.b)



Directors do not receive compensation other than for reasonable travelling and out of pocket expenses necessarily incurred by the director in discharging his or her duties. $100 per diem and $0.50/km cover these expenses unless there is travel requiring air or taxi fares, and hotel accommodation expenses, which are also covered.


List of Current Directors and Senior Executives:







Expiry/ Terminate*

Thomas W. Hoffman

Vice Chair



 27 Nov 2013 Re-30 Apr 2016

30 Apr 2019

Gerald David Wesley




 1 May 2010 Re-1 May 2016

1 May 2019

Evan Spencer Saugstad




 1 Dec 2011 Re-30 Apr 2017

30 Apr 2020

Wendy J. Benyk




 20 May 2014 Re-30 Apr 2017

30 Apr 2020

Daniel James Schilds




 16 Sep 2011 Re-30 Apr 2017

30 Apr 2020




Gerry Thiessen




Mayor of the District of Vanderhoof.

Lori Ackerman




Mayor of Fort St. John

Lyn Hall




Mayor of Prince George

Margo Wagner




Cariboo Regional District (CRD) Electoral Area H Director

Sally Watson




Canada Post carrier in 70 Mile House and Committee work


Senior Executives:

Joel McKay, Chief Executive Officer

Brenda Gendron, Chief Financial Officer


Process for Submitting Expressions of Interest

You may submit an Expression of Interest in serving on this board by clicking on the “Apply Online Now” button at the bottom of this page.


British Columbia Appointment Guidelines

Appointments to British Columbia’s public sector organizations are governed by written appointment guidelines. For more information about the appointment process, and to view a copy of the guidelines, refer to the Crown Agencies and Board Resourcing Office website ( and link to the page “The Appointment Process”.


Freedom of Information and Protection of Privacy Act (FOIPPA) – The personal information on this form is collected for the purpose of administering a variety of statutes that authorize the appointment of individuals to public sector organizations under the authority of section 26(c) of the FOIPPA. Questions about the collection or use of this information can be directed to the Crown Agencies and Board Resourcing Office by email at or by telephone at 604 660-0465.