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The Liberal Party of Canada is the oldest federally registered party in Canada. In the conventional political spectrum, the party sits between the centre and the centre-left. Historically the Liberal Party has positioned itself to the left of the Conservative Party and to the right of the New Democratic Party (NDP). The party dominated federal politics for much of Canada's history, holding power for almost 69 years in the 20th century, more than any other party in a developed country.

The Lockwood Survey Corporation Ltd. was an aerial photographic survey company based in the Toronto, Ontario area with divisions across Canada, the west coast division being located at 1409 West Pender Street, Vancouver, BC.

It was formed out of a number of amalgamations, mergers and name changes of predecessor companies, beginning with the Toronto-based Photographic Survey Company, which began in 1946 under the direction of Douglas M. Kendall, with British financing from Sir Percy Hunting. From 1956-1965, the company was known as Hunting Survey Corporation, Ltd., later known as Lockwood Survey Corporation, Ltd. from 1965-1972. From 1972-1975 the company was called Northway Survey Corporation, Ltd., and then Northway- Gestalt Corporation Ltd. from 1975-1984. The company has been named Northway Map Technology Ltd. since 1985.

MacMillan Bloedel Limited was formed through the merger of three smaller forestry companies in 1951 and 1959: the Powell River Company, the Bloedel Stewart Welch Company, and the H.R. MacMillan Company. MacMillan Bloedel Limited was bought by Weyerhaeuser in 1999.

The McGregor Model Forest Association (MMFA) was established in 1992 by the Government of Canada under the Canadian Forest Service’s Model Forest Program which was established across the country to examine and test principals of sustainable forest management. The MMFA operated successfully for over 15 years to support research, development of integrated forest management models, forest education and facilitation of collaborative decision-making. The Association’s approximately 50 members included communities, First Nations, industry, government and non-government representatives, as well as individual scientists and practitioners. The MMFA was an active participant in the Canadian and International Model Forest Networks, and also carried out projects in Russia on behalf of the Canadian International Development Agency. The Model Forest Program concluded in 2007, and was replaced by the Forest Communities Program. This new program was intended to facilitate the development and sharing of knowledge, tools and practices to empower forest-based communities to participate in informed decision-making on the forest land base, allowing communities to sustain and grow forest resource benefits while capitalizing on emerging forest-based opportunities. During this changeover, many of the existing Model Forests continued their operations under this new program, including the MMFA, while others continued their operations through partner and other funding sources, and some closed their doors. In October 2007, MMFA was combined with the Integrated Resource Management Partnership of Northern British Columbia (the “IRM Partnership”) into the Resources North Association - a new society whose aim it was to strengthen the previous relationship between the groups and to capitalize on their synergies.

The Métis are one of the Aboriginal peoples in Canada who trace their descent to mixed First Nations and European heritage. The term was historically a catch-all describing the offspring of any such union, but within generations the culture syncretised into what is today a distinct aboriginal group, with formal recognition equal to that of the Inuit and First Nations. At one time there was an important distinction between French Métis born of francophone voyageur fathers, and the Anglo-Métis or Countryborn descended from Scottish fathers. Today these two cultures have essentially coalesced into one Métis tradition.

Almost 400,000 people self-identify as Métis in Canada. The Supreme Court of Canada outlined three broad factors to identify Métis rights-holders: self-identification as a Métis individual; ancestral connection to an historic Métis community; and acceptance by a Métis community.

The Nechako Environmental Coalition was involved in several environmental health legislation campaigns, which included the development of the National Pollutants Release Inventory, achieving federal legislation for dioxins and furans, preventing diversion the Nechako River from industrial diversion and regulation of formaldehyde emissions in the MDF industry.

In 1996, the Nechako Environmental Coalition made an appeal to the Deputy Director of Waste Management regarding the upholding of the issuance of a waste management permit to Canadian Forest Products Ltd. (Canfor), which allowed Canfor to discharge emissions to the air from a proposed medium density fibre board (MDF) plant in Prince George.

In 1956, after the birth of the Canadian Labour Congress (CLC) by a merger of two previous labour congresses, negotiations began between the CLC and the Co-operative Commonwealth Federation (CCF) to bring about an alliance between organized labour and the political left in Canada. In 1958 a joint CCF-CLC committee, the National Committee for the New Party (NCNP), was formed to create a "new" social-democratic political party, with ten members from each group. The NCNP spent the next three years laying down the foundations of the New Party. During this process, a large number of New Party Clubs were established to allow like-minded Canadians to join in its founding, and six representatives from New Party Clubs were added to the National Committee. In 1961, at the end of a five-day long Founding Convention which established its principles, policies and structures, the New Democratic Party was born and Tommy Douglas, the long-time CCF Premier of Saskatchewan, was elected its first leader.

Noranda was incorporated in 1922 as Noranda Mines under the leadership of James Y. Murdoch. Noranda merged with Falconbridge in 2005 and continued under the name Falconbridge Limited, ending the Noranda name.

Noranda Metal Industries was the successor to Noranda Copper and Brass and Noranda Copper Mills. It produced copper and copper-based alloy products in the form of sheet, strip, rod and tube in three plants across Canada. Its principle markets were the automobile industry and the house construction industry. The company consumed significant quantities of copper and lesser amounts of other metals such as zinc. In 1974, it reported that in excess of 54,000 tons of metal were processed.

In addition to its operations in Canada, Noranda Metal Industries owned two plants in the United States, one of which closed circa 1975, and another which had an interest in a mill in Colombia. In an effort to reduce its dependence on the highly cyclical copper and brass business, Noranda Metal Industries constructed a $23.5 million plant at Arnprior, Ontario to produce zirconium alloy sheathing and pressure tubes for use in nuclear reactors. The plant was built in anticipation of a rapidly-growing requirement for those products as Canadian utilities, particularly Ontario Hydro, would be accelerating their nuclear power construction programmes. Zirconium tubes were sold directly to utilities for use in conducting steam from the reactors, and to fuel cell manufacturers such as General Electric and Westinghouse Electric.

Source: Source: Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. pp. 56-57.

Noranda Sales Corporation Ltd. was responsible for marketing the metals and minerals from Noranda's own operations, its associated companies and 25 other Canadian companies. The products sold included copper, zinc, molybdenum, lead, silver, gold, selenium, tellurium, fluorspar, cadmium, bismuth, sulphuric acid, phosphate fertilizers, potash, and copper sulphate. These sales were conducted internationally.

In 1974, the total value of its transactions amounted to about $1.5 billion from 23 products in 45 countries. The company had a 50% interest in Rudolf Wolff and Co., a charter member and the largest metal broker at the time on the London Metal Exchange.

Source: Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 49.

The North Central Plywood plant in Prince George was a sawmill that produced 185 million square feet of plywood annually and employed approximately 250 people. The sawmill closed in 2008 after it was destroyed by a fire.

Northern BC Archives & Special Collections is an administrative unit of The Geoffrey R. Weller Library located on the 4th floor of the Library Building. In February 1992 informal discussions began regarding the establishment of an archives to preserve the University’s history. In 1996 a committee drafted “The Plan for a UNBC Archives” that expanded on these ideas and outlined the need to establish an archives of Northern BC that would preserve, acquire and provide access to public and private records related to the history and culture of Northern BC. Hence, the position of Archivist was created and the Northern BC Archives was officially opened in November 2000. The Archives also houses rare book collections and maintains the University’s artworks and artifact collections. - The mandate of the Northern BC Archives is to acquire, preserve and provide access to materials of permanent value related to the institutional history and development of UNBC and its institutes and to acquire, preserve and provide public access to archival materials of value related to the history and culture of Northern British Columbia. The Archives will serve research and scholarship by making these records available to researchers, university personnel, students, faculty and the general public.

The Northern holds a place in the foundation of the Northern region of British Columbia. Not only is the store a recognized cornerstone of Prince George, it's a landmark. Opened in 1919, only four years after the City of Prince George was incorporated, Alex Moffat and partner Frank Whitmore bought out the Northern Lumber Company and renamed it the now famous "The Northern".

During the 1920s, most of Alex and Frank's customers were loggers, prospectors, and homesteaders arriving to settle the region. With such a diverse clientele, Alex and Frank established an inventory of building, farming, and in-home supplies which is still honoured to this day. When the store first opened, there was so much growth in the region that a second location was opened up in the Wells area in the mid-1920s.

A varied and large inventory helped The Northern survive the Great Depression in the 30s, along with the help of a small gold rush in the Cariboo during that time. Business didn't exactly boom during this economic dry spell, but the store developed a reputation for customer service above and beyond what other stores could offer. From cashing pay cheques to extending credit, The Northern etched out a unique position in the economic development of the region, and the Province.

Despite a fire in the main store on Boxing Day 1933, The Northern managed to grow and evolve when other businesses faltered. In fact, growth was strong enough to require a move to a new location at Third Avenue and George Street (1934), then another to Third Avenue and Quebec Street two years later.

The 40s were also a challenge. The Second World War had a mixed effect on The Northern. Troops and work crews stationed in Prince George kept the store hopping, but both locations felt the strain of heavy taxes imposed by the Government's War Effort. When the war finally ended, Alex and Frank sold the Wells location and began construction on a new building adjacent to the store's operational location. Moving to the corner of Third Avenue and Brunswick Street would turn out to be a huge success: The Northern occupies 1386 Third Avenue to this day.

By 1946, Frank Whitmore had sold his share of the business to Alex Moffat, who arranged for his son Harold and the company's Secretary-Treasurer, Thompson Ogg, to take on a partnership role. As the years passed, The Northern became more and more a family business. By 1949, Alex's sons (Donn, Gilbert [Corky], Earl, John and Keith) were partners along with another employee named Hilliard Clare. Eventually, The Northern included all the Moffat children; in 1951, Betty, Alice and Joyce (Alex's daughters) became equal partners. Just a short four years later, Alex chose to retire, leaving The Northern in the capable hands of his children.

The Northern continued to expand under the direction of the next generation of Moffats. In 1956, the top-floor apartments were vacated and renovated to accommodate the evolving and growing business. A customer parking lot was paved in 1957, the first paved lot in Prince George. When Alex passed away in 1963, his son Harold became company president.

Under Harold's direction, The Northern expanded further with the purchase of the neighbouring Five & Dime store in 1965. And growth continued. It was during the 70s that Harold opened AMCO, a subsidiary wholesale company, a few blocks away on Queensway Avenue. To this day, both AMCO and the Northern Appliance Centre are located there.

Harold's political ambitions ultimately placed him in the office of Mayor of Prince George from 1970 to 1979, so his brothers took over much of business at The Northern and the sister companies.

Today, The Northern continues to thrive under the direction of a third generation of Moffats, and members of the fourth generation are presently employed there.

Northwood Mills was Noranda's first foray into the forestry industry. Northwood Mills was resurrected from National Forest Products when it was purchased by Noranda in April 1961 (Zimmerman p. 33). National Forest Products was in receivership and had 6 sawmills in the Okanagan Valley (Summerland Box Company, Tulameen Forest Products, and the Osoyoos and Oliver mills) and in Prince George (Upper Fraser Mills and Sinclair Spruce Mills) (Zimmerman p. 31). The Prince George mills were larger and more successful, making Prince George the centre of Noranda's forest investment. Included in the purchase of National Forest Products was the harvesting quota for the sawmills and a 3 million acre pulp-harvesting area (pre-approved for a pulp mill) that had been created by the provincial forestry minister, Ray Williston (Zimmerman p. 31). Dick Porritt was named the first president and CEO of Northwood Mills (Zimmerman p. 34).

An agreement between Noranda Mines and the Mead Corporation dated April 24, 1964 provided for the formation of a new company called Northwood Pulp. The capital stock of this new company was divided evenly between Northwood Mills Ltd. and Canamead Inc. (later named Forest Kraft Company). Northwood Pulp purchased from Northwood Mills all the outstanding stock of two of Northwood Mills' wholly-owned subsidiaries: Upper Fraser and Sinclair Spruce Mills. Northwood Mills would provide knowledge and experience with respect to sawmills. Mead would provide knowledge and experience with respect to the engineering and design of pulpmills. Northwood Mills was Northwood Pulp's exclusive agent for soliciting and servicing sales of logs, lumber and other sawmill products globally.

At 1976, Northwood Mills continued to operate four sawmills in the Okanagan region of British Columbia with the capacity to produce approximately 200 million board feet of lumber per year, principally western white spruce. It had a building materials division which operated a lumber brokerage and wholesale building materials business through warehouses across Canada. Early in 1975, it acquired Airscrew-Weyroc, which was then renamed Northwood Panelboard Ltd., with a 145,000 tons per year particle board plant in Chatham, New Brunswick.

Between 1964 and 1985, Northwood Mills purchased holdings in other subsidiaries, including Fraser Inc., W.H. Miller Co Ltd., James Maclaren Industries, Lynn Stevedoring Co. Ltd., MacMillan Bloedel Ltd., McBride Lumber & Building Supplies Ltd., Northwood Properties, and Northwood Panelboard Ltd (Stats Can).

Northwood Mills' Sales Division marketed its own production as well as that for Northwood Pulp and Timber and other non-affiliated producers. Over 80% of the sales were to North America.

Sources:
Zimmerman, Adam. Who’s in Charge Here, Anyway?: Reflections from a Life in Business, (Don Mills, Ontario: Stoddart; Distributed in Canada by General Distribution Services), 1997.

Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 64.

Statistics Canada. Inter-corporate Ownership Directory, 1975, 1982, 1985, 1987.

Northwood Pulp was established in 1961 when Canadian corporation, Noranda Mines Limited, diversified into the British Columbia forest industry. Partnering with the Mead Corporation of Dayton, Ohio, Noranda Mines Ltd. purchased the Sinclair and Upper Fraser Sawmills, both east of Prince George. After the purchase of these two sawmills, as well as the proliferation of others, there became an excess of waste wood products generated by milling in the central interior of British Columbia. To meet this specific waste reduction need, and to expand into a new wood fibre market, the Mead Corporation and Noranda Mines built Northwood Pulp Mill in 1964-1965. Northwood Pulp Mill was, and still is, a processing plant dedicated to the conversion of waste wood chips to pulp and paper products.

In 1980-1981 an expansion was added to the mill which effectively doubled Northwood's capacity for the making of pulp kraft paper from waste wood chips.

In 1999, the Canadian Forest Products (a.k.a. Canfor) acquired all of the shares of Northwood Inc.; a purchase which included the Northwood Pulp Mill, Prince George Sawmill, North Central Plywoods, Rustad, Houston and Upper Fraser operations, the Kyahwood Forest Products joint venture and J.D. Little Forest Centre. This acquisition gave Canfor the unique designation of being Canada's largest producer of softwood lumber and kraft market pulp.

In February 2006 Canfor effectively separated its pulp business from its wood products business; a strategic move which resulted in the transfer of its northern softwood kraft pulp and paper business, including its Northwood Pulp Mill, Intercontinental Pulp Mill and Prince George Pulp and Paper Mill, together with associated management and employees (now referred to as the “Pulp Income Trust”) to an indirectly owned limited partnership known as the “Canfor Pulp Limited Partnership”.

"Over the Edge" was established in 1993 as the first student media publication available at UNBC Prince George campus.

Over the Edge Newspaper Society is an independent organization run by UNBC students that produces Over the Edge Newspaper bi-weekly.

Originating in 1994 under the Northern Undergraduate Student Society, Over the Edge ran for 10 years under NUGSS and has run independently since October 2004 producing the only student newspaper on campus.

Over the Edge prints all varieties of content, primarily submitted by students, including news stories, arts and entertainment stories, reviews, creative writing, comics and photography.

The Pacific Great Eastern Railway (PGE) was incorporated on February 27th, 1912. The PGE goal was to complete a rail line heading north from Vancouver to Prince George where it would connect with the Grand Trunk Pacific Railway (GTPR). PGE was privately owned until 1918 when it encountered financial difficulties and was taken over by the British Columbia Government as a Crown Corporation. By 1921 the railway had expanded to a point north of Quesnel but was still 80 miles south of the connection at Prince George. There were no large urban centers on the rail line during this time and it was primarily used for logging and mining operations from the British Columbia interior to Squamish. In 1949 PGE began to expand, and on November 1st, 1952 PGE completed a junction with Canadian National Railway in Prince George. On August 27th, 1956 PGE completed a line between Squamish and North Vancouver completing their original goal of a rail line from Vancouver to Prince George. In 1958 PGE reached Fort St. John and Dawson Creek to meet with the Alberta Railways. On September 10th, 1971 the largest construction that was undertaken opened a line between Fort St. John to Fort Nelson. In 1972 Pacific Great Eastern changed their name to British Columbia Railway (BCR).

The Prince George Chamber of Commerce represents and promotes the city's economy, education system, crime prevention programs, environmental, cultural, and governmental concerns. This encourages business, residential and industrial development, broadening the tax base and providing employment.

The Prince George Chamber of Commerce has presented the Business Excellence Awards since 1985. The Awards recognise companies, organizations and/or individuals for outstanding business achievement. Awards are given in a range of categories covering various areas of business and are open to members and non-members alike

The Prince George Citizen daily newspaper has been the newspaper of record for the City of Prince George since 1916.

The Prince George Community Foundation was incorporated on October 25, 1995 by a group of community leaders who saw the potential long-term benefits the foundation would offer to the residents of the Prince George Region.

The signatories of the incorporation documents were:

Jan Christiansen, Barrister and Solicitor
George Paul, Manager of the City of Prince George
Tom Steadman, Businessman
Ron East, Businessman
Murry Krause, Consultant

The signatories called the first annual meeting on February 20, 1996 at which time Beverly Christensen was elected the foundation's first president. Elected to serve on the executive with her were vice-president, Ron East, secretary-treasurer, George Paul and recording secretary, Judy Dix. Elected as the founding directors of the new community foundation were: Daphne Baldwin, Bob Harkins, Rev. Lance Morgan, Noreen Rustad, Tom Steadman and Vasso Vahlas. The directors later appointed Bob Buxton as a director and treasurer of the foundation.

The foundation's constitution and bylaws provides that the Mayor of Prince George may automatically become a director of the foundation. At the time of the foundation's incorporation, Mayor John Backhouse accepted a position as a director On November 16, 1996, following his election as mayor of the City of Prince George, Colin Kinsley also agreed to serve as a director of the foundation.

The first public event held for the foundation was a gala tribute-roast for Mayor Backhouse held October 5, 1996 at the Civic Centre.

The Prince George Historical Society was formed when Constance Cox donated indigenous artifacts to the Prince George Rotary Club. Beginning in 1954, Ian Evans spearheaded a group to display this collection, eventually organising a Historical Society. This society in turn decided to set up a museum in the Civic Centre. There was debate over the name, but the newly formed society was finally named Ft. George District Historical and Museum Society, as a chapter of the B.C. Historical Society. Fort George District was an electoral district for 1956, and extended east to Tete Jaune Cache, west to Cluculz Lake, south to Woodpecker, and north to the Pine Pass.

The Prince George Métis Elders Society is a non-profit organization dedicated to improving quality of life for our Elders, as well as educating our community on what it means to be Métis. The Society raises awareness of Métis culture through community involvement (For more information visit: http://www.pgmetiselders.com/ )

In response to the growing need to provide services to urban Aboriginal people, in 1971, the Federal Government, through the Department of the Secretary of State, introduced the Migrating Native People's Program, which provided core funding to Friendship Centres. Over the next ten years this initiative led to fourteen new Centres being established in BC, attesting to both the need and community support existing across the province.

In these early years, Friendship Centres were primarily perceived as a place where Aboriginal people could drop in and have a cup of coffee; a place where they could socialize with their own people and receive emotional support. During these formative years, Friendship Centres offered few direct services as their primary role was to refer people to existing social services agencies.

The Prince George Native Friendship Centre (PGNFC) has grown and continues to be one of the largest and busiest community service delivery agencies in Prince George. The PGNFC provides culturally appropriate programming to meet the community's unique and diverse needs, including educational, employment, health, and social programs.

The Prince George Oral History Group is made up of volunteers from the community interested in collecting and preserving the memories of older citizens from the Prince George area. In addition to conducting oral history interviews and transcribing the tapes, the Group promotes the oral history process by training people in the practical, legal and ethical aspects of oral history.

Audio cassettes and transcripts of oral histories are deposited at the UNBC Archives as well as in other locations in the city of Prince George. This is an on-going project. Some of the interviewing is conducted in conjunction with the Prince George Retired Teachers Association.

The purpose of the Prince George Railway & Forestry Museum Society is to preserve and interpret the history of the railway, the industries and the culture that grew around it in the Prince George area and Northern BC. Through the preservation, restoration, and interpretation of artifacts of historical significance related to the railways and industrial development in Central B.C. and the provision of educational, hands-on experience to the public through static and operating displays, the PGRFM is dedicated to displaying the lifestyles of the people involved in the railways and industrial development in North Central B.C.

The Prince George Railway & Forestry Museum Society has been collecting equipment and artifacts since 1984. It has been open to the public on city-owned land on Cottonwood Island, just north of downtown Prince George and adjacent to the CNR yards, since 1986. Operated by the volunteers of the Central British Columbia Railway and Forest Industry Museum Society, the Museum attracts about 10,000 - 15,000 visitors each summer, making it a significant tourism generator for Prince George.

In 1995, the Prince George Retired Teachers' Association (PGRTA) established the Education Heritage Committee whose mission is to preserve and maintain archival material, artifacts, and photographs representing the educational history of School District No. 57. The Education Heritage Committee's four main projects are to collect artifacts and photographs, oral history accounts from retired teachers in the Central Interior of British Columbia, local newspaper articles dealing with education in the Prince George area, and prescribed British Columbian textbooks.
The PGRTA Education Heritage Committee visits local schools and has collected and catalogued nearly 2400 items of heritage value. In addition, members of the committee have transcribed several oral histories and have compiled articles from seven different local newspapers dating from 1910 to 1919. The Education Heritage Committee's textbook collection consists of approximately 2500 books and is currently housed at the University of Northern British Columbia. For their dedication and outstanding contribution to the local history of the Prince George region the PGRTA Education Heritage Committee was awarded the Jeanne Clarke Memorial Local History Award on February 18, 2001.

The Prince George Spruce Kings were formed in 1972, the same year the World Hockey Association was launched. For most of its history the club has operated as a nonprofit society with a volunteer board of directors made up of knowledgeable business and hockey people from throughout the community. The original Spruce Kings were formed largely on the effort of Lionel Garand, who was determined to form a Junior team and provide local athletes with a place to play. Together with thirteen investors, Grand relied on gate receipts and advertising revenue to run the Spruce Kings Junior "A" Hockey Club, but when this became too much of a financial challenge the Prince George Minor Hockey Association became involved. “Spruce Kings” was Terry Eastholm’s winning entry in a community contest to determine the team’s name. In their first season, the Spruce Kings played in the Pacific Northwest Hockey League. They won the inaugural league title in 1975-76 when they played Junior ‘B’ in the Peace Cariboo Junior Hockey League. The Spruce Kings switched to Junior ‘A’ before the 1980-81 season, and were initiators in the expansion of the PCJHL to the Rocky Mountain Junior Hockey League in 1991-92.

In the fall of 1972, the Prince George Women’s Centre was created, and this began a legacy of women’s centres in Prince George. It began when a group of women, after being involved with the local production of the play “Lysistrata," decided that Prince George needed a women’s centre. Although it was involved in other activities, the main goal of the Prince George Women’s Centre was to develop a transition home for women and their children who needed shelter for whatever reason. This goal was realized in 1974, with the opening of the Phoenix Transition House. However, due to a changing focus and a stronger political and feminist position, the Prince George Women’s Centre faced internal upheaval, which resulted in a name change taking place in September of 1976. The group was now called the Prince George Women’s Collective.

A main focus of The Prince George Women’s Collective was its counseling and referral services. The Prince George Women’s Collective lasted until January of 1978, when controversy regarding the firing of two employees proved to bring about denigration of the group's status, both internally and with the public in general. Thus, the members of the Prince George Women’s Centre voted to dissolve the organization, and replace it with the Prince George Women’s Equal Rights Association (known commonly as WERA) in January of 1978.

While the changeover was taking place, further financial scandal marred the Collective’s name. WERA set out to distance itself from the Collective, and to focus on educating the public on women’s issues. To that end, research and lobbying were a central focus. WERA was notably not a resource centre, but instead its main focus of education led to the production of a newsletter for women of northern British Columbia, by women of northern British Columbia. This they accomplished, and the result was ‘Aspen,' a publication which ran until 1983. WERA shut its doors in June of 1983 due to a combination of financial pressures and volunteer burn-out. Right at the time that WERA was closing down, however, another group was springing up with the intention of filling the need for a resource centre for women in Prince George.

The Prince George Women’s Resource Centre opened their doors officially on September 1, 1983, and served the community for many years. Similar to the Women’s Centre and the Women’s Collective, the Prince George Women’s Resource Centre was very service-oriented, and less politically oriented. The exact reason for the centre's closure is unclear; however, the evidence suggests that it lasted until some time in 1987, when federal money dried up and the centre was no longer able to provide its services to the women in Prince George.

Following the Prince George Women's Resource Centre, another group opened an office on George Street called the Prince George Women's Connection. The only records contained in this collection regarding the Women's Connection are in the form of brochures and advertisements sent to them. Because the collection does not include many of the Women's Connection records, extensive research was not undertaken in regards to their history.

The "Prince Rupert Empire" was the first newspaper in Prince Rupert, B.C. The newspaper became defunct in 2010 after its acquisition by Black Press.

During the 1940s, the British Columbia government wanted to develop the considerable resources of the northwest and north central areas of the province. At the same time, they wished to establish new population centres, without risking taxpayers' funds. Alcan was invited by the B.C. government to investigate the possibility of establishing an aluminum industry in the northwest. Shortly after, Alcan began the large-scale Kitimat-Kemano project. At the time, it was the largest privately funded construction project ever undertaken in Canada. It cost $500 million in 1950 (more than $3.3 billion in today's currency). The project included construction of several components, including the Kenney Dam in the Nechako River Canyon, which reversed the river's eastward flow and created the Nechako Reservoir.

The original Connaught School, located on the corner of Queensway and 15th Avenue, was built in 1915 as a two-room high school and operated until 1951 when it burned down. In 1953 it was reopened in a new, modern building on "one of the finest natural school sites in existence". The school was renamed Ron Brent Elementary in 1978 following the death of Mr. Brent who had taught in the school for 28 years. In the 1998-1999 school year the building was completely renovated and was officially reopened in the fall of 1999. Today it again stands as one of the finest facilities in the Province and the centrepiece of a re-emerging community. The "fine school spirit" of the old Connaught Elementary School remains today in the new Ron Brent school. Demographics: The population of Ron Brent Elementary, once as high as 600 students, is now in the range of 200-225 students.

The Royal Bank of Canada (RBC; French: Banque Royale du Canada) is the largest financial institution in Canada, as measured by deposits, revenues, and market capitalization. The bank serves seventeen million clients and has 80,100 employees worldwide. The company corporate headquarters are located in Toronto, Ontario. In Canada, RBC serves approximately ten million clients through its network of 1,209 branches. The bank was founded in 1864 in Halifax, Nova Scotia.

The Royal Canadian Air Force (RCAF) was the air force of Canada from 1924 until 1968 when the three branches of the Canadian military were merged into the Canadian Forces. The modern Canadian air force has been known as Canadian Forces Air Command (AIRCOM) since 1975, but still refers to itself as the "Air Force" and maintains many of the traditions of the RCAF.

The Mission of The Royal Canadian Legion is to serve veterans and their dependents, promote Remembrance and act in the service of Canada and its communities. As well, The Royal Canadian Legion has a strong and continued commitment in promoting Canada's contribution to world peace, the protection of Canadian sovereignty and the preservation of national unity.

The Royal Canadian Legion, formed in 1926, is a non-profit, membership supported fraternal organization. It originally served as a place of camaraderie, support and advocacy, assisting returning military personnel to ease the transition from war to civilian life. Since that time the Legion has evolved into a community service organization serving veterans, ex-service personnel and their families, the new military, as well as seniors and youth.

BC/Yukon Command of The Royal Canadian Legion with 153 Branches, over 90 Ladies Auxiliaries and almost 70,000 members, receives no government funding. BC/Yukon Legionnaires and members of the Ladies Auxiliary contribute millions of dollars to communities every year. These funds are raised through membership drives, fundraisers, donations and sporting and social activities held at Legion Branches and in the community.

BC/Yukon Command also works in partnership with a multitude of government and community, health, social and educational agencies in the design and support of unique programs which will improve the quality of life of others, including Canadian Forces Members, Veterans and Seniors, Youth, and Community Citizens. The BC/Yukon Command also established a Legion Foundation which accepts charitable donations and bequests for: geriatric medical research and bursaries; affordable assisted living facilities; youth leadership and development; and a wide range of health and social services in the community.

(Excerpt taken from http://www.bcyuk.legion.ca/home/about-us/about-us )

The Legion is a non-profit, dues-supported, fraternal organization with approximately 1,600 branches in Canada, the United States, Germany and The Netherlands. The Legion receives no financial assistance from any outside agency and membership is open to all Canadian citizens and Commonwealth subjects who subscribe to the purposes and objects of the organization.

From the time of its formation in 1926, the Legion has focussed its efforts on the fight to secure adequate pensions and other well-earned benefits for veterans and their dependants. Acting as an advocacy agency on veterans' behalf, the Legion deals directly with the Federal Government to ensure ex-military personnel and their dependants are treated fairly.

The Royal Canadian Legion has also assumed a major responsibility for perpetuating the tradition of Remembrance in Canada. Each year the Legion organizes and runs the National Poppy and Remembrance Campaign to remind Canadians of the tremendous debt we owe to the 117,000 men and women who have given their lives in the defence of Canada during two world wars, the Korean War and other military missions around the world. Contributions made during the campaign are used to assist needy veterans, ex-service members and their families.

The Legion also supports programs for seniors, particularly through direct community-level activities, the Legion Long term care Surveyor Program and a housing program. The Legion's Youth program provides scholarships and bursaries, sports programs and support to activities such as cadets, scouts and guides.

Rustad Bros. and Co. Ltd. was a large sawmill and planermill that was started operation in 1947. Jim Rustad was the general manager and president of the sawmill. Jim sold the business to Northwood in 1991 (later bought by Canfor) and operated until 2009.

The Summer Institute of Linguistics (SIL) in partnership with institutions and organizations worldwide, offers training for applied linguistic fieldwork. Topics for courses include phonetics, phonology, morphology, syntax, discourse, cultural anthropology, language learning, linguistic field methods, sociolinguistics, literacy, language program planning, and translation. In programs in partnership with religious institutions, SIL facilitates the application of linguistic studies to the translation of Christian scriptures.

Simon Fraser University (commonly referred to as SFU) is a Canadian public research university in British Columbia with its main campus on Burnaby Mountain in Burnaby, and satellite campuses in Vancouver and Surrey. The main campus in Burnaby was established in 1965 and has more than 34,000 students and 950 faculty members.

The traditional territory of the Takla Lake First Nation is located in North Central British Columbia, and totals approximately 27,250 square kilometres. The territory is a rich environment of lakes, rivers, forests and mountains, bordered on the west by the Skeena Mountains and on the east by the Rocky Mountains. Today, the Takla Lake Nation is an amalgamation of the North Takla Band and the Fort Connelly Band, a union which occurred in 1959. Their traditional lands are the geographic area occupied by their ancestors for community, social, economic and spiritual purposes. Carrier and Sekani place names exist for every physical feature and place that they occupied. Each name reflects the significance of the feature or site and today provides them with historical information to the rich history and extensive knowledge of the land and resources owned by the Takla people. (for more information see http://www.taklafn.ca/nation/31/home )

The main function of the Task Force to Review Northern Post Secondary Education was to listen to the public and educators within the northern regions regarding the regional delivery of UNBC programs. At the time, people from across Northern BC were concerned that UNBC would be limited to Prince George operations, and would not represent or serve other regions of Northern BC. The Task Force met with 350 people through visits to Prince Rupert, Kitimat, Terrace, Hazelton, Smithers, Burns Lake, Vanderhoof, Quesnel, William's Lake and Dawson Creek. Telephone calls and letters resulted in further input. During the formal presentations and general discussion held throughout the four northern college regions (Northwest, College of New Caledonia, Northern Lights, and Cariboo College) the residents expressed tremendous support for UNBC. During each meeting, there was a range of expectations regarding program delivery. There were, however, themes common to all meetings, including : that UNBC plan for regional programs and services at the same time as the Prince George campus ; that there be more regional representatives in the governing council of UNBC ; and that UNBC develop innovative, non-traditional approaches to delivery systems, administrations, and educational partnerships in order to meet the needs of northern communities. The paper was submitted to Ministry of Advanced Education, Training and Technology 31 March 1992. UNBC issued a response 6 April 1992

With the earliest pastoral care provided to north coastal peoples by missionaries travelling by canoe, technological development inevitably allowed for the introduction of the gasoline engine. “Glad Tidings” (built in 1884, sunk in 1903) was the first of these new ships built for the Rev. Thomas Crosby. Upon its demise, the “Udal” was constructed in 1908, only to sink a year later; followed by the launch of the first of the “Thomas Crosby” mission boats in 1912. These particular Methodist mission boats were named after the Rev. Thomas Crosby who had ministered to First Nations peoples throughout the northern coast of B.C. In 1874, at the request of Tsimshian matriarch Elizabeth Diex, and her son Chief Alfred Dudoward and daughter-in-law Kate Dudoward, the Rev. Crosby was sent to Port Simpson to establish its’ first Methodist mission. From this home base, Crosby supervised the establishment of ten missions throughout north coastal British Columbia and ministered to the Tsimshian of Lax Kw’alaams (Port Simpson), the Nisga’a, Haida and Gitksan until 1897. The “Thomas Crosby” I, II, and III served as the Crosby Mission to north coastal communities for the Port Simpson District of the Methodist Church right up to church union in 1925. Under the United Church, the Mission became a pastoral charge, first called the Queen Charlotte (Marine) Pastoral Charge and then renamed Central Mainland Marine Mission in 1929. The “Thomas Crosby” III, built in 1923 was under the pastoral charge of the Rev. Robert Scott. In 1938, this vessel was replaced with the more seaworthy “Thomas Crosby” IV (1938-1967) under the charge of the Rev. Peter Kelly only to be replaced once again by the “Thomas Crosby” V (1967-1991). After the de-commission of the “Thomas Crosby” V, the Central Mainland Marine Mission conducted all pastoral care via air travel.

The Thomas Crosby III and IV (the vessels believed to be featured in this particular photograph collection) operated between Lowe Inlet in the north and Smith Inlet in the south, with headquarters at Ocean Falls. She called at lighthouses, canneries, logging camps and isolated settlements. In addition to serving as a church and mission, she delivered the mail, served as a library and movie theatre, and functioned as a hospital and mortuary. A shovel and mattock were kept in a cupboard ready for any necessary burials. A visit from a Thomas Crosby was considered the highlight of the season for many isolated communities along the north coast.

During a conversation in 1996, Eve Pankovitch and David Kerr, employees at UNBC, expressed to each other their concern regarding the absence of art on campus. A few months later they founded the Arts Council of UNBC and set out to respond to the need for art, including musical, visual, literary, performing and conceptual forms, on campus and to foster a relationship with the arts community in Prince George and the region. Since 1996, the Arts Council has initiated and collaborated on many projects including art exhibitions, talks by art professionals, University art acquisitions, poetry readings and musical performances.

UNBC's Centre for Teaching, Learning, and Technology unit, as it currently exists, was created in 2007. As a result of some internal restructuring, there was the creation of a Dean of Teaching, Learning and Technology and a Director of the Centre for Teaching, Learning and Technology. At that time, those positions were held by the same person, Dr. Heather Smith. In this new structure, Information and Technology Services (ITS), the UNBC Geoffrey R. Weller Library, and the CTLT all reported to the Dean. The Dean reported to the Provost. For a variety of reasons this restructuring was unsuccessful and in the fall of 2007, Dr. Smith resigned from the decanal position. Through this resignation, and with support of institutional allies, the decanal funding was guaranteed to the CTLT thus ensuring the ongoing funding of the unit. Dr. Smith stayed on as Acting Director of the CTLT until June 2008.

During this initial period, the CTLT had an Acting Director, a full time administrative assistant, and Elearning Coordinator, Grant Potter (hired in December 2007) and several student assistants who supported elearning. In addition, the Learning Skills Centre (now the Academic Success Centre) reported to the Director of the CTLT. The Director shifted their report from the Provost to a Dean of Student Success and Enrolment Management after her resignation as Dean.

In 2008, Dr. William Owen took over as Director of the CTLT and the staffing compliment stayed the same. He did gain an additional report as the Access Resource Centre began to report to him. At the time, he reported to a Dean of Student Success and Enrolment Management but this report also changed back to a direct report to the Provost.

In the spring of 2012, Dr. Owen took the position of Acting Dean of Student Engagement. Dr. Smith returned to again be Acting Director of the CTLT and she reported to the Provost. In negotiations that lead to Dr. Smith taking on the position of Acting Director it was agreed that Dr. Owen would ‘take’ the Academic Success Centre and the Access Resource Centre with him and bring them into the Student Engagement portfolio. It is also worth noting that between 2012 and 2017, there have been four different Provosts.

The University of Northern British Columbia's Conference and Event Services provides services such as accommodations, catering, meeting space, audio-visual, and conference management.