SKWLĀX TE SECWEPEMCÚL ̓ECW (LSLB)
Planning the Commercial–Industrial Base for Skwlāx-Led Growth (Commercial-Industrial Infrastructure Project) Project Management Essentials Training, 2024
WHO THEY ARE?
Skwlāx te Secwépemcúl ̓ecw (Little Shuswap Lake Band) is a Secwépemc
community stewarding territory on the shores of Little Shuswap Lake near
Chase, BC. Quaaout—“where the sun’s rays first touch the land”—anchors
a living relationship between language, place, and governance.
Grounded in that identity, Skwlāx has built a Nation-owned economy that
pairs cultural continuity with practical investment. Signature ventures—
Quaaout Lodge, Talking Rock Golf Course, and Le7ke Spa—express
Secwépemc culture while creating local employment and long-term
revenue for community priorities.
Alongside tourism and hospitality, Skwlāx advances construction and
resource-sector capacity through Skwlāx Resource Management,
strengthening community control over development and creating
pathways for skills, contracting, and enterprise. This combination—
language-anchored governance, Nation-owned enterprises, and in-house
delivery capacity—sets a clear foundation for strengthening the
infrastructure base that supports Skwlāx-controlled commerce, training,
and community services.
WHAT THEY NEEDED
Skwlāx aimed to turn a clear idea—a Nation-led commercial–industrial
hub that strengthens enterprise and community services—into a project
that could be credibly funded, advanced through the required permitting
processes, and delivered on Skwlāx terms. The need was practical:
close service and infrastructure gaps while creating dependable,
community-held revenue and jobs.
They needed one path that showed where to start and why—what to
introduce first, how to size and locate it, and how early steps would build
toward a larger commercial–industrial footprint. That path had to be
realistic about land and site readiness, utilities and access, and the mix
of services that serve members and attract partners.
They needed clear oversight and decision discipline—who decided
what, when, and on what basis—so choices could be paced and
alignment protected as the work advanced. Controls were required to
keep timing, cost, quality, and risk in balance as the project scaled.
With multi-party delivery, they needed a coordinated way of working—
defined roles for Chief & Council and the Board, a plain-language
message to members, credible touchpoints with regulators, and a
structured approach to engaging suppliers and potential franchise
partners.
A route to long-term operations was also required, with training and
handover built into the plan so local teams could operate and manage
facilities with clear community control.
Building the Groundwork for Community Water Infrastructure (Community Water Treatment System Project) Project Management Essentials Training, 2024
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WHAT WE DID
Led a focused Project Management Essentials workshop that set the direction and tempo for the Commercial–Industrial initiative.
Mapped the stakeholder path with defined information flows among leadership, members, regulators, and suppliers.
Translated the mandate into a single, central framework, documented in a Project Proposal with:
- Paired summary and detailed deliverables maps capturing scope and sequencing end to end.
Established a phase-based governance model with:
- Defined decision points and role clarity.
- A concise process map linking scope, schedule, cost, quality, risk, procurement, and engagement for full accountability throughout planning.
Positioned the plan for next-stage readiness by:
- Clarifying scope boundaries and phasing.
- Sequencing early services (fuel and convenience retail) as the foundation for a broader industrial-park footprint.
- Capturing enabling steps for procurement, training, and transfer to-operations.
RESULTS WE GOT
Skwlāx left with a single, coherent plan that:
- Brought all work into one place.
- Clarified purpose, captured scope and sequence, and defined a phased path from near-term services to long-term buildout.
Coordination improved across all delivery partners:
- Oversight by Chief & Council and the Board clarified.
- Member engagements structured and scheduled.
- Regulator and supplier interfaces mapped for reliable information flow.
The planning framework gave leadership a clear line of sight from mandate to buildable phases. Decision-readiness strengthened through:
- Defined roles and approvals.
- Referenced decision points and explicit scope boundaries.
- Allowed paced and defensible decision-making as the project advanced.
Build path phased and practical:
- Early services (fuel and convenience) were established as the first step.
- Expansion toward an industrial-park footprint described.
- Enabling pieces captured: procurement, cost-risk controls, training, and transfer to-operations.
- Enabled leadership to move confidently into procurement and partner engagement.
The outcome: a disciplined, governance-aligned plan, credible in funding
conversations, ready to brief partners, and designed to advance under Skwlāx
direction.
IN NUMBERS
1 Commercial–Industrial Build path Consolidated
Phased services linked to long-term buildout, with four decision gates and an oversight process captured in a single planning framework.
14 Deliverables Sequenced Into one Workplan
From land use and funding through construction, training, and transfer-to-operations—establishing a complete scope.
3 Delivery Phases Scoped With Clear Scale Targets
Near-term fuel & convenience (~5,000 sq. ft) scaling to an industrial-park footprint (~40 acres).
