COLUMBIA BASIN BUSINESS RETENTION AND EXPANSION PROJECT R EPORT ON S LOCAN V ALLEY B USINESSES (Including the municipalities of New Denver, Silverton and Slocan, and Area H of the Regional District of Central Kootenay) WINTER 2013 The Columbia Basin Rural Development Institute, at Selkirk College, is a regional research centre with a mandate to support informed decision-making by Columbia Basin-Boundary communities through the provision of information, applied research and related outreach and extension support. Visit www.cbrdi.ca for more information. The result of a partnership between the Regional District of Central Kootenay Area H and its three municipalities: New Denver, Silverton and Slocan, the Slocan Valley Economic Development Commission (SVEDC) supports the efforts and vision of the people of the Slocan Valley by leading and facilitating community priorities for community economic development. The Slocan District Chamber of Commerce strives for a vibrant, diverse and healthy economy that respects the environment and community values of the Slocan Lake district including the communities of Lemon Creek, Slocan City, Red Mountain Road, Silverton, New Denver, Sandon, Rosebery, Hills and Summit Lake. EXECUTIVE SUMMARY This report describes findings from a Business Retention and Expansion (BRE) survey conducted at 79 businesses in the Slocan Valley in 2013. BRE is an action-oriented and community-based approach to business and economic development. It promotes job growth by helping communities to learn about concerns of, as well as opportunities for, local businesses and to set priorities for projects to address those needs. KEY RESEARCH FINDINGS Select survey results are summarized below. Survey Module Company Information Local Workforce Sales Facilities and Equipment Government Services Business Climate Assessment and Plans Finding The highest number of respondent businesses are classified as ‘Retail and Wholesale Trade’ under the North American Industry Classification system, followed by manufacturing. Almost half (48%) of companies have been in business for more than 10 years 22% of businesses reported a pending ownership change. Three businesses plan to transfer ownership within the next 2 years. Respondents reported a total of 409 employees, almost half are full-time 20% of businesses expect the size of their full-time workforce to increase over the next 3 years and 44% expect it will stay the same Issue of lack of full time or year-round work was an important issue for many businesses/ employees 34% of businesses expect that their sales will grow by between 10 and 24% over the next year 73% of businesses make the majority of their sales to local customers 51% of businesses source the majority of supplies from Canadian businesses located outside of the region 78% of businesses own the facility in which they operate Almost half of businesses plan to expand within 3 years with a total estimated expansion budget of over $6.6 million Top barriers to expansion are financing, identifying and accessing new markets, lack of suitable premises and local regulations Top rated government services include access to highways/ roads, and recycling. The lowest rated services include access to airport facilities and telecommunications Telecommunications, and waste management are the government services most in need of improvement Business climate factors that received the highest ratings include K-12 education and cultural / recreational amenities Businesses most commonly listed the Slocan Valley’s loyal customers, stable population and beautiful environment as its greatest strengths as a place to do business The business competitiveness factors that are most important to respondents include improvement of customer services, new market development, workforce skill development and availability of telecommunications infrastructure and services 13% of businesses rated the overall health of their company as excellent, 38% rated it as good Most businesses are at low risk of closing (75%) or downsizing (68%) Columbia Basin Business Retention and Expansion Project: Report on Slocan Valley Businesses NEXT STEPS AND POTENTIAL ACTIONS The results of this survey can be used to inform short- and long-term planning. In addition, a number of businesses would benefit from direct follow-up support. Research findings suggest that the following action areas have the greatest potential to improve the business climate: Business Expansion Nine businesses in the region are planning significant investment in expansion over the next three years. Results suggest that businesses could benefit from expansion assistance and, in particular, specific support targeted at real estate and land use. Actions on this theme could involve assisting businesses in locating potential expansion sites. Training Key training areas most often listed by businesses include business/ management and accounting, marketing/ sales, and first aid/ safety. Training may be best received if it is adaptive, flexible and, in some cases, subsidized. Future initiatives could include supporting networks to help businesses identify shared training needs, and working with educational institutions to ensure local skill requirements are considered in programming. Workforce Recruitment and Retention A strong majority of respondents acknowledged that expansion of the workforce is important to their company’s competitiveness. Providing recruitment and retention support to businesses may help improve the Slocan Valley’s economic climate. Employers should consider expanding recruitment efforts beyond those currently utilized which focus on word of mouth, local media and help wanted signs to attempt to recruit workers from further afield. Succession and Business Planning Survey results suggest that there are opportunities to support the business community by providing succession and business planning assistance. Open, instructive training sessions have the potential to provide a base level of support to a large number of businesses; however, a more targeted, one-on-one assistance program could result in greater overall benefit by providing a higher level of support to ‘at-risk’ businesses. Infrastructure and Transportation Lack of infrastructure such as telecommunications, sewer, waste disposal and transportation services was repeatedly cited as a barrier to new business development or regional growth . Actions on this theme could include support for more research in partnership with local governments, communities, service organizations and neighbouring communities into the development of telecommunications and transportation infrastructure and services in the Slocan Valley. Attitudes Towards Growth A perceived resistance to change or growth among residents was among the most commonly cited barriers to new business development or growth. Hosting a forum focused on planning for growth and infrastructure development could help to engage community members in the process of visioning for future growth and development. Columbia Basin Business Retention and Expansion Project: Report on Slocan Valley Businesses TABLE OF CONTENTS Executive Summary........................................................................................................1 Key Research Findings ........................................................................................................... 2 Next Steps and Potential Actions ........................................................................................... 3 List of Figures .................................................................................................................5 Project Overview ...........................................................................................................1 The BRE Concept ................................................................................................................... 1 Project Objectives ................................................................................................................. 1 Research Considerations ................................................................................................1 The BRE Survey ..................................................................................................................... 1 The Data Set.......................................................................................................................... 2 Data Collection ...................................................................................................................... 2 Data Input, Analysis and Reporting ........................................................................................ 2 Research Findings ..........................................................................................................3 Company Information ........................................................................................................... 3 Local Workforce .................................................................................................................... 9 Sales ................................................................................................................................... 20 Facilities and Equipment...................................................................................................... 26 Government Services .......................................................................................................... 34 Business Climate ................................................................................................................. 36 Assessment and Plans ......................................................................................................... 44 Recommendations ....................................................................................................... 48 Next Steps........................................................................................................................... 48 Potential Action Areas ......................................................................................................... 49 Appendix A: Data Tables .............................................................................................. 51 Company Information ......................................................................................................... 51 Local Workforce .................................................................................................................. 54 Sales ................................................................................................................................... 62 Facilities and Equipment...................................................................................................... 66 Government Services .......................................................................................................... 70 Business Climate ................................................................................................................. 71 Assessment and Plans ......................................................................................................... 75 Columbia Basin Business Retention and Expansion Project: Report on Slocan Valley Businesses LIST OF FIGURES Figure 1: Industry classification ........................................................................................................... 3 Figure 2: Facility function(s) ................................................................................................................ 4 Figure 3: Location of primary competitors .......................................................................................... 4 Figure 4: Key words and responses in respondents' discussions of the factors that make them successful in this region....................................................................................................................... 5 Figure 5: Other similar locations ......................................................................................................... 5 Figure 6: Life cycle stage...................................................................................................................... 5 Figure 7: Length of time in business .................................................................................................... 6 Figure 8: Type of business ................................................................................................................... 6 Figure 9: Location of headquarters ..................................................................................................... 7 Figure 10: Ownership and management changes in last 5 years ........................................................ 7 Figure 11: Anticipated timeline for ownership change ....................................................................... 8 Figure 12: Anticipated exit strategy .................................................................................................... 8 Figure 13: Existence of formal succession plan ................................................................................... 8 Figure 14: Existence of current business plan ..................................................................................... 9 Figure 15: Total number of employees ............................................................................................... 9 Figure 16: Nature of employment ..................................................................................................... 10 Figure 17: Employment trend over last 10 years .............................................................................. 10 Figure 18: Projected number of employees in 3 years...................................................................... 11 Figure 19: Full-time employment trend over last 3 years ................................................................. 11 Figure 20: Full time employment trend over next 3 years ................................................................ 12 Figure 21: Age of the majority of essential employees ..................................................................... 12 Figure 22: Wages in relation to other businesses in the region ........................................................ 13 Figure 23: Trend in unfilled positions ................................................................................................ 13 Figure 24: Location of workforce recruitment .................................................................................. 14 Figure 25: Recruitment and retention challenges ............................................................................. 14 Figure 26: Key words and responses in respondents' discussion of retention efforts ..................... 14 Figure 27: Current recruitment areas................................................................................................ 16 Figure 28: Future recruitment areas ................................................................................................. 17 Figure 29: Skill level of majority of workforce ................................................................................... 18 Figure 30: Training or professional development needs................................................................... 18 Figure 31: Preferred modes of training ............................................................................................. 19 Figure 32: Usual training locations .................................................................................................... 19 Figure 33: Critical considerations for employees .............................................................................. 20 Figure 34: Annual sales ...................................................................................................................... 20 Figure 35: Status of market for product/service ............................................................................... 21 Figure 36: Status of market share ..................................................................................................... 21 Figure 37: Projected sales growth over next year ............................................................................. 22 Figure 38: Historic sales trend at this location .................................................................................. 22 Figure 39: Historic sales trend at parent company ........................................................................... 23 Figure 40: Historic sales trend in industry ......................................................................................... 23 Figure 41: Historical export sales trend............................................................................................. 23 Figure 42: Component of sales generated by top 3 customers ........................................................ 24 Figure 43: Geographic source of majority of sales ............................................................................ 24 Figure 44: International trade status................................................................................................. 25 Figure 45: Engagement with government procurement processes .................................................. 25 Figure 46: Geographic source of majority of supplies ....................................................................... 25 Columbia Basin Business Retention and Expansion Project: Report on Slocan Valley Businesses Figure 47: Reason for out-of-area purchasing................................................................................... 26 Figure 48: Size of facility .................................................................................................................... 27 Figure 49: Condition of facility .......................................................................................................... 27 Figure 50: Condition of equipment ................................................................................................... 28 Figure 51: Number of shifts ............................................................................................................... 28 Figure 52: Ownership status of facility .............................................................................................. 28 Figure 53: Length of time remaining on lease ................................................................................... 29 Figure 54: Investment in facility (past 18 months) ............................................................................ 29 Figure 55: Investment in equipment (past 18 months)..................................................................... 30 Figure 56: Plans to expand within three years .................................................................................. 30 Figure 57: Adequacy of current site to support expansion ............................................................... 30 Figure 58: Estimated expansion investment ..................................................................................... 31 Figure 59: Component of expansion budget for equipment and technology ................................... 31 Figure 60: Component of expansion budget for real estate ............................................................. 31 Figure 61: Size of facility expansion .................................................................................................. 32 Figure 62: Barriers to expansion........................................................................................................ 32 Figure 63: Organizations approached for expansion assistance ....................................................... 33 Figure 64: Considering energy efficiency in expansion plans ............................................................ 33 Figure 65: Awareness of BC Hydro Power Smart .............................................................................. 33 Figure 66: Rating of government services ......................................................................................... 35 Figure 67: Key words and responses in respondents' suggestions for improvements to government services .............................................................................................................................................. 36 Figure 68: Rating of business climate factors .................................................................................... 37 Figure 69: Business climate today vs. 5 years ago............................................................................. 38 Figure 70: Business climate 5 years from today ................................................................................ 38 Figure 71: Community's strengths as a place to do business ............................................................ 39 Figure 72: Community's weaknesses as a place to do business........................................................ 39 Figure 73: Barriers to growth in the community ............................................................................... 40 Figure 74: Importance of business competitiveness factors ............................................................. 42 Figure 75: Performance on key productivity drivers ......................................................................... 43 Figure 76: Economic drivers with greatest growth potential ............................................................ 44 Figure 77: Company's overall health ................................................................................................. 45 Figure 78: Overall health of parent company ................................................................................... 45 Figure 79: Local management's attitude toward community ........................................................... 45 Figure 80: Parent company's attitude toward local community ....................................................... 46 Figure 81: Risk of facility closing........................................................................................................ 46 Figure 82: Risk of facility downsizing ................................................................................................. 47 Columbia Basin Business Retention and Expansion Project: Report on Slocan Valley Businesses PROJECT OVERVIEW This report describes findings from a Business Retention and Expansion (BRE) survey1 conducted in the Slocan Valley between June and September of 2013. The Slocan Valley Economic Development Commission (SVEDC) led the BRE process and partnered with the Slocan District Chamber of Commerce partnered to launch it and pull together a local steering committee and assigning two researchers and a team lead to carry out the project. The local steering committee consists of Chamber directors, SVEDC representatives and local village councillors. The Columbia Basin Rural Development Institute (RDI) provided training, data analysis and report writing support. THE BRE CONCEPT BRE is an action-oriented and community-based approach to business and economic development. It promotes job growth by helping communities to learn about the concerns of, as well as opportunities for, local businesses and to set priorities for projects to address those needs. Ultimately, communities will have greater success in attracting new businesses if existing businesses are content with local economic conditions and community support. Business development and job creation are key factors in fostering healthy and vibrant communities— depending on the characteristics of a community’s economy, anywhere from 40 to 90 per cent of new jobs come from existing businesses. PROJECT OBJECTIVES Objectives specific to the Slocan Valley BRE project were as follows: 1. To strengthen the relationship between the community and its businesses. 2. To identify and provide follow-up support to businesses who are positioned to expand or are at risk for closure. 3. To develop data-supported recommendations regarding important future focus areas for strengthening the area’s business climate. RESEARCH CONSIDERATIONS THE BRE SURVEY The RDI has a licence agreement with the Economic Development Association of BC for BC Business Counts, a program that provides access to an online BRE survey, contact management, and reporting system called ExecutivePulse. Data presented in this report were collected as part of a comprehensive BRE survey that is aligned with surveys conducted by other participants in the BC Business Counts program across the province of BC. Survey data can therefore be analyzed at a community, sub-regional, regional and provincial level. 1 Short and Long BRE surveys can be downloaded from: http://cbrdi.ca/research-areas/appliedresearch/business-retention-expansion/ Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 1 The base BRE Long Survey, consisting of 94 questions, includes modules for company information, the local workforce, sales, facilities and equipment, and future plans for growth or succession. A 30 question BRE Short Survey was developed for use with some businesses as many of the questions on the Long Survey were not applicable to them. Based on feedback from a BRE regional advisory group, thirteen region-specific questions were appended to the base BRE survey. Seventy-six of the 79 respondent businesses completed these 13 additional questions. THE DATA SET To generate an initial set of potential research participants, researchers developed a list of economic sectors in the Slocan Valley and used local knowledge and reviewed phone books and local advertising to create a list of businesses that fell into each category. To reach out to more local businesses two press releases about the project were published in local newspapers and posters were put up in each community to recruit prospective survey participants. A cross-section of businesses were selected based on size (small, medium, large) and sector (according to the NAICS system). Over one hundred and fifteen businesses were invited to participate through in-person meetings or telephone conversations. In total, 79 of the businesses contacted were surveyed for this project (66% response rate), including Slocan Valley businesses that participated in the Kootenay Association for Science and Technology and Kootenay Rockies Innovation Council (KRIC) data acquired through the manufacturing and technology sector specific BRE project. It is important to note that 55 participant businesses elected to do the BRE Long Survey, the questions that do not appear on the short survey are identified in the research findings. DATA COLLECTION Data were collected by researchers, using structured interviews that lasted approximately one hour. The process in total took approximately four hours per business, including setting up interviews, the interview itself, and data input. DATA INPUT, ANALYSIS AND REPORTING Data were entered into the ExecutivePulse system by researchers during and immediately following the interviews. To ensure confidentiality and data security, company-level data were only made accessible to RDI staff and the research team. Quantitative data were analysed using descriptive statistics and qualitative data were analysed using the grounded theory method of generating key coding themes. Based on the results of data analysis activities, an initial set of recommendations was generated by RDI and then reviewed with the local steering committee. Findings and related recommendations were assembled into this report by RDI researchers. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 2 RESEARCH FINDINGS COMPANY INFORMATION Type of Product/Service Offered Businesses interviewed represented a diverse cross-section of industries. Most common were Retail and Wholesale Trade (23% of businesses) and Manufacturing (22%). Figure 1: Industry classification Other Services (Except Public Administration) 2% Accommodation and Food Services 12% Arts, Entertainment and Recreation 7% Health Care and Social Assistance 5% Education Services 2% Professional, Scientific and Technical Services 7% Real Estate Rental and Leasing 3% Finance and Insurance 2% Information 2% Transportation and Warehousing 2% Retail Trade 23% Manufacturing 22% Construction 5% Mining 2% Agriculture, Forestry, Fishing and Hunting 7% 0% 5% 10% 15% 20% 25% Figure 1 percentages are out of 60 respondent businesses that provided their NAICS Code Twenty seven businesses provided details about the function of their facilities. A majority of respondents (38%) indicated that their facility provides a service; other main functions included manufacturing (22%) and distribution (20%). Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 3 Figure 2: Facility function(s) No Response 51% Warehousing 11% Services 38% Manufacturing 22% Headquarters 15% Engineering / R&D 13% Distribution 20% 0% 10% 20% 30% 40% 50% 60% Figure 2 percentages are out of 55 respondent businesses that completed the BRE Long Survey Competition Fifty-one percent of the 37 businesses who responded to this question reported that their primary competitors are located within the region. Notably, 14% indicated that they do not have any direct competition. Figure 3: Location of primary competitors No Response 7% None 9% International 11% National 13% Elsewhere BC 9% Local / Regional 51% 0% 10% 20% 30% 40% 50% 60% Figure 3 percentages are out of 55 respondent businesses that completed the BRE Long Survey When asked what factors made their company successful in this region, the highest number of respondents who gave a reason cited cited quality of products and selection or the innovative nature of their products (17). Location and proximity to markets (14 respondents) and reputation, customer service and referrals (10 respondents) were also discussed often. It is important to note that 15 respondents answered “none” or did not respond to this question. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 4 Figure 4: Key words and responses in respondents' discussions of the factors that make them successful in this region “Longevity and repeat customer: been in business for over 30 years in the area.” “[Our] values, stable work force and community presence.” “Variety of inventory.” Eleven percent of respondents indicated that their company has another similar location in Canada and 2% indicated that their company has another similar location in another country. Figure 5: Other similar locations Other International Location 2% Other Canadian Location 11% 0% 2% 4% 6% 8% 10% 12% Figure 5 percentages are out of 55 respondent businesses that completed the BRE Long Survey Age and Life Cycle Stage Almost half of respondents (46%) reported that their business is in the ‘growing’ life cycle stage. Another 30% indicated that their business is in the ‘maturing’ stage. Fewer respondents (14% and 8%) indicated that they are in the ‘emerging’ and ‘declining’ stages, respectively. Figure 6: Life cycle stage Declining 8% Maturing (Status Quo) 30% Growing 46% Emerging 14% None/ No Response 3% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 6 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 5 Thirty-two percent of respondents reported that they have been in business for more than 20 years. Four percent indicated that they have been in business for less than 1 year. Figure 7: Length of time in business more than 20 years 32% 10-19 years 16% 5-9 years 27% 1-4 years 9% less than 1 year 4% No Response 13% 0% 5% 10% 15% 20% 25% 30% 35% Figure 7 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Ownership and Management Thirty-seven percent of respondents indicated that their business is classified as a corporation, while 34% indicated that they are a sole proprietorship. The remainder of businesses are partnerships (16%), other (6%), non-profits (4%) or limited liability partnerships (1%). Figure 8: Type of business Other 6% Non-Profit 4% Limited Liability Partnership 1% Corporation 37% Partnership 16% Sole Proprietorship 34% No Response 1% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 8 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 6 Twenty-two percent of respondents reported that their headquarters are located in British Columbia and 5% indicated that they are headquartered elsewhere in Canada. 73% of businesses who completed the BRE Long Survey did not answer this question. Figure 9: Location of headquarters Elsewhere in world 0% Elsewhere in Canada 5% In Province In Region 22% 0% No Response 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 9 percentages are out of 55 respondent businesses that completed the BRE Long Survey Twenty-two percent of respondent businesses who completed the BRE Long or Short Survey have an ownership change pending. 16% have seen a management change in the last 5 years, and 13% have seen an ownership change. Of the nine respondents that have seen a recent management change, 78% reported that the change has had a positive impact. Of the seven respondents that have seen an ownership change, 71% reported that the change has had a positive impact. Figure 10: Ownership and management changes in last 5 years Management change in last 5 years 16% Ownership change in last 5 years 13% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% Figure 10 percentages are out of 55 respondent businesses that completed the BRE Long Survey Succession and Business Plans Of the seventeen businesses that reported a pending ownership change, 71% expect the change will occur in three years or more, 18% expect it to happen in two years and 12% expect it within one year. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 7 Figure 11: Anticipated timeline for ownership change 3 years or more 71% 2 years 18% 1 year or less 12% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 11 percentages are out of 17 respondents that reported a pending ownership change completed the BRE Long Survey Fifty-nine percent of respondents with a pending ownership change expect that the current owner will exit the business by selling it to a non-family individual, 18% expect it will be sold or transferred to another company and 6% expect that the business will pass to another family member. Figure 12: Anticipated exit strategy Other 12% Close business 6% Another company sale / transfer 18% Non-family sale / transfer 59% Family sale / transfer 6% 0% 10% 20% 30% 40% 50% 60% 70% Figure 12 percentages are out of 17 respondents that reported a pending ownership change completed the BRE Long Survey Figure 13: Existence of formal succession plan Yes 5% N/A 49% No 46% Four percent of respondents reported that they have identified a successor and 5% reported that they have a formal succession plan in place. Figure 13 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 8 Figure 14: Existence of current business plan Fifty-eight percent of businesses who completed the BRE Long Survey reported that they have a current business plan in place. No response 13% No 29% Figure 14 percentages are out of 55 respondent businesses that completed the BRE Long Survey Yes 58% LOCAL WORKFORCE Size of Workforce The 79 businesses interviewed reported a total 409 employees. Thirty-seven percent indicated that they have less than five employees and 4% indicated that they have over 20 but less than 50 employees. Figure 15: Total number of employees Over 50 0% 20-49 4% 10-19 10% 5-9 28% Less than 5 37% 0 or no answer 22% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 15 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Forty-four percent of positions at surveyed business are full-time, 33 % are part-time and 22% are temporary. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 9 Figure 16: Nature of employment Full Time 44% Part Time 33% Temporary 22% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 16 percentages are out of the 409 total employees reported by respondent businesses that completed the BRE Long or Short Survey Twenty-four percent of respondents indicated that the number of employees at their business has increased over the past 10 years. Another 29% indicated that the size of their workforce has remained relatively stable. Figure 17: Employment trend over last 10 years No Response 30% Increased 24% Stayed the Same 29% Decreased 16% 0% 5% 10% 15% 20% 25% 30% 35% Figure 17 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey In general, data indicated that businesses expect to see small or moderate growth in the size of their workforce over the next 3 years. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 10 Figure 18: Projected number of employees in 3 years 100 and over 0% 50-99 1% 20-49 5% 10-19 11% 5-9 23% Less than 5 24% 0 8% No response 28% 0% 5% 10% 15% 20% 25% 30% Figure 18 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Most BRE Long Survey respondents (47%) indicated that the size of their full-time workforce has remained relatively constant over the past 3 years. Another 22% indicated that it has increased. Figure 19: Full-time employment trend over last 3 years Decreased 9% Stayed the same 47% Increased 22% No response 22% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 19 percentages are out of 55 respondent businesses that completed the BRE Long Survey Forty-four percent of businesses interviewed expect the size of their full-time workforce to stay the same size over the next 3 years while another 20% expect it to increase. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 11 Figure 20: Full time employment trend over next 3 years Will Increase 20% Stay the Same 44% Will Decrease 5% No response 31% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 20 percentages are out of 55 respondent businesses that completed the BRE Long Survey Workforce Deomographics Thirty-five percent of businesses indicated that the majority of their essential employees are between 35 and 49 years old and 28% said they were fifty or older. Figure 21: Age of the majority of essential employees 50 years or older 28% 35 to 49 years 35% 26 to 34 years 11% Less than 25 years 9% No response 16% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 21 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Wages When reporting on average wages for skilled or professional workers, 18% indicated they pay between $20 and $29 per hour and 16% reported they pay less than $20 per hour. The most commonly reported average wage for semi-skilled workers was under $20 (22%) and the most commonly reported average wage for entry-level workers was $10-$12(27%). Thirty-five percent of businesses reported that their wage scale is the same as that of other businesses in the region. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 12 Figure 22: Wages in relation to other businesses in the region Greater than 20% Same 35% Less than 4% No response 42% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Figure 22 percentages are out of 55 respondent businesses that completed the BRE Long Survey Recruitment and Retention Forty-seven percent of respondents agreed that the number of unfilled positions at their company has remained relatively constant. It should be noted that many of the businesses that did not have any unfilled positions also indicated the number of unfilled positions was staying the same. Figure 23: Trend in unfilled positions Increasing 7% Staying the Same 47% Decreasing 2% No response 44% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 23 percentages are out of 55 respondent businesses that completed the BRE Long Survey The vast majority of respondents (82%) reported that they primarily recruit employees from local labour markets. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 13 Figure 24: Location of workforce recruitment International 2% National 2% Provincial 0% Local 82% No response 15% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Figure 24 percentages are out of 55 respondent businesses that completed the BRE Long Survey Thirty-five percent of respondents indicated that they have experienced retention challenges and 34% indicated that they have experienced recruitment challenges. Figure 25: Recruitment and retention challenges Retention challenges 35% Recruitment challenges 34% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 25 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey When asked what efforts their business has undertaken to retain employees, many shared that they have focused on fostering a good work environment and healthy relationships (8 respondents) and offering benefits and perks (7 respondents). Other common ways respondents sought to retain employees were by offering competitive wages and monetary incentives such as bonuses (6 respondents), training opportunities (6 respondents) and flexible hours and scheduling (6 respondents). Figure 26: Key words and responses in respondents' discussion of retention efforts “[We] provide affordable housing on site for staff.” “Thank staff after every shift. Appreciate and value input from staff.” Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 14 “Good health benefits. Flex-time and scheduling.” In their discussions of the perceived reasons for their retention challenges, respondents most often cited a shortage of skilled labour (9 respondents), the seasonal or temporary nature of their business (6 respondents) or shortage of consistent or full time work (3 respondents). Other challenges mentioned included the inability to pay competitive wages a lack of local training and a small workforce to draw from. When asked what efforts businesses have undertaken to recruit employees, efforts that emerged most often from BRE Long Survey respondents were word of mouth (29%), signs and newspaper advertising (25%), and online ads through websites or social media (16%). Respondents also cited using connections to industry (7%), youth hiring programs (5%), schools, universities or trades programs (4%), and job fairs or recruitment specialists (2%). Interestingly, 24% of businesses do not engage in recruitment activities. The most important recruitment areas among the 27 surveyed businesses experiencing recruitment problems include machine operators (19%), general laborers (19%) and administrative/clerical personnel (15%). The responses included in the ‘other’ and ‘professional other’ categories charted below are detailed in Appendix A. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 15 Figure 27: Current recruitment areas Other 41% Hairdressers / Stylists 0% Engineers 0% Sales / service 7% Sales / retail 7% Professional / technical 4% Professional other 4% Professionals / information techs /… 4% Plant managers / operators 4% Mechanics 4% Material / fabricators 7% Marketing 0% Manufacturing other 7% Maintenance 0% Machinists 4% Machine operators 19% Hospitality service 0% Healthcare professionals 7% Graphic arts / printing 0% General labourer 19% Food / beverage service 7% Electrical / electronics 0% Construction / contractors 0% CDL drivers 0% Assembler / line workers 4% Agriculture / farming 4% Advanced manufacturing workers 0% Administration / clerical 15% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Figure 27 percentages are out of 27 respondent businesses reporting recruitment challenges Thirty-nine percent of respondents expect future recruitment challenges. The most common anticipated recruitment areas include sales/ retail (23%), sales/ service (10%) and machine operators (10%). Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 16 Figure 28: Future recruitment areas No response 6% Other 26% Hairdressers / stylists 0% Engineers 0% Sales/service 10% Sales/retail 23% Professional technical 3% Professional other 3% Prof/info tech/programming 3% Plant managers/operators 0% Mechanics Material/fabricators 3% 0% Marketing 3% Manufacturing other 3% Maintenance 3% Machine operators Hospitality service 10% 0% Healthcare professionals Graphic arts/printing 6% 0% General labourer 6% Food/beverage service 6% Electrical/electronics 0% Construction/contractors 0% CDL drivers 0% Assembly/line workers 0% Agriculture / farming Advanced mfg workers 3% 0% Admin/clerical 3% 0% 5% 10% 15% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 20% 25% 30% 17 Figure 28 percentages are out of 31 respondent businesses anticipating future recruitment difficulties Skills and Training Thirty-six percent of businesses indicated that over half of their workforce is comprised of skilled or professional workers, 13% indicated that their workforce is mainly semi-skilled workers and 13% indicated that entry-level workers make up the majority of their workforce. Figure 29: Skill level of majority of workforce Entry-Level 13% Semi-Skilled 13% Skilled / Professional 36% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 29 percentages are out of 55 respondent businesses that completed the BRE Long Survey Thirty-six percent of businesses indicated that their company has a training budget and 75% of repondents indicated that there are areas of training or professional development that would benefit their employees. Most commonly listed among these areas were business/management training (25%), marketing/sales (15%) and first aid/ safety (15%). Figure 30: Training or professional development needs No response 2% Other 39% Marketing / Sales 15% Operations / Processes 2% Business / Management & Accounting 25% First Aid/ Safety 15% WHMIS / Food Safe 10% Retail / Hospitality / Customer Service 8% Equipment Operators 8% Trades 7% Technology Skills 5% Administrative / Computer Skills 5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Figure 30 percentages are out of 59 respondents reporting areas of training that would be beneficial Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 18 Forty-seven percent of respondents stated that they prefer when training is delivered through an in-person, classroom or seminar style format. Forty percent perfer individual coaching. Figure 31: Preferred modes of training No response 16% Other 18% Trade Shows Apprenticeship 2% 0% Online / Webinar Training 33% Individual Coaching 40% Classroom / Seminars 47% 0% 10% 20% 30% 40% 50% Figure 31 percentages are out of 55 respondent businesses that completed the BRE Long Survey Thirty-eight percent of respondents typically seek training opportunities that are offered in the region, 35% access training locally, and 27% travel to other areas in BC for their training. Figure 32: Usual training locations No response 22% United States 5% National 7% Provincial 27% Regional 38% Local 35% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Figure 32 percentages are out of 55 respondent businesses that completed the BRE Long Survey Employees The majority of respondents (53%) listed cost of living as an issue that is critical to their employees. Another important factor was transportation (33%). For a list of factors included in the other category charted below, see Appendix A. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 19 Figure 33: Critical considerations for employees No response 14% Other 33% Childcare 18% Transportation 33% Cost of living 53% Housing 29% 0% 10% 20% 30% 40% 50% 60% Figure 33 percentages are out of 76 respondent businesses that completed the region specific questions Eighty percent of businesses interviewed reported that the majority of their employees live within the community. Four percent indicated that the majority of their employees live elsewhere in the region. SALES Market Size and Share The highest number of respondents (7, 9%) reported annual sales of between $1 million and $4.99 million and 8% (6 respondents) reported annual sales between $100,000 and $499,999. The lowest number (5%) reported sales of more than $5,000,000. Seventy-two percent of businesses did not share annual sales information. Figure 34: Annual sales Confidential/ no response 60% over $5 million 4% $1million to $4.99 million 13% $500,000 to $999,999 4% $100,000 to $499,999 11% Under $100,000 9% 0% 10% 20% 30% 40% 50% 60% 70% Figure 34 percentages are out of 55 respondent businesses that completed the BRE Long Survey The majority of businesses interviewed (54%) indicated that the size of the market for their product or service is growing over time. Another 32% reported that the market is stable. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 20 Figure 35: Status of market for product/service No response 4% Increasing 54% Stable 32% Decreasing 10% 0% 10% 20% 30% 40% 50% 60% Figure 35 percentages are out of 76 respondent businesses that completed the BRE Long or Short Survey Forty-four percent of respondents indicated that their share of the market for their product is increasing while 16% indicated that it is stable. A small number of respondents (5%) indicated that their market share is decreasing. Figure 36: Status of market share No response 35% Increasing 44% Stable 16% Decreasing 5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 36 percentages are out of 55 respondent businesses that completed the BRE Long Survey Growth Thirty-four percent of respondents expect to see moderate growth in sales of 10-24% over the next year and 20% expect to see lower growth of between 1 and 9%. Four percent of respondents expect their sales to decline and 13% expect sales to remain stagnant. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 21 Figure 37: Projected sales growth over next year No response 6% 100% or more 5% 50-99% 6% 25-49% 11% 10-24% 34% 1-9% 20% 0% 13% declining 4% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 37 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Sixty percent of businesses indicated that sales at their business have increased over time, 16% indicated that sales have remained relatively stable and 13% reported that sales have declined. Figure 38: Historic sales trend at this location Not applicable/ no response 45% Increasing 60% Stable 16% Decreasing 13% 0% 10% 20% 30% 40% 50% 60% 70% Figure 38 percentages are out of 55 respondent businesses that completed the BRE Long Survey Seven percent of respondents indicated that sales at their parent company have historically decreased. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 22 Figure 39: Historic sales trend at parent company Not Applicable/ no response 87% Increasing 4% Stable 2% Decreasing 7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Figure 39 percentages are out of 55 respondent businesses that completed the BRE Long Survey Data indicate that the sales trend within respondents’ respective industries has been less positive. Sixty-nine percent of respodents reported that sales within their industry have been decreasing while 22% reported that they have been increasing. Figure 40: Historic sales trend in industry Not Applicable/ no response 25% Increasing 22% Stable 9% Decreasing 69% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 40 percentages are out of 55 respondent businesses that completed the BRE Long Survey Five percent of BRE Long Survey Respondents indicated that their export sales have been increasing and 5% indicated that they have been declining. Figure 41: Historical export sales trend Not Applicable/ no response 87% Increasing 5% Staying the Same 2% Declining 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Figure 41 percentages are out of 55 respondent businesses that completed the BRE Long Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 23 Source of Sales The customer base among Slocan Valley businesses seems to be diverse. The largest percentage of respondents (35%) indicated that less than 10% of their sales are generated by their top 3 customers. Figure 42: Component of sales generated by top 3 customers No response 14% 76-100% 8% 51-75% 11% 26-50% 14% 10-25% 18% 1-9% 35% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 42 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey A majority of respondents (73%) indicated that over 50% of their sales are to customers within the community or region. 5% indicated that over half of their sales are within BC and 6% within Canada. Fewer respondents ( 1%, 3%) indicated that the majority of their sales are to US or international markets, respectively. Figure 43: Geographic source of majority of sales International 3% United States 1% National 6% Provincial 5% Local 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 43 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Five respondents (9%) indicated that they export good or services to other countries and 3 respondents (5%) indicated that they import goods or services from other countries. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 24 Figure 44: International trade status No response 73% None/ not applicable 18% Export 9% Import 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figure 44 percentages are out of 55 respondent businesses that completed the BRE Long Survey Procurement Figure 45: Engagement with government procurement processes No response, 18% Twenty-five percent of businesses indicated they engage in government procurement. Yes, 25% Figure 45 percentages are out of 55 respondent businesses that completed the BRE Long Survey No, 56% Thirty-seven pecent of businesses interviewed reported that they purchase supplies primarily from local sources. Another 35% indicated that the majority of their supplies come from businesses located elsewhere in BC. Figure 46: Geographic source of majority of supplies International 3% United States 3% National 15% Provincial 35% Local/ Regional 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 46 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 25 Purchasing When reflecting on their reasons for purchasing products or services from out-of-area suppliers, over half (51%) indicated that the products they need are not available locally. Twenty-five percent also indicated that products tend to cost more from local suppliers. Figure 47: Reason for out-of-area purchasing No response 36% Other 5% Quality of available product 14% No control/ head office decision 1% Unaware of local vendors 3% Long term contract with supplier/ loyalty to… 8% Higher costs locally 25% Product not available here 51% 0% 10% 20% 30% 40% 50% 60% Figure 47 percentages are out of 76 respondent businesses that completed the region specific questions Products that businesses stated they would like a local supplier include linens and textiles, yard care equipment and gardening supplies, wood working, craft and art supplies, fresh local produce and groceries, tools, chemicals, office supplies and computers. FACILITIES AND EQUIPMENT Size and Condition Twenty-five percent of businesses reported that their facility is less than 1000 square feet in size and another twenty percent indicated it is between 1,000 and 4,999 square feet. Twenty-five percent of businesses who completed the BRE Long Survey did not respond to this question. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 26 Figure 48: Size of facility No response 25% 20,000 sq ft or more 11% 10,000-19,999 sq ft 9% 5000-9999 sq ft 9% 1000-4999 sq ft 20% less than 1000 sq ft 25% 0% 5% 10% 15% 20% 25% 30% Figure 48 percentages are out of 55 respondent businesses that completed the BRE Long Survey Forty-seven percent of respondents indicated that their facility is in good condition. Another 29% indicated that it is in excellent condition, and 14% reported that the condition of their facility is fair. Figure 49: Condition of facility No response 5% Poor 5% Fair 14% Good 47% Excellent 29% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 49 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Fifty-seven percent of respondents indicated that their equipment is in good condition. Another 24% indicated that it is in excellent condition and 15% report their equipment is in fair condition. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 27 Figure 50: Condition of equipment No response Poor 4% 0% Fair 15% Good 57% Excellent 24% 0% 10% 20% 30% 40% 50% 60% Figure 50 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Shifts The highest number of surveyed businesses (58%) operate one shift per day, 13% operate two shifts and 7% run 24-hours per day. Figure 51: Number of shifts No response 7% Other 15% 24 hours 7% Two shifts 13% One shift 58% 0% 10% 20% 30% 40% 50% 60% 70% Figure 51 percentages are out of 55 respondent businesses that completed the BRE Long Survey Ownership Figure 52: Ownership status of facility Seventy-eight percent of businesses own the facility in which they operate and 22% lease it. Leased 22% Owned 78% 25% of respondents who lease their facility indicated they have less than a year remaining on their lease and 17% have more than 5 years remaining. 15 of the 16 businesses who responded to this question indicated that they intend to renew their current lease agreement. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 28 Figure 52 percentages are out of 55 respondent businesses that completed the BRE Long Survey Figure 53: Length of time remaining on lease No response 33% More than 5 yrs 17% 3-5 yrs 17% 1-2 yrs 8% Less than 1 yr 25% 0% 5% 10% 15% 20% 25% 30% 35% Figure 53 percentages are out of the 12 respondent businesses that report leasing their facility Investment and Expansion Over half of respondents indicated that their company’s investment in their facility has stayed the same (36%) or increased (25%) over the past 18 months. No businesses indicated that investment in their facility has decreased over the same period. Figure 54: Investment in facility (past 18 months) No response Decreasing 38% 0% Staying the same 36% Increasing 25% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Figure 54 percentages are out of 55 respondent businesses that completed the BRE Long Survey A similar trend was reported for recent investments in equipment . Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 29 Figure 55: Investment in equipment (past 18 months) No response Decreasing 45% 0% Staying the same 35% Increasing 20% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Figure 55 percentages are out of 55 respondent businesses that completed the BRE Long Survey Figure 56: Plans to expand within three years No response 18% Almost half (45%) of interviewed businesses plan to expand within three years and 37% do not. Yes 45% Figure 56 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey No 37% Figure 57: Adequacy of current site to support expansion 33% of businesses reported that their current site will be adequate. Notably, however, 9 businesses (11%) reported that they will have to look for a new site to meet their planned expansion Figure 57 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey No response 43% Maybe 13% Yes 33% No 11% needs. In total, the businesses interviewed plan to spend over $6.6 million on expansion over the next three years. The highest number of businesses (7%) plan to spend between $100,000 and $499,999, and 5% plan to spend between $1 million and $4.9 million. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 30 Figure 58: Estimated expansion investment No response 84% over $5 million 0% $1-$4.9 million 5% $500,000-$999,999 0% $100,000-$499,999 7% $25,000-$99,999 2% Less than $25,000 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Figure 58 percentages are out of 55 respondent businesses that completed the BRE Long Survey Seven percent of businesses plan to spend over half of their expansion budget on real estate and eight percent plan to spend the majority of their expansion budget on equipment and technology. Figure 59: Component of expansion budget for equipment and technology No response 84% 100% 4% 50 to 99% 4% under 50% 9% 0% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Figure 60: Component of expansion budget for real estate No response 84% 100% 0% 50 to 99% 7% under 50% 4% 0% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Figure 59 and 60 percentages are out of 55 respondent businesses that completed the BRE Long Survey Fifteen percent of respondents expect that the size of their facility expansion will be less than Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 31 1,000 square feet. Nine percent of respondents reported their expansion would be between 1,000 and 4,999 square feet. Figure 61: Size of facility expansion No response 80% Less than 1,000 sq ft 5% 1,000 to 4,999 sq ft 9% 5,000-9,999 sq ft 2% 10,000-19,999 sq ft 2% 20,000 sq ft or more 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Figure 61 percentages are out of 55 respondent businesses that completed the BRE Long Survey Respondents cited a variety of factors that act as barriers to their expansion. Most common of those were financing (19%), identifying and accessing new markets (18%), a lack of suitable premises (11%) and problems with development approvals (9%). Figure 62: Barriers to expansion No response Real Estate Costs 52% 0% Transport/ Freight 3% Warehousing 1% Roads 3% Local Regulations (Zoning) 8% Lack of Skilled Staff 8% Financing Energy reliability 19% 0% Energy Costs 4% Transport / Freight 3% Problems with Development Approvals 9% Lack of Suitable Premises 11% Broadband access 1% Identifying / Accessing New Markets 18% 0% 10% 20% 30% 40% 50% 60% Figure 62 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 32 Twenty-two percent of respondents indicated that they have sought assistance with their expansion efforts from an external organization. Organizations most commonly approached by slocan valley businesses include the provincial government (3%), 1% of respondents have approached each of the following: Community Futures; Columbia Basin Trust; a financial institution; or Selkirk College/ the School District. Figure 63: Organizations approached for expansion assistance No response Other Selkirk College / School District Local Government Banks - other CBT / Business Basin Advisors Community Futures Provincial Government 89% 5% 1% 1% 1% 1% 1% 3% 0% 20% 40% 60% 80% 100% Energy Efficiency Figure 64: Considering energy efficiency in expansion plans Figure 63 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey No 9% Yes 33% No response 58% Thirty-three percent of businesses who completed the BRE Long Survey reported that they are considering energy efficiency in their expansion plans. Figure 61 percentages are out of 55 respondent businesses that completed the BRE Long Survey Figure 65: Awareness of BC Hydro Power Smart No response 33% Fifty-three percent of respondents reported that they are familiar with the energy efficiency support available through the BC Hydro Power Smart program. Yes 53% Figure 61 percentages are out of 55 respondent businesses that completed the BRE Long Survey No 14% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 33 GOVERNMENT SERVICES Respondents were asked to rate a list of government services as fair, poor, average, good, excellent or not applicable to their business. The services that received the highest number of average, fair or poor ratings were access to airport facilities (57%) and telecommunications (56%). The services that received the highest number of good or excellent ratings were access to highways/ roads (70%) and recycling (63%). Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 34 Figure 66: Rating of government services Water and sewerage supply 53% 14% 33% 22% 24% Availability of appropriately zoned land 16% Availability of buildings for lease or purchase 54% 33% 51% 33% Telecommunications (internet, cell) 56% 11% Development approval process 18% 22% Inspections /licensing 24% Recycling 41% 35% Availability of warehousing Not Applicable 29% 1% Availability of rail transport 20% 34% 46% 46% 46% 9% Access to highway/ roads 68% 43% 48% 9% Access to Markets 66% 30% Availability of road transport services Access to suppliers 70% 22% 9% 25% Access to airport facilities 57% 18% 0% Poor, Fair or Average 41% 39% 20% 5% Good or Excellent 63% 25% 11% Disposal of waste material 61% 20% 40% 60% 80% Figure 66 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 35 Fifty respondents(63%) provided suggestions on how to improve government services. The highest number of responses (15) discussed improvements to telecommunications including cellular service and high speed internet. Expanding recycling and waste disposal services (7 respondents) and improving airport services and bus links to major airports in Kelowna (7 respondents) also factored heavily in these discussions. The following exerpts from three respondents’ survey data illustrate the importance of improving telecommunications for Slocan Valley businesses: “Cellular phone service would reduce costs and card processing fees.” “Access to [landline telephone service] is fine but cost is too high for small businesses to afford. It is a 'have to have' for safety reasons so [businesses] have no choice but to pay for the service.” “Instead of wireless internet why not run fibre to the village and run fibre or copper to the homes? This would make telecommunications and internet be more viable, efficient, and offer a higher level of service to customers.” Figure 67: Key words and responses in respondents' suggestions for improvements to government services “The airport needs better equipment for bad weather landings. A shuttle service to Kelowna if flights are cancelled would help. Business travel is compromised.” “Having a regional, public (or private) shuttle to airports available in the area would be great. Better public transportation opportunities or options would be great.” BUSINESS CLIMATE Quality of Business Climate Respondents rated the quality of a list of business climate factors as either poor, fair, good, excellent or not applicable to their business. The factors that received the highest number of fair or poor ratings included workforce stability (66%) and housing(65%). The factors that received the highest number of good or excellent ratings included k-12 education (63%) and cultural/recreational amenities (52%). Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 36 Figure 68: Rating of business climate factors 8% Overall Business Climate 53% 39% 24% Technical Training 44% 32% 24% 29% Colleges / Universities 14% K-12 Education 47% 23% 63% 13% Housing 65% 23% 6% Cultural / Recreational Amenities 42% 52% Not applicable 18% Economic Development Workers Compensation Rates Excellent or Good 37% 37% 27% 24% Provincial Tax Structure 61% 15% 24% Local Tax Structure 28% 19% Local Government 34% 48% 47% 11% Workforce Stability 66% 23% 10% Workforce Availability 62% 28% 10% Workforce Quality 0% 20% Fair or Poor 62% 20% 46% 44% 40% 60% 80% Figure 68 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 37 Thirty-four percent of respondents felt that the business climate is worse today than it was 5 years ago. Thirty percent thought that it is better. Figure 69: Business climate today vs. 5 years ago No Opinion 14% Worse Today 34% No Change 22% Better Today 30% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 69 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Fifty-three percent of respondents expect that the business climate will be better 5 years from today. Six percent expect that it will be worse. Figure 70: Business climate 5 years from today No Opinion 18% Will be Worse 6% No Change 23% Will be Better 53% 0% 10% 20% 30% 40% 50% 60% Figure 70 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Strengths and Weaknesses of Business Climate When asked to list the community’s strengths as a place to do business, the highest number of respondents (38%) cited the area’s people—their loyalty as customers and stable population. 24% mentioned the beautiful natural environment and remote location and 22% discussed the healthy, safe and supportive community. When asked to list the community’s weaknesses as a place to do business, the highest number of respondents (27%) cited the isolated location and small population and market. Resistance to change and the mindsets of residents were also often mentioned (16%). Economic factors, such as low incomes/ lack of money in the area, lack of growth in the economy, and lack of reliable infrastructure were also commonly cited weaknesses (9% respectively). Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 38 Figure 71: Community's strengths as a place to do business No response 22% Other 13% Affordable place to live 4% cooperation among businesses/ good business… Local government support for small business 7% 5% Access to basic services/ government programs 4% People: loyal customers, stable population 38% Healthy, safe and supportive community 22% Lifestyle 11% Access to quality supplies 5% Beautiful natural environment/ remote location 24% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Figure 72: Community's weaknesses as a place to do business No response 24% Other 9% Seasonal resident population/ tourism economy 7% Resistance to change/ mindsets of people 16% Lack of affordable housing 2% Lack of exploitable resources 4% Difficulties with development process 5% Shipping/ transportation costs and logistics 7% Lack of infrastructure and reliable utilities… 9% Lack of jobs 5% Limited workforce 4% Small and isolated population / market 27% Economy/ lack of growth 9% Low incomes/ lack of money 9% 0% 5% 10% 15% 20% 25% 30% Figures 71 and 72 percentages are out of 55 respondent businesses that completed the BRE Long Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 39 Ninety-five percent of respondents indicated there are barriers to growth in the community. The most commonly-cited barriers to growth of the regional economy were a lack of infrastructure, including telecommunications and sewer and the small population (17%). Thirteen percent of respondents also discussed the attitude of resistance to growth or change as a barrier to growing the community’s economy, the high cost of housing and real estate and the isolated location. These sentiments are illustrated in the following excerpts respondents’ survey data: “[Barriers include] loss of population, limited health care facilities, [and] lack of available land for development or housing.” “People who resist growth [are a barrier]. There is no agreement on economic growth.” “Distance [to major cities] and remoteness is a factor in the growth of economy.” “[There is a] lack of jobs in the village: a few residents are employed out of town so they do their shopping out of town as well.” Figure 73: Barriers to growth in the community Other 17% Lack of economic activity/ industry in… Lack of regional promotion 4% 3% Lack of cooperation among… 5% Small workforce 8% Lack of disposable income/ low wages 7% Resistance to growth/ change 13% Absentee landowners/ seasonal… 8% Cost and availability of transportation… 8% High cost of housing/ real estate 13% Isolated location 13% Lack of infrastructure… 17% Lack of services (health, education/… 5% Lack of jobs/full time employment 9% Lack of government support 7% Small population 17% 0% 5% 10% 15% 20% Figure 73 percentages are out of 75 respondent businesses that identified barriers to growth Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 40 Forty-seven percent of BRE Long Survey Participants indicated that there are key customers to attract to the region and 40% of respondents indicated that there are key suppliers that can be attracted. Customers cited by multiple businesses include tourists, specifically for the adventure and eco-tourism industry, families with children, new residents and seniors. Suppliers cited by multiple businesses included farmers, local meat and produce, hardware store, green technology suppliers, software development companies, and web-based or technology based businesses. Business Competitiveness and Productivity From a list of business competitiveness factors, those that received the highest number of somewhat important or very important ratings include improvement of customer services (88%), new market development locally (87%), workforce skill development (86%), and availability of telecommunications infrastructure and services (82%). The factors that received the highest number of not important at all or not very important ratings include expansion of workforce employees (42%) and reliable air transportation (39%). Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 41 Figure 74: Importance of business competitiveness factors Improvement business management 5% Accessing capital 1% Affordable shipping/freight 82% 17% 1% Improvement of customer services 62% 26% 12% Availability of telecommunications infrastructure and services 71% 24% 5% Exchange rate for Canadian dollar 80% 14% 88% 11% 70% 18% 12% Reliable air transportation 22% 38% 39% 36% 37% 28% Water/sewer costs Water/sewer availability 30% 24% Energy costs 80% 18% 1% 86% Workforce skill development 11% 4% Workplace health and safety 14% 9% Expansion of workforce employees 76% Strategic alliances (joining with other businesses to provide products/services) 8% Add or change in business, products or services 7% 75% 17% 79% 14% 22% 30% Access to exporting and international markets New market development outside of region 12% New Market development locally 47% 62% 26% 87% 9% 4% New product research and development 67% 14% 18% 0% 20% Not important at all or not very important 68% 24% 8% Somewhat important, very important Not applicable 50% 42% 8% Improving worker productivity 46% 40% 60% 80% 100% Figure 74 percentages are out of 76 respondent businesses that completed the region specific questions Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 42 When asked to rate their business’ performance on a list of productivity drivers, the drivers that received the highest number of excellent or good ratings included leadership and management capacity (79%) and productive workplace culture (79%). The factors that received the highest number of fair or poor ratings included networking and collaboration (39%) and measuring impacts of productivity efforts/investments (38%). Figure 75: Performance on key productivity drivers Measuring impact of productivity efforts/ investments 45% 38% 17% 47% 39% Networking and collaboration with other businesses 13% 71% Organizing work (structures & processes) 18% 11% Good/ Excellent 57% Investing in people and skills Poor/ Fair 22% 21% Not Applicable 61% Innovation & the use of technology 29% 11% 79% Productive workplace culture 9% 12% 79% Leadership and management capacity 8% 13% 0% 20% 40% 60% 80% 100% Figure 75 percentages are out of 76 respondent businesses that completed the region specific questions Economic Drivers Respondents believe the economic drivers with the highest growth potential over the next 5 to 10 years include tourism (61%) relocation of people from urban centres (39%), and arts, culture and creative businesses (37%). Notably, no respondents chose finance and government as economic drivers with growth potential. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 43 Figure 76: Economic drivers with greatest growth potential No response 3% Other 17% Agriculture 26% Other niche service business (eg. Services to… 17% Construction Finance 9% 0% Green or environmental business Government 20% 0% Relocation of people from urban centres 39% Technology- based businesses 22% Education 3% Manufacturing 3% Health & wellness 24% Arts, culture and creative businesses 37% Forestry 18% Tourism 61% 0% 20% 40% 60% 80% Figure 76 percentages are out of 76 respondent businesses that completed the region specific questions ASSESSMENT AND PLANS Overall Health The highest number of respondents reported that their company is in overall good health (38%), 13% reported that their company’s health is excellent and 18% reported that it is fair. Only 6% of respondents indicated that their company is in poor health. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 44 Figure 77: Company's overall health Not applicable 25% Excellent 13% Good 38% Fair 18% Poor 6% 0% 5% 10% 15% 20% 25% 30% 35% 40% Figure 77 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Most respondent businesses with a parent company indicated that the health of that parent company is either excellent (4% of respondents) or good (4% of respondents). Figure 78: Overall health of parent company Excellent Good 4% 0% Fair Poor 4% 0% Not applicable 93% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Figure 78 percentages are out of 55 respondent businesses that completed the BRE Long Survey Attitude toward Community Forty percent of respondents indicated that their local management’s attitude toward the community is excellent and 36% indicated that it is good. Figure 79: Local management's attitude toward community Excellent 40% Good 36% Fair 11% Poor 2% Not applicable 11% 0% 5% 10% 15% 20% 25% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 30% 35% 40% 45% 45 Four percent of respondents indicated their parent company’s attitude toward the local community is excellent or good, 2% indicated it was poor. Figure 80: Parent company's attitude toward local community Excellent 4% Good 4% Fair 0% Poor 2% Not applicable 91% 0% 20% 40% 60% 80% 100% Figures 79 and 80 percentages are out of 55 respondent businesses that completed the BRE Long Survey Risk of Closing or Downsizing Data indicate that the risk of Slocan Valley businesses closing or downsizing is low. Only 6% of respondents reported that they are at a high risk of closing in the next 1-3 years. Figure 81: Risk of facility closing No response 8% High 6% Moderate 11% Low 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% Five percent of respondents indicated that they are at a high risk of downsizing. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 46 Figure 82: Risk of facility downsizing No response 10% High 5% Moderate 16% Low 68% 0% 10% 20% 30% 40% 50% 60% 70% 80% Figures 81 and 82 percentages are out of 79 respondent businesses that completed the BRE Long or Short Survey Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 47 RECOMMENDATIONS NEXT STEPS The results of this survey can be used by economic development organizations in the Slocan Valley to inform short- and long-term business retention and expansion action planning. Many BRE programs ensure that follow-up actions occur as soon as possible following completion of the survey stage. This approach builds credibility, a sense of success and momentum to carry out longterm actions. Successful BRE programs pick an initial set of short-term actions that:  can be completed in 6 months or less;  are highly visible to businesses and the community as a whole; and  have the potential for considerable impact with minimal input (i.e., the “low hanging fruit”). Many BRE actions also lead to long-term programs (e.g., a ‘Buy Local’ program), or ongoing plans and policies. Patience and a commitment over the long-term are critical in determining the success of these initiatives. For this reason, BRE should be thought of, and implemented as, a process as opposed to a one-time project. BRE results can form the backbone of a community’s economic development strategy and, in some cases they are integrated into Official Community Plans (OCPs). Some communities form committees or action groups around the themes or action areas identified in the BRE report to ensure success in implementation. The following steps could further support links to planning and action: 1. Prepare a follow-up report compiling current research findings alongside other relevant regional economic development research to identify common themes and further develop recommended actions. 2. Host a business stakeholder forum to present findings and prioritize actions. Host a facilitated action planning session with economic development stakeholders and industry representatives. 3. Host a facilitated action planning session with economic development stakeholders and industry representatives. 4. Based on results from the forums and planning session, finalize priority actions, develop related action plans, update existing economic development plans and develop relationships with a broader network of support providers (at regional, provincial and national scales) to support implementation. 5. Establish a monitoring program to assess the impact of implementation efforts. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 48 POTENTIAL ACTION AREAS Business Expansion Businesses in the region are planning significant investment (over $6.6 million) in expansion over the next three years. Data indicate that about equal numbers of businesses are focusing their expansion budgets on either technology or real estate. Nine businesses (11%) stated that they will be seeking a new site to accommodate their planned expansion and all nine indicated that a lack of suitable premises is actually preventing them from expanding. Results therefore suggest that Slocan Valley businesses could benefit from expansion assistance and, in particular, specific support targeted at real estate and land use. Actions on this theme could involve assisting businesses in locating potential expansion sites. Training A lack of skilled staff was commonly cited as a barrier to expansion of businesses and the vast majority of respondents said that workforce skill development is important to the competitiveness of their business. Data therefore indicate that there are opportunities to support businesses through workforce training and professional development. Key training areas most often listed by businesses include business/ management and accounting, marketing/ sales, and first aid/ safety. Uptake on training opportunities can be low in the region due to the limited time and financial resources available to small businesses. Therefore, actions on this theme may be best received if they are adaptive, flexible and, in some cases, subsidized. Respondents indicated they prefer classroom or seminar based training (47%) or individual coaching (40%). Future initiatives could include supporting networks to help businesses identify shared training needs, and working with educational institutions to ensure local skill requirements are considered in programming. Workforce Recruitment and Retention Respondents report they are experiencing challenges with both recruiting and retaining employees. Businesses perceive that the seasonal nature of many jobs and the lack of full time positions contribute to challenges with employee retention. Among local businesses, the most challenging positions for recruitment include machine operators, general labourers and administrative/clerical personnel. Since half of respondents acknowledged that expansion of the workforce is important to their company’s competitiveness, providing recruitment support to businesses may help improve the area’s economic climate. Currently, respondents primarily recruit locally through word of mouth, help wanted signs and local newspaper advertising. Actions on this theme could therefore involve assisting businesses with recruiting further afield and through non-traditional channels, either individually or as a business community. There is also the potential for seasonal businesses operating at different times of the year to work together to provide more stable employment for their employees throughout the year. Succession and Business Planning Business and succession planning are critical to the health and longevity of businesses, yet only five percent of respondents indicated that they have a formal succession plan and over a third do Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 49 not have an up-to-date business plan. Furthermore, business and management training were among the most often cited areas of training needs. Data therefore suggest that there are opportunities to support the business community by providing succession and business planning assistance. Open, instructive training sessions have the potential to provide a base level of support to a large number of businesses; however, given the importance of individual circumstances in business and succession planning, a more targeted, one-on-one assistance program could result in greater overall benefit by providing a higher level of support to ‘at-risk’ businesses. Any future planning support initiatives should be aggressively advertised to ensure uptake among local businesses. Infrastructure and Transportation Lack of infrastructure such as telecommunications sewer, and waste disposal services was repeatedly cited as a barrier to new business development and regional growth. Eighty two percent of respondents agreed that availability of telecommunications infrastructure and services was important to their business’ competiveness and fifty-six percent rated the government’s provision of telecommunications services as poor, fair or average . Lack of infrastructure including telecommunications and sewers was the most commonly cited barrier to growth (mentioned by 17% of respondents). Transportation and shipping infrastructure were also often mentioned as important areas for improvement. Thirty -three percent of respondents listed transportation among the most critical issues for their employees, Transportation and shipping costs and logistics were cited by 7% of respondents as one of the communities main weaknesses and was cited by 8% of respondents as a barrier to growth In the community. Actions on this theme could include support for more research in partnership with local governments, communities, service organizations and neighbouring communities into the development of telecommunications and transportation infrastructure and services in the Slocan Valley. Attitudes toward Growth A perceived resistance to change or growth among residents was among the most commonly cited barriers to new business development or growth. The Slocan Valley economic development community may consider hosting a forum focused on planning for growth and infrastructure development to engage community members in the process of visioning for future growth and development. Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 50 APPENDIX A: DATA TABLES COMPANY INFORMATION Figure 1: Industry Classification Agriculture, Forestry, Fishing and Hunting Mining Construction Manufacturing Retail Trade Transportation and Warehousing Information Finance and Insurance Real Estate Rental and Leasing Professional, Scientific and Technical Services Education Services Health Care and Social Assistance Arts, Entertainment and Recreation Accommodation and Food Services Other Services (Except Public Administration) Total: 4 1 3 13 14 1 1 1 2 4 1 3 4 7 1 60 7% 2% 5% 22% 23% 2% 2% 2% 3% 7% 2% 5% 7% 12% 2% 100% Figure 2: Facility Functions Distribution Engineering / R&D Headquarters Manufacturing Services Warehousing No Response 11 7 8 12 21 6 28 Total BRE Long Survey Respondents 55 Figure 3: Location of Competitors Local / Regional Elsewhere BC National International Online None No Response Total BRE Long Survey Respondents 28 5 7 6 0 5 4 55 20% 13% 15% 22% 38% 11% 51% 51% 9% 13% 11% 0% 9% 7% 100% Figure 4: Business Success Factors Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 51 None/ No answer Lifestyle / family friendly Location / proximity to markets Affordability / pricing Workforce Technology / R&D Product Quality & Selection / Innovative products Diversity/ Flexibility / Customization Customer service / Reputation / Referrals Experience / Length of time in business Lack of competition / High market demand / Customer base Infrastructure / Facilities / Equipment Proximity to / Quality of Supply Other Total BRE Long Survey Respondents 15 4 14 4 5 2 17 1 10 4 27% 7% 25% 7% 9% 4% 31% 2% 18% 7% 10 18% 5 9% 2 4% 11 20% 55 100% Figure 5: Another Canadian Location Yes No No Answer Total BRE Long Survey Respondents 6 16 33 55 11% 29% 60% 100% Figure 5: Another International Location Yes No No Answer Total BRE Long Survey Respondents 1 29 24 55 2% 53% 44% 100% Figure 6: Life Cycle Stage None/ No Response Emerging Growing Maturing (Status Quo) Declining Total BRE Long and Short Survey Respondents Figure 7: Length of Time in Business No Response less than 1 year 1-4 years 5-9 years 10-19 years more than 20 years Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 2 11 36 24 6 79 3% 14% 46% 30% 8% 100% 10 3 7 21 13 25 13% 4% 9% 27% 16% 32% 52 Total BRE Long and Short Survey Respondents 79 100% Figure 8: Type of Business No Response Sole Proprietorship Partnership Corporation Limited Liability Partnership Non-Profit Other Total BRE Long and Short Survey Respondents 1 27 13 29 1 3 5 79 1% 34% 16% 37% 1% 4% 6% 100% Figure 9: Location of Headquarters No Response In Region In Province Elsewhere in Canada Elsewhere in world Total BRE Long Survey Respondents 40 0 12 3 0 55 73% 0% 22% 5% 0% 100% Figure 10: Ownership & Management Changes Ownership change in last 5 years No ownership change in last 5 years No response Management change in last 5 years No management change in last 5 years No response Total BRE Long Survey Respondents Pending ownership change Pending ownership change Not pending ownership change No response Total BRE Long and Short Survey Respondents 7 47 1 9 40 6 55 17 22% 75% 4% 59 3 79 100% Impact of Management Change Negative Positive Neutral Total Respondents who Experienced a Management Change Impact of Ownership Change Negative Positive Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 13% 85% 2% 16% 73% 11% 100% 0 0% 7 78% 2 22% 9 100% 0 5 0% 71% 53 Neutral Total Respondents who Experienced an Ownership Change 2 7 Figure 11: Ownership Change Timeline 1 year or less 2 years 3 years or more Total Respondents with a Pending Ownership Change 2 3 12 17 Figure 12: Anticipated Exit Strategy Family sale / transfer Non-family sale / transfer Another company sale / transfer Close business Other Total Respondents with a Pending Ownership Change 1 10 3 1 2 17 Successor Identified Yes No No response Total BRE Long and Short Survey Respondents 3 42 34 79 Figure 13: Formal Succession Plan Yes No N/A Total BRE Long and Short Survey Respondents 12% 18% 71% 100% 6% 59% 18% 6% 12% 100% 4% 53% 43% 100% 4 36 39 79 Figure 14: Current Business Plan Yes No No response Total BRE Long Survey Respondents 29% 100% 5% 46% 49% 100% 32 58% 16 29% 31 56% 55 100% LOCAL WORKFORCE Figure 15: Total Number of Employees 0 or no answer Less than 5 5-9 10-19 20-49 50-99 17 29 22 8 3 0 Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 22% 37% 28% 10% 4% 0% 54 Over 100 Total BRE Long and Short Survey Respondents Figure 16: Nature of Employment Temporary 91 Part Time 137 Full Time 181 Total employees 409 0 0% 79 100% 22% 33% 44% 100% Figure 17. Employment Trend Over Last 10 Years Decreasing Staying the Same Increasing No Response Total BRE Long and Short Survey Respondents Figure 18: Projected Employees in Three Years No response 0 Less than 5 5-9 10-19 20-49 50-99 100 and over Total BRE Long and Short Survey Respondents 13 23 19 24 79 16% 29% 24% 30% 100% 22 6 19 18 9 4 1 0 79 Figure 19: Change in full time staff over last 3 years No response Increased Stayed the same Decreased Total BRE Long Survey Respondents 28% 8% 24% 23% 11% 5% 1% 0% 100% 12 12 26 5 55 22% 22% 47% 9% 100% Figure 20: Full-Time Employment Trend Over Next 3 Years No response 17 Will Decrease 3 Stay the Same 24 Will Increase 11 Total BRE Long Survey Respondents 55 31% 5% 44% 20% 100% Figure 21: Age of Essential Employees No response Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 13 16% 55 Less than 25 years 26 to 34 years 35 to 49 years 50 years or older Total BRE Long and Short Survey Respondents 7 9 28 22 79 9% 11% 35% 28% 100% Figure 22: Wage in Relation to Other Businesses in Region No response 23 Less than 2 Same 19 Greater than 11 Total BRE Long Survey Respondents 55 42% 4% 35% 20% 100% Average hourly wage: Skilled / Professional No response Under $20 $20 - $29 $30 - $49 $50 or more Total BRE Long Survey Respondents 32 9 10 4 0 55 58% 16% 18% 7% 0% 100% Average hourly wage: Semi-skilled No response 39 71% Under $20 12 22% $20 - $29 $30 - $49 $50 or more 3 1 0 Total BRE Long Survey Respondents 55 5% 2% 0% 100 % Average hourly wage: Entry- level No response $10 - $12 $13 - $15 $15-$20 Total BRE Long Survey Respondents 37 15 2 1 55 Figure 23: Trend in Unfilled Positions No response Decreasing Staying the Same Increasing Total BRE Long Survey Respondents 24 44% 1 2% 26 47% 4 7% 55 100% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 67% 27% 4% 2% 100% 56 Training Budget No response Yes No Total BRE Long Survey Respondents 11 20 24 55 Figure 24: Location of Workforce Recruitment No response Local Provincial National International Total BRE Long Survey Respondents 8 15% 45 82% 0 0% 1 2% 1 2% 55 100% 20% 36% 44% 100% Figure 25: Retention Challenges No response Yes No Total BRE Long and Short Survey Respondents 15 19% 28 35% 36 46% 79 100% Figure 25: Recruitment Challenges No response Yes No Total BRE Long and Short Survey Respondents 17 22% 27 34% 35 44% 79 100% Figure 26: Employee Retention Efforts Monetary incentives, wages and bonuses Benefits and perks Culture of respect and recognition Flex hrs Training Staff appreciation events Good work environment and relationships Other None Challenges mentioned No response Total BRE Long Survey Respondents 6 11% 7 13% 5 9% 6 11% 6 11% 2 4% 8 15% 2 4% 2 4% 9 16% 23 42% 55 100% Recruitment Activities Job Fairs/ Recruitment specialists/ Through connections to industry Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 1 4 2% 7% 57 Through schools/ Universities/ Colleges/ trades Newspaper Advertising through youth hiring programs Websites/ social media, Word of mouth Other None No Response Total BRE Long Survey Respondents 2 4% 14 25% 3 5% 9 16% 16 29% 3 5% 13 24% 10 18% 55 100% Figure 27: Current Recruitment Areas Administration / clerical Advanced manufacturing workers Agriculture / farming Assembler / line workers CDL drivers Construction / contractors Electrical / electronics Food / beverage service General labourer Graphic arts / printing Healthcare professionals Hospitality service Machine operators Machinists Maintenance Manufacturing other Marketing Material / fabricators Mechanics Plant managers / operators Professionals / information techs / programming Professional other Professional / technical Sales / retail Sales / service Engineers Hairdressers / Stylists Other Total Respondents Experiencing Recruitment Challenges 4 15% 0 0% 1 4% 1 4% 0 0% 0 0% 0 0% 2 7% 5 19% 0 0% 2 7% 0 0% 5 19% 1 4% 0 0% 2 7% 0 0% 2 7% 1 4% 1 4% 1 4% 1 4% 1 4% 2 7% 2 7% 0 0% 0 0% 11 41% 27 100% Responses to Other and Professional / Other for Current Recruitment Areas Staff with service and communication skills Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 58 Teachers Managers Drafting skills Drivers Food Processing skills Figure 28: Future Recruitment Areas Admin/clerical Advanced mfg workers Agriculture / farming Assembly/line workers CDL drivers Construction/contractors Electrical/electronics Food/beverage service General labourer Graphic arts/printing Healthcare professionals Hospitality service Machine operators Maintenance Manufacturing other Marketing Material/fabricators Mechanics Plant managers/operators Prof/info tech/programming Professional other Professional technical Sales/retail Sales/service Engineers Hairdressers / stylists Other No response Total respondents anticipating future recruitment difficulties 1 0 1 0 0 0 0 2 2 0 2 0 3 1 1 1 0 1 0 1 1 1 7 3 0 0 8 2 31 3% 0% 3% 0% 0% 0% 0% 6% 6% 0% 6% 0% 10% 3% 3% 3% 0% 3% 0% 3% 3% 3% 23% 10% 0% 0% 26% 6% 100% Responses to Other and Professional Other for Future Recruitment Areas Trades people Early childhood educators Food processers Computer technicians Figure 29: Skill Level of Majority of Workforce (50%-100% of workforce) Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 59 Skilled / Professional Semi-Skilled Entry-Level 20 7 7 36% 13% 13% Total BRE Long Survey Respondents 55 100% Skilled / Professional Employees as % of Workforce No Answer less than 25% 25 to 49% 50 to 74% 75 to 100% Total BRE Long Survey Respondents 25 45% 2 4% 8 15% 5 9% 15 27% 55 100% Semi-Skilled Employees as % of Workforce No Answer less than 25% 25 to 49% 50 to 74% 75 to 100% Total BRE Long Survey Respondents 36 65% 6 11% 6 11% 4 7% 3 5% 55 100% Entry-Level Employees as % of Workforce No Answer less than 25% 25 to 49% 50 to 74% 75 to 100% Total BRE Long Survey Respondents 37 67% 5 9% 6 11% 2 4% 5 9% 55 100% Training Budget No response Yes No Total BRE Long Survey Respondents 11 20 24 55 20% 36% 44% 100% Are there areas of training or professional development that would be of benefit to you or your employees? Yes 59 75% No 14 18% No response 6 8% Total BRE Long and Short Survey Respondents 79 100% Figure 30: Professional Development Needs Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 60 Administrative / Computer Skills Technology Skills Trades Equipment Operators Retail / Hospitality / Customer Service WHMIS / Food Safe First Aid/ Safety Business / Management & Accounting Operations / Processes Marketing / Sales Other No response 3 3 4 5 5 6 9 15 1 9 23 1 Total respondents reporting areas of training that would be beneficial Figure 31: Preferred Modes of Training Classroom / Seminars Individual Coaching Online / Webinar Training Apprenticeship Trade Shows Other No response Total BRE Long Survey Respondents 26 47% 22 40% 18 33% 0 0% 1 2% 10 18% 9 16% 55 100% Figure 32: Usual Training Locations Local Regional Provincial National United States No response Total Respondents Figure 33: Critical Issues for Employees Housing Cost of living Transportation Childcare Other No response Total respondents 5% 5% 7% 8% 8% 10% 15% 25% 2% 15% 39% 2% 59 100% 19 21 15 4 3 12 55 22 40 25 14 25 11 76 Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 35% 38% 27% 7% 5% 22% 100% 29% 53% 33% 18% 33% 14% 100% 61 Responses to “Other” for Critical Issues for Employees Job Security 6 Wages 6 Availability of full time hours/ work 7 Community involvement 2 Availability of reliable telecommunications 2 Good work environment 2 Training 1 Lifestyle 1 Total respondents "other" 25 24% 24% 28% 8% 8% 8% 4% 4% Location of Employees No response 0-24% 25-49% 50-74% 75-100% Total responses: In Community 13 17% 0 0% 2 3% 2 3% 59 78% 76 100% Elsewhere in Region 67 5 1 1 2 76 88% 7% 1% 1% 3% 100% Outside of Region 71 93% 2 3% 2 3% 1 1% 0 0% 76 100% SALES Figure 34: Annual Sales Under $100,000 $100,000 to $499,999 $500,000 to $999,999 $1million to $4.99 million over $5 million Confidential/ no response Total 5 6% 6 8% 2 3% 7 9% 2 3% 57 72% 79 100% Figure 35: Status of Market Decreasing 8 10% Stable 25 32% Increasing 43 54% No response 3 4% Total 79 100% Figure 36: Market Share in Comparison to Competitors Decreasing 3 5% Stable 9 16% Increasing 24 44% No response 19 35% Total BRE Long Survey Respondents 55 100% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 62 Figure 37: Projected Sales Growth in Upcoming Year Declining 3 0% 10 1-9% 16 10-24% 27 25-49% 9 50-99% 5 100% or more 4 No response 5 Total 79 Figure 38: Historical Sales Trend (at this Location) Decreasing Stable Increasing Not applicable/ no response Total BRE Long Survey Respondents 4% 13% 20% 34% 11% 6% 5% 6% 100% 7 9 33 25 55 13% 16% 60% 45% 100% Figure 39: Historical Sales Trend (at the Parent Company) Decreasing 4 Stable 1 Increasing 2 Not Applicable/ no response 48 Total BRE Long Survey Respondents 55 7% 2% 4% 87% 100% Figure 40: Historical Sales Trend (within the Industry) Decreasing Stable Increasing Not Applicable/ no response Total BRE Long Survey Respondents 38 5 12 14 55 69% 9% 22% 25% 100% Figure 41: Historical Export Sales Trend Declining Staying the Same Increasing Not Applicable/ no response Total BRE Long Survey Respondents 3 1 3 48 55 5% 2% 5% 87% 100% Figure 42: Sales Generated by Top 3 Customers 1-9% 10-25% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 28 14 35% 18% 63 26-50% 51-75% 76-100% No response Total BRE Long and Short Survey Respondents 11 9 6 11 79 Figure 43: Geographic Source of Majority of Sales Local Provincial National United States International Total BRE Long and Short Survey Respondents 58 4 5 1 2 79 Source of Sales (Local/Regional) 0% or no answer under 50% 50-99% 100% Total 13% 14% 33% 41% 100% 10 11 26 32 79 14% 11% 8% 14% 100% 73% 5% 6% 1% 3% 100% Source of Sales (Provincial) 0% or no answer 48 61% under 50% 27 34% 50-99% 4 5% 100% 0 0% Total 79 100% Source of Sales (National) 0% or no answer 49 62% under 50% 25 32% 50-99% 3 4% 100% 2 3% Total 79 100% Source of Sales (United States) 0% or no answer 59 75% under 50% 19 24% 50-99% 1 1% 100% 0 0% Total 79 100% Source of Sales (International) Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 64 0% or no answer under 50% 50-99% 100% Total 61 77% 16 20% 2 3% 0 0% 79 100% Figure 44: International Trade Status Import Export None/ not applicable No response Total BRE Long Survey Respondents 3 5 10 40 55 5% 9% 18% 73% 100% Figure 45: Participation in Government Procurement Yes 14 25% No 31 56% No response 10 18% Total BRE Long Survey Respondents 55 100% Figure 46: Source of Majority of Supplies Local/ Regional Provincial National United States International Total BRE Long and Short Survey Respondents: 29 28 12 2 2 79 Source of Supplies (Local/Regional) 0% or no answer under 50% 50-99% 100% Total 27% 37% 24% 13% 100% 21 29 19 10 79 37% 35% 15% 3% 3% 100% Source of Supplies (Provincial) 0% or no answer 31 39% under 50% 20 25% 50-99% 26 33% 100% 2 3% Total 79 100% Source of Supplies (National) 0% or no answer 44 56% under 50% 23 29% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 65 50-99% 100% Total 9 11% 3 4% 79 100% Source of Supplies (United States) 0% or no answer under 50% 50-99% 100% Total 63 14 1 1 79 80% 18% 1% 1% 100% Source of Sales (International) 0% or no answer 67 85% under 50% 8 10% 50-99% 4 5% 100% 0 0% Total 79 100% Figure 47: Reason for Out of Area Purchasing Product not available here Higher costs locally Long term contract with supplier/ loyalty to supplier Unaware of local vendors No control/ head office decision Quality of available product Other No response Total Respondents 39 19 51% 25% 6 8% 2 3% 1 1% 11 14% 4 5% 27 36% 76 100% FACILITIES AND EQUIPMENT Figure 48: Facility Size less than 1000 sq ft 1000-4999 sq ft 5000-9999 sq ft 10,000-19,999 sq ft 20,000 sq ft or more No response Total BRE Long Survey Respondents 14 25% 11 20% 5 9% 5 9% 6 11% 14 25% 55 100% Figure 49: Condition of Facility Excellent 23 29% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 66 Good Fair Poor No response Total Respondents 37 11 4 4 79 47% 14% 5% 5% 100% Figure 50: Condition of Equipment Excellent 19 24% Good 45 57% Fair 12 15% Poor 0 0% No response 3 4% Total Respondents 79 100% Figure 51: Number of Shifts One shift Two shifts 24 hours Other No response Total BRE Long Survey Respondents Figure 52: Ownership Status Leased Owned Total BRE Long Survey Respondents 32 58% 7 13% 4 7% 8 15% 4 7% 55 100% 43 12 55 78% 22% 100% Figure 53: Length of Time Remaining on Lease Less than 1 yr 1-2 yrs 3-5 yrs More than 5 yrs No response Total Respondents Leasing Facility Planning to renew current lease Yes No No response Total BRE Long Survey Respondents 3 25% 1 8% 2 17% 2 17% 4 33% 12 100% 15 27% 1 2% 39 71% 55 100% Figure 54: Investment in Facility (Past 18 months) Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 67 Increasing Staying the same Decreasing No response Total BRE Long Survey Respondents 14 25% 20 36% 0 0% 21 38% 55 100% Figure 55: Investment in Equipment (Past 18 months) Increasing 11 20% Staying the same 19 35% Decreasing 0 0% No response 25 45% Total BRE Long Survey Respondents 55 100% Figure 56: Expansion Plans Yes No No response Total Respondents 36 29 14 79 46% 37% 18% 100% Figure 57: Adequacy of Current Site for Expansion Yes 26 33% No 9 11% Maybe 10 13% No response 34 43% Total Respondents 79 100% Figure 58: Estimated Total Investment in Expansion Less than $25,000 1 2% $25,000-$99,999 1 2% $100,000-$499,999 4 7% $500,000-$999,999 0 0% $1-$4.9 million 3 5% $5-$9.9 million 0 0% $10-19.9 million 0 0% $20 million and over 0 0% No response 46 84% Total BRE Long Survey Respondents 55 100% Figure 59: Expansion Budget for Equipment & Technology 0% 0 0% under 50% 5 9% 50 to 99% 2 4% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 68 100% No response Total BRE Long Survey Respondents 2 4% 46 84% 55 100% Figure 60: Expansion Budget for Real Estate 0% under 50% 50 to 99% 100% No response Total BRE Long Survey Respondents 3 5% 2 4% 4 7% 0 0% 46 84% 55 100% Figure 61: Size of Facility Expansion 20,000 sq ft or more 10,000-19,999 sq ft 5,000-9,999 sq ft 1,000 to 4,999 sq ft Less than 1,000 sq ft No response Total BRE Long Survey Respondents 1 1 1 5 3 44 55 Figure 62: Barriers to Expansion Identifying / Accessing New Markets Broadband access Lack of Suitable Premises Problems with Development Approvals Transport / Freight Energy Costs Energy reliability Financing Lack of Skilled Staff Local Regulations (Zoning) Roads Warehousing Transport/ Freight Real Estate Costs No response Unique respondents: Total BRE Short and Long Survey Respondents Sought Expansion Assistance No 25 2% 2% 2% 9% 5% 80% 100% 14 1 9 7 2 3 0 15 6 6 2 1 2 0 41 38 18% 1% 11% 9% 3% 4% 0% 19% 8% 8% 3% 1% 3% 0% 52% 48% 79 100% 45% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 69 Yes No response Total BRE Long Survey Respondents 12 18 55 22% 33% 100% Figure 63: Expansion Assistance from Support Organization Provincial Government 2 Community Futures 1 CBT / Business Basin Advisors 1 Banks - other 1 Selkirk College / School District 1 Other 4 No response 70 Unique respondents 9 3% 25% 1% 11% 1% 5% 89% 11% 79 100% Total Respondents Figure 64: Energy Efficiency Considerations in Expansion Plans No 5 9% Yes 18 33% No response 32 58% Total BRE Long Survey Respondents 55 100% Figure 65: Awareness of BC Hydro Power Smart Yes 29 53% No 8 15% No response 18 33% Total BRE Long Survey Respondents 55 100% GOVERNMENT SERVICES Figure 66: Rating of Government Services Not Applicable Access to airport facilities Access to highway/ roads Access to Markets Access to suppliers Availability of road transport services Availability of rail transport Poor Fair Average Good Excellent Total Respondents 14 18% 19 24% 26 33% 0 0% 14 18% 6 8% 79 7 7 7 9% 9% 9% 4 8 9 5% 13 16% 10% 28 35% 11% 29 37% 0 0 0 0% 0% 0% 31 39% 27 34% 26 33% 24 9 8 30% 11% 10% 79 79 79 16 20% 9 11% 18 23% 0 0% 26 33% 10 13% 79 54 68% 23 29% 0 0% 0 1 1% 79 1 1% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 0% 70 Availability of warehousing Disposal of waste material Recycling Inspections /licensing Development approval process Telecommunications (internet, cell) Availability of buildings for lease or purchase Availability of appropriately zoned land Water and sewerage supply 52 66% 17 22% 8% 0 0% 4 5% 0 0% 79 16 9 20% 11% 13 16% 18 23% 6 8% 14 18% 0 0 0% 0% 21 27% 33 42% 11 17 14% 22% 79 79 28 35% 8 10% 11 14% 0 0% 25 32% 7 9% 79 48 61% 7 9% 11% 1 1% 12 15% 2 3% 79 9 11% 20 25% 24 30% 0 0% 21 27% 5 6% 79 40 51% 11 14% 15 19% 0 0% 9 11% 4 5% 79 43 54% 10 13% 9 11% 0 0% 12 15% 5 6% 79 26 33% 9 2 3% 0 0% 27 34% 15 19% 79 11% 6 9 BUSINESS CLIMATE Figure 68: Business Climate Factors Business Climate Factors Workforce Quality Workforce Availability Workforce Stability Local Government Local Tax Structure Provincial Tax Structure Workers Compensation Rates Economic Development Cultural / Recreational Amenities Housing K-12 Education Colleges / Universities Technical Training Overall Business Climate Excellent Good Fair Not applicable/ no response Poor 7 6 4 10 6 1 9% 8% 5% 13% 8% 1% 28 16 14 17 16 11 35% 20% 18% 22% 20% 14% 25 29 31 25 28 31 32% 37% 39% 32% 35% 39% 11 20 21 12 10 17 14% 25% 27% 15% 13% 22% 8 8 9 15 19 19 10% 10% 11% 19% 24% 24% 5 3 6% 4% 16 13 20% 16% 20 28 25% 35% 9 21 11% 27% 29 14 37% 18% 16 3 12 7 4 3 20% 4% 15% 9% 5% 4% 25 15 38 30 21 28 32% 19% 48% 38% 27% 35% 23 23 11 12 17 32 29% 29% 14% 15% 22% 41% 10 28 7 11 18 10 13% 35% 9% 14% 23% 13% 5 10 11 19 19 6 6% 13% 14% 24% 24% 8% Total Respondents Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 79 71 Figure 69: Business Climate Today vs 5 Years Ago Better Today 24 No Change 17 Worse Today 27 No Opinion 11 Total Respondents 79 30% 22% 34% 14% 100% Figure 70: Business Climate 5 Years from Today Will be Better 42 No Change 18 Will be Worse 5 No Opinion 14 Total Respondents 79 53% 23% 6% 18% 100% Figure 71: Community's Strengths as a Place to do Business Beautiful natural environment/ remote location 13 Access to quality supplies 3 Lifestyle 6 Healthy, safe and supportive community 12 People: loyal customers, stable population 21 Access to basic services/ government programs 2 Local government support for small business 3 cooperation among businesses/ good business relationships 4 Affordable place to live 2 Other 7 No response 12 Unique respondents 43 Total BRE Long Survey Respondents 7% 4% 13% 22% 78% 55 100% Figure 72: Community's Weaknesses as a Place to do Business Low incomes/ lack of money Economy/ lack of growth Small and isolated population / market Limited workforce Lack of jobs Lack of infrastructure and reliable utilities (telecommunication/ electricity) Shipping/ transportation costs and logistics Difficulties with development process Lack of exploitable resources Lack of affordable housing Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 24% 5% 11% 22% 38% 4% 5% 5 5 15 2 3 9% 9% 27% 4% 5% 5 4 3 2 1 9% 7% 5% 4% 2% 72 Resistance to change/ mindsets of people Seasonal resident population/ tourism economy Other No response Unique respondents Total BRE Long Survey Respondents 9 16% 7% 4 9% 5 13 24% 42 76% 55 100% Barriers to Growth in Community Yes 75 95% No 1 1% No response 3 4% Total 79 100% Figure 73: Barriers to Growth in the Community Small population Lack of government support Lack of jobs/full time employment Lack of services (health, education/ childcare) Lack of infrastructure (telecommunications, sewer) Isolated location High cost of housing/ real estate Cost and availability of transportation (airport/ highways) Absentee landowners/ seasonal population/ tourists Resistance to growth/ change Lack of disposable income/ low wages Small workforce Lack of cooperation among businesses/ communities/ populations Lack of regional promotion Lack of economic activity/ industry in region Other Total respondents that identified barriers to growth 13 5 7 4 13 10 10 6 6 10 5 6 17% 7% 9% 5% 17% 13% 13% 8% 8% 13% 7% 8% 4 5% 2 3% 3 4% 13 17% 75 100% There are Key Customers to Attract to the Region Yes 26 47% No 11 20% No response 18 33% Total 55 100% There are Key Suppliers to Attract to the Region Yes 22 40% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 73 No No response Total 16 17 55 29% 31% 100% Figure 74: Importance of Business Competitiveness Factors New product research and development New Market development locally New market development outside of region Access to exporting and international markets Add or change in business, products or services Strategic alliances (joining with other businesses to provide products/services) Improving worker productivity Expansion of workforce employees Workplace health and safety Workforce skill development Energy costs Water/sewer availability Water/sewer costs Reliable air transportation Affordable shipping/freight Improvement of customer services Availability of telecommunications infrastructure and services Exchange rate for Canadian dollar Accessing capital Improvement business management Not applicable Not important at all or not very important Somewhat important, very important 14 18% 11 14% 51 67% 76 3 4% 7 9% 66 87% 76 9 12% 20 26% 47 62% 76 36 47% 23 30% 17 22% 76 5 7% 11 14% 60 79% 76 6 6 8% 8% 13 18 17% 24% 57 52 75% 68% 76 76 6 7 3 1 18 21 17 9 8% 9% 4% 1% 24% 28% 22% 12% 32 11 8 14 23 28 30 14 42% 14% 11% 18% 30% 37% 39% 18% 38 58 65 61 35 27 29 53 50% 76% 86% 80% 46% 36% 38% 70% 76 76 76 76 76 76 76 76 1 1% 8 11% 67 88% 76 1 1% 13 17% 62 82% 76 9 4 12% 5% 20 18 26% 24% 47 54 62% 71% 76 76 4 5% 11 14% 61 80% 76 total respondents Figure 75: Performance on Key Productivity Drivers Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 74 Not Poor/ Applicable Fair 10 13% 6 8% 9 12% 7 9% 8 11% 22 29% 16 21% 17 22% Good/ Total Excellent respondents 60 79% 76 60 79% 76 46 61% 76 43 57% 76 8 11% 14 18% 54 71% 76 10 13% 30 39% 36 47% 76 13 17% 29 38% 34 45% 76 Figure 76: Economic Drivers with Greatest Potential for Growth Tourism Forestry Arts, culture and creative businesses Health & wellness Manufacturing Education Technology- based businesses Relocation of people from urban centres Government Green or environmental business Finance Construction Other niche service business (eg. Services to seniors) Agriculture Other No response Unique respondents 46 14 28 18 2 2 17 30 0 15 0 7 13 20 13 2 74 61% 18% 37% 24% 3% 3% 22% 39% 0% 20% 0% 9% 17% 26% 17% 3% 97% Total respondents 76 100% Leadership and management capacity Productive workplace culture Innovation & the use of technology Investing in people and skills Organizing work (structures & processes) Networking and collaboration with other businesses Measuring impact of productivity efforts/ investments ASSESSMENT AND PLANS Figure 77: Company's Overall Health Poor 5 6% Fair 14 18% Good 30 38% Excellent 10 13% Not applicable 20 25% Total: 79 100% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 75 Figure 78: Parent Company Health Not applicable Poor Fair Good Excellent Total BRE Long Survey Respondents 51 93% 0 0% 2 4% 0 0% 2 4% 55 100% Figure 79: Local Management's Attitude Towards Community Not applicable 6 11% Poor 1 2% Fair 6 11% Good 20 36% Excellent 22 40% Total BRE Long Survey Respondents 55 100% Figure 80: Parent Company's Attitude Towards Community Not applicable 50 91% Poor 1 2% Fair 0 0% Good 2 4% Excellent 2 4% Total BRE Long Survey Respondents 55 100% Figure 81: Risk of Facility Closing Low Moderate High No response Total Respondents 59 9 5 6 79 75% 11% 6% 8% 100% Figure 82: Risk of Facility Downsizing Low Moderate High No response Total Respondents 54 13 4 8 79 68% 16% 5% 10% 100% Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 76 Columbia Basin Business Retention and Expansion Project: Slocan Valley Businesses 77