COLUMBIA BASIN BUSINESS RETENTION
AND EXPANSION PROJECT
R EPORT ON R EVELSTOKE AND A REA B USINESSES
F ALL 2015

The Columbia Basin Rural Development Institute, at Selkirk College, is
a regional research centre that supports informed decision-making
through the provision of information, applied research and related
outreach and extension support. Visit www.cbrdi.ca for more
information.

The Business Retention and Expansion project was initiated by the Revelstoke Community Economic Development
Department, in partnership with Community Futures Revelstoke and the Revelstoke Chamber of Commerce. .

EXECUTIVE SUMMARY
This report describes findings from a Business Retention and Expansion (BRE) survey conducted at
135 businesses in the City of Revelstoke and surrounding area. 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

Finding
The highest number of businesses are classified as ‘Retail and Wholesale Trade’,
‘Accommodation and Food Services’ and ‘Arts, Entertainment and Recreation’ under
the North American Industry Classification System (NAICS).
The lifestyle was the most frequently cited reason given for businesses to locate in
Revelstoke.
The vast majority of businesses provide services.
Most businesses report that they are in a growing or maturing phase.
Businesses most commonly reported that they employ less than five employees.
The employment trends have historically remained the same and the full time
employment trend is expected to remain the same in the future.
The areas currently experiencing recruitment challenges include sales/retail,
food/beverage service and hospitality service.
58% of businesses indicated that the market for their product or service is
increasing.
60% of businesses report that their sales are to customers within the local area.
68% of all businesses indicate they supply products or services to companies within
the local area.
63% of businesses lease the facility in which they operate.
Nearly half of businesses plan to expand within 3 years, with 97% of those indicating
that expansion will occur within the community.
The top barrier to expansion is financing.
Top rated government services include access to market, water and sewerage
supply, and access to highways/roads.
Improvements to highways, road quality and service, as well as improvements to
communication services, were most commonly listed as most in need of
improvement.
The Kelowna International Airport is the most used airport by local businesses.
The overall business climate was rated as good by the majority of respondents, and
the majority of businesses believe that the business climate will improve over the
next five years.
Business climate factors that received the highest ratings include cultural and
recreational amenities and K-12 education.
Businesses most commonly listed Revelstoke’s strong sense of community as its
greatest strength as a place to do business.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

Assessment
and Plans

The most commonly cited barriers to growth are the isolated location, the low
population and the development approval process.
The overall health of their company was rated as excellent by 18% of businesses and
good by 64% of businesses.
Only 4% of businesses are at a high risk of closing, and only 2% are at a high risk of
downsizing.

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 follow-up support. Research findings suggest that the
following action areas have the greatest potential to improve the business climate:
Small to medium sized, locally owned businesses
The predominant business typology is small and medium sized, independently owned businesses.
Actions to support and encourage small businesses would be most appropriate for this target
market and could include specific training targeted to the needs of small and medium sized
businesses, providing shared services to small businesses such as payroll, human resources,
employee recruitment, bookkeeping, etc.
Employment
Findings indicate that employees under the age of 25 and over 50 are in the minority. Increasing
youth and older worker involvement in the local workforce could be encouraged. Actions on this
theme could involve gaining a better understanding of the reasons for the low employment rates
for these age groups, connecting local businesses with relevant employment programs (federally,
provincially and/or through CBT), and connecting local businesses with local schools and postsecondary institutions. In addition to the age of employees, the survey findings indicate that 31%
of employees are classed as ‘temporary’. Temporary employment can impose hidden costs on
employers (higher training costs, poorer levels of service etc.) and employees (anxiety from
uncertainty, inability to plan/save, etc.). While heavier reliance on ‘temporary’ employment may
be unavoidable in resort towns, it may be beneficial to discuss the causes and costs of temporary
employment with the business community. This would assist in better understanding the costs
and any potential means of supporting both the business community and the local workforce.
Business Growth & Expansion
56% of businesses in the region report being in a growth cycle, and 48% indicate that they are
planning to expand within the next three years. The majority of those businesses planning to
expand feel their existing site is adequate, and the vast majority of expansion plans are expected
to occur within the community. Businesses also report that employment rates are stable, with
little change anticipated. Actions in this area could include exploring ways to support existing
businesses as they plan for local expansion/growth.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

Training
Businesses identified a need for training in the areas of safety/first aid/food safe, managerial
training, customer service, and computer skills. 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 local programming. Awareness of
the training opportunities currently available could also be promoted within the Revelstoke
business community.
Succession and Business Planning
Business and succession planning are critical to the health and longevity of businesses, yet only 8%
of respondents indicated that they have a formal succession plan and 40% have an up-to-date
business plan. 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, and a stated preference for individual
coaching, a one-on-one assistance program could result in greater overall benefit by providing a
higher level of support to businesses.
Economic Stability & Diversification
The location, high cost of living and population demographics (7,139 according to 2011 census)
were cited most frequently by local businesses as the greatest weaknesses and its greatest barrier
to growth. While there is some support for local procurement, with 22% (23 businesses) indicating
they purchase a majority of their supplies from local sources, increasing the support for existing
businesses could improve business stability and address the challenges that a small population
base and remote location create. Actions could also include supporting businesses to expand to
virtual markets, and understanding what supplies are needed locally and finding ways of providing
those supplies locally. Respondents indicated that technology based businesses and tourism
related businesses could be attracted to the region. Actions to increase the tourism industry could
include continued collaboration between government and local tourism agencies such as
Destination British Columbia, Tourism Revelstoke, the Revelstoke Chamber of Commerce, and
local businesses. Increasing the technology sectors representation could involve working with the
Kootenay Association for Science and Technology (KAST) to understand how Revelstoke can
expand this sector. With most businesses expressing optimism for an improved business climate
over the next five years, there is much positive support and social capital to build on the work
already occurring in this area.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

TABLE OF CONTENTS
Executive Summary........................................................................................................ ii
Key Research Findings ........................................................................................................... ii
Next Steps and Potential Actions .......................................................................................... iii

List of Figures ................................................................................................................ vi
Project Overview ...........................................................................................................1
The BRE Concept ................................................................................................................... 1
Project Objectives ................................................................................................................. 1

Research Considerations ................................................................................................2
The BRE Survey ..................................................................................................................... 2
The Data Set.......................................................................................................................... 2
Data Collection ...................................................................................................................... 2
Data Input, Analysis and Reporting ........................................................................................ 2

Research Findings ..........................................................................................................4
Company Information ........................................................................................................... 4
Local Workforce .................................................................................................................. 11
Sales ................................................................................................................................... 20
Facilities and Equipment...................................................................................................... 25
Government Services .......................................................................................................... 33
Business Climate ................................................................................................................. 37
Assessment and Plans ......................................................................................................... 44

Recommendations ....................................................................................................... 47
Next Steps........................................................................................................................... 47
Potential Action Areas ......................................................................................................... 48

Appendix A: Data Tables .............................................................................................. 51
Company Information ......................................................................................................... 51
Local Workforce .................................................................................................................. 60
Sales ................................................................................................................................... 80
Facilities and Equipment...................................................................................................... 89
Government Services ........................................................................................................ 103
Business Climate ............................................................................................................... 107
Assessment and Plans ....................................................................................................... 115

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

LIST OF FIGURES
Figure 1: Industry classification ........................................................................................................... 4
Figure 2: Facility function(s) ................................................................................................................ 5
Figure 3: Location of primary competitors .......................................................................................... 5
Figure 4: Key words and responses respondents' discussions of the factors that make them
successful in this region....................................................................................................................... 6
Figure 5: Why did you choose this community to locate your business? ........................................... 7
Figure 6: Other Locations .................................................................................................................... 7
Figure 7: Location of Other Locations ................................................................................................. 8
Figure 8: Location of headquarters ..................................................................................................... 8
Figure 9: Life cycle stage...................................................................................................................... 8
Figure 10: Length of time in business .................................................................................................. 9
Figure 11: Type of business ................................................................................................................. 9
Figure 12: Ownership and management changes in last 5 years ........................................................ 9
Figure 13: Anticipated timeline for ownership change ..................................................................... 10
Figure 14: Anticipated exit strategy .................................................................................................. 10
Figure 15: Existence of formal succession plan ................................................................................. 10
Figure 16: Existence of current business plan ................................................................................... 11
Figure 17: Total number of employees ............................................................................................. 11
Figure 18: Nature of employment ..................................................................................................... 12
Figure 19: Historical Employment trend over last 3 years ................................................................ 12
Figure 20: Full-time employment trend over last 3 years ................................................................. 12
Figure 21: Full time employment trend over next 3 years ................................................................ 13
Figure 22: Age of the majority of essential employees ..................................................................... 13
Figure 23: Wages in relation to other businesses in the region ........................................................ 13
Figure 24: Trend in unfilled positions ................................................................................................ 14
Figure 25: Location of workforce recruitment .................................................................................. 14
Figure 26: Recruitment and retention challenges ............................................................................. 14
Figure 27: Current recruitment areas................................................................................................ 15
Figure 28: Future areas where recruitment may be challenging ...................................................... 16
Figure 29: Strategies to overcome employee recruitment challenges ............................................. 16
Figure 30: Skill level of majority of workforce ................................................................................... 17
Figure 31: Training Budget ................................................................................................................ 17
Figure 32: Anticipated trends, technologies, significant changes requiring new skills ..................... 17
Figure 33: Training or professional development needs................................................................... 18
Figure 34: Areas for new Training in next five years ......................................................................... 19
Figure 35: Preferred modes of training ............................................................................................. 20
Figure 36: Usual training locations .................................................................................................... 20
Figure 37: Annual sales ...................................................................................................................... 21
Figure 38: Status of market for product/service ............................................................................... 21
Figure 39: Market Share in Comparison to Competitors .................................................................. 21
Figure 40: Projected sales growth in the next year ........................................................................... 22
Figure 41: Historic sales trend at this location .................................................................................. 22
Figure 42: Historic sales trend at parent company ........................................................................... 22
Figure 43: Historic sales trend within the industry ........................................................................... 23
Figure 44: Historical export sales trend............................................................................................. 23
Figure 45: Geographic source of majority of sales ............................................................................ 23
Figure 46: International trade status................................................................................................. 24
Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

Figure 47: Geographic source of majority of supplies ....................................................................... 24
Figure 48: Supplier within Community or Region ............................................................................. 24
Figure 49: Size of facility .................................................................................................................... 25
Figure 50: Condition of facility .......................................................................................................... 25
Figure 51: Condition of equipment ................................................................................................... 26
Figure 52: Ownership status of facility .............................................................................................. 26
Figure 53: Length of time remaining on lease ................................................................................... 26
Figure 54: Intending on renewing current lease? ............................................................................. 27
Figure 55: Historical Investment in facility (past 18 months)............................................................ 27
Figure 56: Plans to expand within three years .................................................................................. 28
Figure 57: Room for expansion ......................................................................................................... 28
Figure 58: Adequacy of current site to support expansion ............................................................... 28
Figure 59: Expansion to occur in community .................................................................................... 29
Figure 60: Estimated expansion investment ..................................................................................... 29
Figure 61: Component of expansion budget for equipment and technology ................................... 29
Figure 62: Component of expansion budget for real estate ............................................................. 30
Figure 63: Size of facility expansion .................................................................................................. 30
Figure 64: Recent facility upgrades ................................................................................................... 30
Figure 65: Planning facility upgrades................................................................................................. 31
Figure 66: Barriers to expansion........................................................................................................ 31
Figure 67: Organizations approached for expansion assistance ....................................................... 32
Figure 68: Awareness of BC Hydro Power Smart .............................................................................. 32
Figure 69: Rating of government services ......................................................................................... 34
Figure 70: Key words and responses in respondents' suggestions for improvements to government
services .............................................................................................................................................. 36
Figure 71: Airport service used.......................................................................................................... 36
Figure 72: New services at local airport ............................................................................................ 37
Figure 73: Rating of local business climate ....................................................................................... 37
Figure 74: Rating of business climate factors .................................................................................... 38
Figure 75: Business climate today vs. 5 years ago............................................................................. 39
Figure 76: Business climate 5 years from today ................................................................................ 40
Figure 77: Community’s strengths as a place to do business............................................................ 40
Figure 78: Community's weaknesses as a place to do business ........................................................ 41
Figure 79: Barriers to growth in the community ............................................................................... 42
Figure 80: Potential Suppliers............................................................................................................ 43
Figure 81: Supply to local companies ................................................................................................ 43
Figure 82: Sectors, businesses or industries that could be attracted to region ................................ 44
Figure 83: Facility’s overall health ..................................................................................................... 45
Figure 84: Overall health of parent company ................................................................................... 45
Figure 85: Local management's attitude toward community ........................................................... 45
Figure 86: Parent company's attitude toward local community ....................................................... 46
Figure 87: Risk of facility closing........................................................................................................ 46
Figure 88: Risk of facility downsizing ................................................................................................. 46

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

PROJECT OVERVIEW
This report describes findings from a Business Retention and Expansion (BRE) survey1 conducted in
the City of Revelstoke and area during 2015.
The BRE survey was initiated by the Revelstoke Community Economic Development Department in
partnership with Community Futures Revelstoke and the Revelstoke Chamber of Commerce. The
three agencies are co-located in the Revelstoke Visitor and Business Information Centre and work
together to promote economic development in the community and to provide services to the local
business community. The BRE survey was undertaken as part of the regular services that the
agencies provide to local businesses. The agencies will work collaboratively to help implement the
recommendations identified in the BRE survey.
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 Revelstoke BRE project were as follows:
1. Identify the needs, concerns, and opportunities of existing local businesses in
order that, where appropriate, local action can be taken to respond to the
businesses’ needs or development opportunities;
2. Learn of the future plans of the region’s local businesses with respect to
expansion, relocation and /or retention and follow-up where assistance can be
provided;
3. Demonstrate the community’s pro-business attitude and develop an effective
means of communication with local businesses;
4. Encourage the business community’s active involvement in economic
development.

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: Report on Revelstoke Businesses

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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.
The base survey, consisting of 94 questions, includes modules for company information, the local
workforce, sales, facilities and equipment, and future plans for growth or succession.

THE DATA SET
The companies that participated in the interviews were identified from the list of business licenses
generated by the City of Revelstoke. Businesses were located within the City of Revelstoke or just
outside city limits. Every attempt was made to interview a representative number of businesses in
each sector of the local economy, e.g. tourism, retail, manufacturing, forestry, service, etc. The
businesses were contacted directly by the researchers employed to undertake the interviews and
data collection. A total of 135 businesses participated in the survey.

DATA COLLECTION
A co-op student was hired from the University of British Columbia-Okanagan business program to
undertake the interviews with local companies and to enter the data gathered from the interviews
into the ExecutivePulse database. Interviews and data input took place from January to August of
2015. Toward the end of the project, a local consultant was hired to complete the interviews and
data input.
On average, the interview process took approximately 90 minutes to two hours to complete, and
the data entry required an additional hour per interview. The persons interviewed were either the
owners of the businesses or a senior manager in the company.

DATA INPUT, ANALYSIS AND REPORTING
The people carrying out the interviews were responsible for entering the data into the
ExecutivePulse system. The interviewers ensured that all information was maintained in a
confidential manner prior to entry into the database. The RDI was responsible for confidentiality
of the information after entry into the database.
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 draft was generated by RDI and then reviewed with the Revelstoke
Project Team: Alan Mason, Director of Community Economic Development, Judy Goodman,
Executive Director of the Revelstoke Chamber of Commerce, and Kevin Dorrius, General Manager

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

2

of Community Futures Revelstoke. Findings and related recommendations were assembled into
this report by RDI researchers.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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RESEARCH FINDINGS2
COMPANY INFORMATION
Type of Product/Service Offered
Businesses interviewed most commonly represent the commercial and tourism related sectors.
Most common are Retail and Wholesale Trade (20% or 27 respondents), Accommodation and
Food Services (14% or 19 respondents) and the Arts, Entertainment and Recreation sector (11% or
15 respondents).
Figure 1: Industry classification

Educational Services

1%

Transportation and Warehousing

1%

Agriculture, forestry, fishing and hunting

2%

Administrative Support, Waste Management…

3%

Real Estate and Rental and Leasing

3%

Information and Cultural Industries

4%

Other Services

4%

Finance and Insurance

5%

Health Care and Social Assistance

6%

Construction

7%

Manufacturing

9%

Professional, Scientific and Technical Services

10%

Arts, Entertainment and Recreation

11%

Accommodation and Food Services

14%

Retail and Wholesale Trade

20%
0%

5%

10%

15%

20%

25%

Note: 135 respondents
Facility Function
The majority of respondents (96% or 116 respondents) indicated that their facility provides
services, with 57% or 69 respondents indicating that their facility serves as a the headquarters.
Other facility uses include distribution (21% or 26 respondents) and warehousing (19% or 23

2 In

many instances respondents provided multiple answers, resulting in responses which exceed the
number of respondents. Consequently, percentages can exceed 100%. See, for example, Figure 2.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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respondents). nearly matching that is the indication that services are also provided (29% or 57
respondents). Fewer respondents indicated that their facility serves as manufacturing or
engineering/R&D purposes.
Figure 2: Facility function(s)

Services

96%

Headquarters

57%

Distribution

21%

Warehousing

19%

Manufacturing

12%

Engineering/RD

11%
0%

20%

40%

60%

80%

100%

120%

Note: 121 respondents
Competition
The vast majority of competition (90 % or 119 responses) reported was coming from the within
the province.
Figure 3: Location of primary competitors

None
In Province
In Canada
Outside Canada

3%
90%
9%
8%
0%

20%

40%

60%

80%

100%

Note: 132 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Factors for Success
Figure 4: Key words and responses respondents' discussions of the factors that make them successful in
this region

When asked what factors made
their company successful in this
region, the highest number of
respondents (21 % or 28
businesses) cited Quality Products
and Service. Location (16% or 21
businesses), Demand for products
and services and Community
Support (14% or 18 businesses)
were also discussed frequently.

“Awesome knowledgeable staff”
“Revelstoke is a destination for snowmobiling, ATVing, Dirt-biking and other adventure
sports.”
“…connected to the community.”
“…product that is in high demand and fits many needs.”
“…care about the quality of work”
“…winter and summer tourism - 2 very strong seasons.”
“One is the great community support in Revelstoke. Support the local community so they
support back, sponsoring local events, and charities.”
Choosing Revelstoke
Lifestyle (27% or 35 respondents) was the most frequently cited reasons given for businesses to
locate in Revelstoke. ‘Business opportunities’ was also frequently cited (17% or 23 respondents).
The location and the purchase of an existing business were reasons given by 14% or 18
respondents.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 5: Why did you choose this community to locate your business?

Lifestyle

27%

Business opportunity

17%

Location

14%

Bought an existing business

14%

Born and raised here

12%

Established business

10%

Already living here

8%

Great community

5%

Close to family

5%

Natural resources

5%

Experience in the business

4%

Market growth

3%

Moved business when husband…

2%

Connections to the community

2%

Business expansion

2%
0%

5%

10%

15%

20%

25%

30%

Note: 132 respondents
Other Locations
72% of respondents (93 respondents) indicated that they do not have any other locations.
Figure 6: Other Locations

No

72%

Yes

28%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 129 respondents
80% of those respondents with other locations (28 respondents) are in other areas of the
province, 31% (11 respondents) are in other parts of Canada and 11% (4 respondents) indicated
that their company has another location outside of Canada.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 7: Location of Other Locations

In Province
Elsewhere in nation
Outside Canada

80%
31%
11%
0%

20%

40%

60%

80%

100%

Note: 35 respondents
94% (108 businesses) of respondents reported that their headquarters are located in British
Columbia, and only 3% (4 business) indicated that their headquarters are located outside of BC (4
businesses) or outside of Canada (3 businesses).
Figure 8: Location of headquarters
In Province
Elsewhere in nation
Outside Canada

94%
3%
3%
0%

20%

40%

60%

80%

100%

Note: 115 respondents
Age and Life Cycle Stage
Over half of respondents (56% or 74 respondents) reported that their business is in the ‘growing’
life cycle stage. Another 30% (40 businesses) indicated that their business is in the ‘maturing’
stage. Only 9% (12 businesses) indicated that they were in the ‘emerging’, and only 5% (7
businesses) indicated they were ‘declining’.
Figure 9: Life cycle stage
Maturing
Growing
Emerging
Declining

30%
56%
9%
5%
0%

10%

20%

30%

40%

50%

60%

Note: 133 respondents
Most businesses (31% or 40 respondents) reported that they have been in business for more than
20 years. 25% of businesses have been in business from between or from between 10 – 19 years
(32 respondents).

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 10: Length of time in business
>20 Years
10-19 Years
5-9 Years
1-4 Years
<1 Year

31%
20%
25%
19%
5%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 128 respondents
Ownership and Management
The vast majority of businesses are privately owned (92% or 120 respondents). Most respondents
(54% or 73 respondents) indicated that their business is classified as a corporation, while 27% (36
respondents) indicated that they are a sole proprietorship. The third most common type of
business ownership is a partnership (7% or 10 respondents). The remainder of businesses are
registered as a non-profit (7 respondents), other type of business (4 respondents), or limited
liability partnership (4 respondent).
Figure 11: Type of business

Other
Corporation
Sole proprietorship
Partnership
Non-profit
Limited liability partnership (LLP)

3%
54%
27%
7%
5%
3%
0%

10%

20%

30%

40%

50%

60%

Note: 134 respondents
74% of businesses (98 businesses) have not seen a management or ownership change in the last 5
years, while just 26% of businesses (35 businesses) have changed management and/or ownership
over that same period of time. Only 16 businesses (13%) are expecting an ownership change in the
near future. Of the 35 respondents that have seen changes in management and or ownership,
79% (26 businesses) report that change has had a positive impact.
Figure 12: Ownership and management changes in last 5 years

No

74%

Yes

26%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 133 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Succession and Business Plans
Of the 16 businesses that responded and reported a pending ownership change, 4 (31%) expect
the change will happen within one year, 3 (23%) expect the change to occur in two years, and 6
(46%) expects the process to take 3 years or more.
Figure 13: Anticipated timeline for ownership change

3 years or more

46%

2 years

23%

1 year or less

31%
0%

10%

20%

30%

40%

50%

Note: 13 respondents
42% of respondents (5 respondents) expect that the current owner will exit the business by selling
it to a non-family member, while 25% (3 respondents) expect it to be sold/transferred to a family
member company.
Figure 14: Anticipated exit strategy

Other
Sell/transfer to a non-family member
Sell/transfer to a family member
Sell to another company
Close the business down

17%
42%
25%
8%
8%
0%

10%

20%

30%

40%

50%

Note: 12 respondents
Figure 15: Existence of formal succession plan
Not
applicable
, 8%

Yes,
8%

Only 8 % (10 respondents) indicate that
they have identified a successor and have a
formal succession plan in place. 67% (4
respondents) of those with a succession
plan indicated that they had assistance in
its’preparation. Assistance came from a
variety of sources: lawyers, bankers and
accountants.

No, 84%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

Note: 125 respondents

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Figure 16: Existence of current business plan

Over half of all respondents (60% or 81
respondents) indicated that they do not have a
business plan in place.

Yes,
40%
No,
60%

Note: 135 respondents

LOCAL WORKFORCE
Size of Workforce
The 135 businesses interviewed reported a total of 2,081 employees. 44 % or 59 of the businesses
surveyed indicated that they have less than five employees, and 26 % (35 businesses) have
between 5 and 9 employees. There are a number of moderately sized employers, with 14% (19
businesses) reporting between 10 – 19 employees, and 10% (13 businesses) reporting between 20
– 49 employees.
Figure 17: Total number of employees

Over 100

1%

50-99

5%

20-49

10%

10 -19

14%

5 -9

26%

Less than 5

44%
0%

10%

20%

30%

40%

50%

Note: 135 respondents
51% (1,059) of employment positions at surveyed businesses are full time, 31% (654) are
temporary and 18% (368) are part time.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

11

Figure 18: Nature of employment

Temporary

31%

Part Time

18%

Full Time

51%
0%

10%

20%

30%

40%

50%

60%

Note: 135 respondents
57% of respondents (68 businesses) indicated that the number of employees at their business has
stayed the same over the last three years. While 32% (38 businesses) indicated that the size of
their workforce has increased. Only 11% (13 businesses) indicated a decrease.
Figure 19: Historical Employment trend over last 3 years

Increasing
Staying the same
Declining

32%
57%
11%
0%

10%

20%

30%

40%

50%

60%

Note: 119 respondents
The last three years has seen the size of the full-time workforce remain stable, with 73% of
businesses (90 respondents) reporting that the number of full time employees has remained
constant.
Figure 20: Full-time employment trend over last 3 years

Decreased

6%

Stayed the same

73%

Increased

22%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 124 respondents
61% of businesses (76 respondents) interviewed expect the size of their full-time workforce will
stay the same over the next 3 years, while 35% (43 respondents) expect it to increase. Just 4% (5
respondents) expect a decrease over the next 3 years.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 21: Full time employment trend over next 3 years

Decreased

4%

Stayed the same

61%

Increased

35%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 124 respondents
Workforce Demographics
Of the responses received, 42% (48 respondents) indicated that the majority of their essential
employees are between 35 and 49 years old. 37% (42 respondents) of businesses indicated that
the majority of their employees were between 26 and 34 years old.
Figure 22: Age of the majority of essential employees

50 or older

11%

35 - 49

42%

26 - 34

37%

Less than 25

11%
0%

10%

20%

30%

40%

50%

Note: 114 respondents
Wages
When reporting on average wages for skilled or professional workers, the most common response
(37% or 26 businesses) indicated they pay between $20 and $29.99 per hour. The most commonly
reported average wage for semi-skilled workers (32% or 22 businesses) was under $15 - $19.99
and the most commonly reported average wage for entry-level workers (53% or 30 businesses of
respondents) was $10 - $12.99. 53% of respondents (47 respondents) reported that their wage
scale is similar to other businesses in the region.3
Figure 23: Wages in relation to other businesses in the region
Greater than
Same as
Lower than

34%
53%
13%
0%

10%

20%

30%

40%

50%

60%

3 Detailed wage data is found in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Note: 89 respondents
Recruitment and Retention
Of those businesses that responded, 85% (71 respondents) indicated that the number of unfilled
positions at their company remains constant.
Figure 24: Trend in unfilled positions

Increasing

12%

Decreasing

4%

Stable

85%
0%

20%

40%

60%

80%

100%

Note: 84 respondents
The vast majority of respondents (84% or 108 respondents) reported that they primarily recruit
employees locally. Just 8% (10 respondents) recruit provincially, while 5% (7 respondents) report
that they recruit internationally, and 3% (4 respondents) reported recruitment within Canada.
Figure 25: Location of workforce recruitment

Locally
Provincially
Internationally
Nationally

84%
8%
5%
3%
0%

20%

40%

60%

80%

100%

Note: 129 respondents
Of the respondents, 39% (48 respondents) indicated that they have experienced recruitment
challenges and 32% (40 respondents) indicated that they have experienced retention challenges.
Figure 26: Recruitment and retention challenges

Recruitment challenges

39%

Retention challenges

32%
0%

10%

20%

30%

40%

50%

Of the 22 companies that indicated they were experiencing recruitment challenges, the areas
currently experiencing recruitment problem include sales/retail (13% or 6 respondents),
food/beverage service (13% or 6 respondents), and hospitality service (9% or 4 respondents). The
responses included in the ‘other’ categories charted below are detailed in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

14

Figure 27: Current recruitment areas

Other

49%

Sales/Retail

13%

Food/Beverage Service

13%

Hospitality Service

9%

Maintenance

7%

CDL Drivers

7%

Sales/Service

4%

Professional/Technical

4%

Material/Fabricators

4%

Healthcare Professionals

4%

Construction/Contractors

4%

Administrative/Clerical

4%

Professional/Other

2%

Prof/Info Tech/Programming

2%

Mechanics

2%

Machine Operators

2%

General Laborer

2%
0%

10%

20%

30%

40%

50%

60%

Note: 45 respondents
Only 39% of respondents (47 respondents) anticipate future recruitment difficulties within the
next 3 to 5 years. The most commonly anticipated recruitment areas which may prove challenging
include general labour (21% or 6 respondents), sales/retail and food/beverage service (both at
11% or 3 respondents). The responses included in the ‘other’ categories charted below are
detailed in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 28: Future areas where recruitment may be challenging

Other

46%

General Laborer

21%

Sales/Retail

11%

Food/Beverage Service

11%

Sales/Service

7%

Maintenance

7%

Professional/Technical

4%

Mechanics

4%

Material/Fabricators

4%

Machine Operators

4%

Hospitality Service

4%

Construction/Contractors

4%
0%

10%

20%

30%

40%

50%

Note: 28 respondents
Only 38% of respondents (42 respondents) indicated that they believed that there were strategies
that could be undertaken to address employee recruitment. Suggestions include reducing the cost
of living (15% or 6 respondents), improved advertisement (12% or 5 respondents), affordable
housing (10% or 4 respondents), and provide training support (7% or 3 respondents).
Figure 29: Strategies to overcome employee recruitment challenges

No

62%

Yes

38%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 111 respondents
Skills and Training
41% of respondents (53 respondents) indicated that the majority of their workforce is comprised
of skilled or professional workers, 18% (23 respondents) indicated that their workforce is mainly
semi-skilled workers, while 15% (19 respondents) of workplaces are comprised of an entry-level
workforce.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 30: Skill level of majority of workforce

Entry-level
Semi-skilled
Skilled/Professional

15%
18%
41%
0%

10%

20%

30%

40%

50%

Note: 130 respondents
46% (59 respondents) indicated that there is a training budget to upgrade employee skills. 83%
(107 businesses) indicated that their company offers in-house training and 37% (46 businesses)
use contracted training.
Figure 31: Training Budget

No

54%

Yes

46%
40%

42%

44%

46%

48%

50%

52%

54%

56%

Note: 129 respondents
58% of respondents (68 businesses) indicated that they were aware of trends, technologies, and
other significant changes that will be occurring in their industry that will require new skills.
Figure 32: Anticipated trends, technologies, significant changes requiring new skills

No

42%

Yes

58%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 118 respondents
72% or 88 respondents indicated that there are areas of training or professional development that
would benefit their employees. Most commonly listed among these areas were safety/first
aid/food safe (20% or 17 businesses), managerial training (13% or 11 businesses), and customer
service (9% or 8 businesses)

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

17

Figure 33: Training or professional development needs

Safety/First Aid/Food Safe
Managerial training
Customer service
Computer skills
Sales/Marketing
Business management
Product / Business knowledge
Accounting/Bookeeping
Professional driver training
Cooking skills
Wood working courses
Web site design
Theatre Technical Skills
Skilled trades
RFP design
Professional development
Plumbing
Office skills
Multi-skills training
Mechanical skills
Industrial equipment operations
Herbalist training
Graphic design
Grant writing
Emerging technologies
Early Childhood Education
Counsellor
Community planning
Communications
Certification
Cable systems repair
Boot fitting
Bike Mechanics
Bidding processes
Barista
Arbourist training
Apprenticeship

20%
13%
9%
9%
8%
8%
7%
7%
3%
2%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%

5%

10%

15%

20%

25%

Note: 86 respondents
When asked what new training might need to be considered in the next five years, the most
commonly cited response was in the area of computer and technological training (20% or 16
businesses), emerging technologies (10% or 8 businesses) and emerging industry practices (10% or
8 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

18

Figure 34: Areas for new Training in next five years

None

10%

Computer and technology training

20%

Emerging technologies

10%

Emerging industry practices

10%

Product training
Automation / Robotics

5%
5%

Point of sales sytems training

2%

Online payment systems

2%

Online marketing

2%

Legal framework and regulations
Government regulations

2%
2%

GIS training

2%

Food Safe

2%

Theatre equipment technical training

1%

Technical Theatre production

1%

Strategic planning
Snow bike maintenance and repairs

1%
1%

Resource management

1%

Project Management

1%

Not sure

1%

Mechanical and electrical training

1%

Marketing
Management training

1%
1%

Lean manufacturing

1%

Health and Safety

1%

Financial training

1%

Fiber optics
Early Childhood Education

1%
1%

Data analytics

1%

Customer service

1%

Climate change

1%

Building Certification

1%

Brain mapping
Avalanche safety training

1%
1%

Aluminum body repairs

1%
0%

5%

10%

15%

20%

25%

Note: 82 respondents
54% of respondents (59 businesses) stated that they prefer training when it is delivered through
an individual coaching format, while 51% (56 businesses) preferred an online/webinar format, and
49% (53 businesses) expressed a preference for classroom training.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 35: Preferred modes of training

Other

13%

Individual coaching

54%

Online/ Webinar training

51%

Classroom

49%
0%

10%

20%

30%

40%

50%

60%

Note: 109 respondents
62% of respondents (52 businesses) typically seek locally available training opportunities, and 43%
(36 businesses) travel to other areas in the region for their training. 29% (24 respondents) seek
training in the province. Fewer training opportunities are sought elsewhere in the country or in the
United States.
Figure 36: Usual training locations

Local
Regional
British Columbia
Rest of Canada
United States

62%
43%
29%
20%
8%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 84 respondents
Unions
Two businesses (2%) reported that they have union status.

SALES
Market Size and Share
The highest number of respondents (35 businesses or 37%) reported annual sales between
$100,000 to $499,000. The second highest number of respondents (14 businesses or 15%)
reported annual sales between $500,000 and $999,999. 70% (95 businesses) of respondents chose
to share annual sales information.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 37: Annual sales

$50 million to 20 million
$19.9 million to 10 million
$9.9 million to 5 million
$4.9 million to 1 million
$999,999 to $500,000
$499,999 to $100,000
$99,999 to $50,000
$49,999 to $25,000
Under $25,000

2%
2%
6%
14%
15%
37%
12%
11%
2%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 95 respondents
The majority of businesses interviewed (58% or 78 businesses) indicated that the size of the
market for their product or service is increasing. Another 38% (51 businesses), reported that the
market is stable.
Figure 38: Status of market for product/service

Increasing
Decreasing
Stable

58%
4%
38%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 135 respondents
49% (55 businesses) of respondents indicated that their share of the market for their product in
comparison with their competitors is increasing, while 42% (48 businesses) indicated that it is
stable. A small number of respondents (9% or 10 businesses) indicated that their market share is
decreasing.
Figure 39: Market Share in Comparison to Competitors

Increasing

49%

Decreasing

9%

Stable

42%
0%

10%

20%

30%

40%

50%

60%

Note: 113 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

21

Growth
42% of respondents (52 businesses) expect to see low growth in sales in the realm of 1 – 9%.
Moderate growth in sales of 10-24% over the next year is also projected by 22% of respondents
(27 businesses). 15% (18 businesses) of respondents expect their sales to remain stagnant.
Figure 40: Projected sales growth in the next year

Over 100%
50 - 99%
25 - 49%
10 - 24%
1 - 9%
0%
Declining

6%
3%
10%
22%
42%
15%
2%
0%

10%

20%

30%

40%

50%

Note: 124 respondents
The majority of responses (67% or 86 businesses) indicated that sales at their business have
increased over the past five years, 20% (26 businesses) indicated that sales have remained
relatively stable and 9% (11 businesses) reported that sales have declined.
Figure 41: Historic sales trend at this location
Not applicable
Increasing
Staying the same
Declining

4%
67%
20%
9%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 128 respondents
Of the 46 businesses that have parent companies, the historic sales trend appears to be increasing
according to 43% (33 respondents) of the businesses.
Figure 42: Historic sales trend at parent company

Not applicable
Increasing
Staying the same
Declining

39%
43%
16%
1%
0%

10%

20%

30%

40%

50%

Note: 76 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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62% percent of respondents (71 businesses) reported that sales within their industry have been
increasing while 23% (26 businesses) reported that they have remained stable.
Figure 43: Historic sales trend within the industry
Not applicable
Increasing
Staying the same
Declining

4%
62%
23%
11%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 115 respondents
Only 3% (3 businesses) indicated that historically the sales export trend has been increasing. 97%
(94 businesses) indicated that export sales trend was not applicable.
Figure 44: Historical export sales trend

Not applicable

97%

Increasing

3%
0%

20%

40%

60%

80%

100%

120%

Note: 97 respondents
Source of Sales
A majority of respondents (60% or 76 respondents) indicated that over 50% of their sales are to
local customers. 5% (6 respondents) indicated that over 50% of their sales are within the country.
Fewer respondents (4%, 2%, 2%) indicated that the majority of their sales are within the provice,
to the US, or to international markets, respectively.
Figure 45: Geographic source of majority of sales

International

2%

United States

2%

National

5%

Provincial

4%

Local

60%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 126 respondents
Just 4 respondents (4%) indicated that they export goods or services to other countries, and 10
resondents (10%) indicated they import from other countries. 40% of respondents (42 businesses)

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

23

stated that the question of international trade was not applicable, while an additional 54% (56
businesses) indicated they do not have any interational trade status.
Figure 46: International trade status

Not applicable

40%

None

54%

Import

10%

Export

4%
0%

10%

20%

30%

40%

50%

60%

Note: 104 respondents

Procurement
34% of respondents (36 businesses) interviewed reported that they purchase a majority of their
supplies from provincial sources. 22% (23 businesses) indicated that the majority of their supplies
come from businesses located within the local area.
Figure 47: Geographic source of majority of supplies

International
United States
National
Provincial
Local

5%
2%
18%
34%
22%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 107 respondents

68% (74 businesses) indicated that they
supply their products or services to
companies within the community/region.

No, 32%

Figure 48: Supplier within Community or
Region

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

Yes, 68%

24

FACILITIES AND EQUIPMENT
Size and Condition
50% (56 businesses) of respondents reported that their facility is between 1,000 square feet and
4,999 square feet. Another 27% (30 businesses) indicated it was less than 1,000 feet in size.
Figure 49: Size of facility
20,000 sq ft or more

8%

10,000-19,999 sq ft

5%

5,000-9,999 sq ft

10%

1,000-4,999 sq ft

50%

less than 1,000 sq ft

27%
0%

10%

20%

30%

40%

50%

60%

Note: 112 respondents
51% of respondents (63 businesses) indicated that their facility is in good condition. Another 25%
(31 businesses) indicated that it is in excellent condition and 23% (29 businesses) reported that
their facility is in fair condition. Only 1% (1 business) reported that their facility was in poor
condition.
Figure 50: Condition of facility

Poor
Fair
Good
Excellent

1%
23%
51%
25%
0%

10%

20%

30%

40%

50%

60%

Note: 124 respondents
49% (63 businesses) of respondents indicated that their equipment is in good condition. 39% (50
businesses) indicated that it is in excellent condition and 12% (15 businesses) report their
equipment is in fair condition.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 51: Condition of equipment

Poor
Fair
Good
Excellent

1%
12%
49%
39%
0%

10%

20%

30%

40%

50%

60%

Note: 129 respondents
Ownership
Figure 52: Ownership status of facility

63% of respondents (81 businesses) lease
the facility in which they operate and 37%
(47 businesses) own it.

Owned,
37%
Leased,
63%

Note: 128 respondents

Of the 81 businesses that lease their facility, 42 provided a response to the amount of time
remaining on the lease. 67% (28 businesses) have less than a year remaining on their lease and
17% (7 businesses) have between three and five years remaining.
Figure 53: Length of time remaining on lease

> 5 Years

12%

3 - 5 Years

17%

1 - 2 Years

5%

<1 Year

67%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 42 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

26

Figure 54: Intending on renewing current lease?

No, 23%

The majority of respondents that lease their facility
(77% or 54 businesses) intend to renew their
current lease agreement. Of those who are not
intending to renew their current lease, the reasons
include moving to a new location (33% or 4
businesses) and purchasing a new facility (25% or 3
businesses).

Yes,
77%

Note: 70 respondents

Investment and Expansion
51% of respondents (52 businesses) indicated that their company’s investment in their facility has
stayed the same over the past 18 months, while 43% (44 businesses) indicated that the
investment has increased. Only six businesses (6%) indicated that investment in their facility has
decreased over the same time period.
Figure 55: Historical Investment in facility (past 18 months)

Increasing

43%

Staying the same

51%

Declining

6%
0%

10%

20%

30%

40%

50%

60%

Note: 102 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

27

68% of respondents (82 businesses) indicated that there are no expansion plans within the next 12
– 18 months.

Figure 56: Plans to expand within three years

Yes, 48%
No, 52%

48% of respondents ( 62 businesses) plan to
expand within three years, while 52% (67
businesses) do not.

Note: 129 respondents

Maybe
13%

Figure 57: Room for expansion

Yes 48%

48% (62 businesses) indicated that there
was room for expansion at their site, while
40% (50 businesses) indicated that there
was not room at their current site.

No 40%

Note: 126 respondents

Figure 58: Adequacy of current site to support
expansion

No, 33%

Yes, 67%

Of the 62 businesses planning expansion in
the next three years, 67% (40 businesses)
reported that their current site will be
adequate.

Note: 60 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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The vast marjority of respondents (97% or 58 businesses) planning to expand indicated that
expansion will occur within the community.
Figure 59: Expansion to occur in community

No

3%

Yes

97%
0%

20%

40%

60%

80%

100%

120%

Note: 60 respondents
A substantial investment is planned for 5 businesses (14%), with investment over $1 million
planned, while one additional business is planning investments in the range of $500,000 $999,999. The majority of investment reported by businesses will be more modest in the range of
$100,000 - $499,999 (33% or 12 businesses), $25,000 - $99,999 (19% or 7 businesses), and less
than $25,000 (31% or 11 businesses).
Figure 60: Estimated expansion investment

$1-$4.9 million

14%

$500,000-$999,999

3%

$100,000-$499,999

33%

$25,000-$99,999

19%

Less than $25,000

31%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 36 respondents
Of the 62 businesses planning expansion, 44% (14 respondents) anticipate devoting under 50% of
their budget to equipment and technology, while 34% (11 respondents) indicated they anticipate
devoting their entire budget.
Figure 61: Component of expansion budget for equipment and technology

100%

34%

50 to 99%

19%

Under 50%

44%

0%

3%
0%

10%

20%

30%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

40%

50%

29

Note: 32 respondents
Of the 62 businesses planning to expand in the three years, 59% (16 businesses) anticipate
investing 50% – 99% in real estate. 30% (8 businesses) anticipate spending 100% on real estate.
Figure 62: Component of expansion budget for real estate

100%

30%

50 to 99%

59%

Under 50%

11%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 27 respondents
The majority of respondents (43% or 10 respondents) indicated that they expect the size of their
facility expansion will be between 1,000 and 4,999 square feet. While 8 reported (35%) their
expansion would be less than 1,000 sq.ft
Figure 63: Size of facility expansion

10,000-19,999 sq ft

9%

5,000-9,999 sq ft

13%

1,000 to 4,999 sq ft

43%

Less than 1,000 sq ft

35%
0%

10%

20%

30%

40%

50%

Note: 23 respondents
Facility Upgrades
63% of businesses (77 businesses) indicated that there had been recent facility upgrades. Of those
77 businesses (25%) indicated that those upgrades were completed in the last six months.
Figure 64: Recent facility upgrades

No

37%

Yes

63%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 76 respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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54% (63 businesses) indicated that they are not planning facility upgrades. The majority (58% or 30
businesses) of those planning upgrades indicate they will occur in the next 6 months. Respondents
were also asked to identify any barriers to upgrading, five respondents (24%) indicated that
financing was a barrier to facility upgrades.
Figure 65: Planning facility upgrades

No
Yes

54%
46%
42%

44%

46%

48%

50%

52%

54%

56%

Note: 117 respondents
Respondents cited a variety of barriers to expansion; most commonly cited was financial (24% or 5
businesses), lease issues (14% or 3 businesses), building code restrictions (10% or 2 businesses),
and affordable commercial space (10% or 2 businesses).
Figure 66: Barriers to expansion
None
Financing
Lease issues
Building code restrictions
Affordable commercial space
Zoning bylaws
Water supply
Taxes
Permits
Lack of suitable premises
Infrastructure limitations
Change in owership
Business capacity

19%
24%
14%
10%
10%
5%
5%
5%
5%
5%
5%
5%
5%
0%

5%

10%

15%

20%

25%

30%

Note: 21 respondents
34% of respondents (26 businesses) indicated that they have sought assistance with their
expansion efforts from an external organization. Of those businesses, the highest number (31% or
5 businesses) had approached the Local Economic Development Office, and 31% (5 businesses)
had approached Community Futures. The responses included in the ‘other’ categories charted
below are detailed in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

31

Figure 67: Organizations approached for expansion assistance

Other (please specify):

44%

Local Economic Development Office

31%

Community Futures

31%

Local Council

19%

BC Ministry responsible for Economic Development

19%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Note: 16 respondents
Figure 68: Awareness of BC Hydro Power Smart

No, 29%
Yes, 71%

71% of respondents (77 businesses) are
familiar with the energy efficiency support
available through the BC Hydro Power Smart
program.

Note: 108 respondents

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32

GOVERNMENT SERVICES
Respondents were asked to rate a list of government services as poor, fair, good or excellent.
Respondents also had the option to rate a service as not applicable to their business.










The services that received the highest number of POOR ratings were access to airport
facilities (34% or 43 businesses), telecommunications (32% or 41 businesses), and
recycling (24% or 30 businesses).
The services that received the highest number of FAIR ratings were telecommunications
(32% or 40 businesses), availability of road transport services (32% or 41 businesses), and
access to suppliers (28% or 36 businesses).
The services that received the highest number of GOOD ratings were access to markets
(52% or 67 businesses), water and sewerage supply (49% or 60 businesses) and disposal of
waste materials (46% or 57 businesses).
The services that received the highest number of EXCELLENT ratings were access to
markets (14% or 18 businesses), water and sewerage supply (14% or 17 businesses) and
access to highways/roads (12% or 16 businesses).
The services that the highest number of respondents felt are NOT APPLICABLE to their
business were access to port facilities (84% or 97 businesses), availability of rail transport
(80% or 99 businesses) and the availability of warehousing (68% or 85 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

33

Figure 69: Rating of government services

2%
14%
7%
9%

Availability of
warehousing

9%

Availability of
road transport
services

39%
32%
13%
7%
1%
5%
2%
11%

Availability of rail
transport

22%
24%
17%
37%

0%
16%
18%
13%

53%

% Excellent

10%

% Good

35%
28%
19%
9%

Access to
suppliers

14%

Access to
markets

7%
4%

24%

% Fair
% Poor
% Not Applicable

52%

12%

42%
25%
16%
4%

Access to
highway/ roads

2%
10%
9%

Access to airport
facilities

34%
44%

2%
12%
8%
14%

Access to US
Border

Access to Port
Facilities

80%

1%

Availability of
buildings for
lease or purchase
Availability of
appropriately
zoned land

68%

0%
3%
5%
7%
0%

64%

84%
50%

100%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

34

14%
8%
13%
16%

Water and sewerage
supply

49%

5%

Telecommunications
(internet, cell)

31%
32%
32%

1%
7%

Recycling

39%

23%
24%

7%

% Good
% Fair

9%
Inspections /licensing

9%
14%

25%

2%

0%

15%
21%
15%
20%

% Poor

46%

16%
14%
16%

Development approval
process

43%

% Not Applicable

9%

Disposal of waste
material

% Excellent

48%
40%

60%

Note: number of respondents varies per question
46 respondents also provided additional ratings for other services; these responses can be found
in Appendix A.

When asked whether there were any suggestions on how to improve any of the services and
infrastructure, 76% respondents (97 businesses) indicated they had suggestions. The highest
number of responses (32% or 31 businesses) discussed improvements to highways, road quality
and service. Improvements to communication services (cell phone, internet, broadband/fiber)
were also mentioned by 25% (24 businesses) of respondents. Improvements to recycling and
waste management was referenced by 19% of respondents (18 businesses).

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Figure 70: Key words and responses in respondents' suggestions for improvements to government
services

“Continue lobbying for highway
improvements.”
“Quality of Transcanada
highway affects tourists ability/
willingness to travel to
Revelstoke. Maintenance and
upkeep of highway needs to be
addressed.”
“Make recycling more
accessible user friendly.”
“Access to information and
communication with government and community organizations improved.”
Airport Service
The Kelowna International Airport is the most used airport, with 90% of respondents indicating
(112 businesses) indicating they use that airport. The Calgary International Airport was the second
most used with 40% (50 businesses).
Figure 71: Airport service used
Kelowna
Calgary
Vancouver
Kamloops
Springbank
Seattle
Revelstoke
Castlegar
Bellingham

90%
40%
8%
7%
1%
1%
1%
1%
1%
0%

20%

40%

60%

80%

100%

Note: 125 respondents
Respondents indicated that they would most like to see more regular flights (25% or 27
businesses) and commuter flights (17% or 18 businesses). Other responses included passenger
service (9% or 10 businesses), shuttle service (6% or 7 businesses), and larger aircraft (5% or 5
businesses).

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 72: New services at local airport

Regular flights
Commuter flights
Passenger service
Shuttle service
Larger aircraft
Extended runway
Tourism services
Improvements to navigational aids
More flights
Parking
More airlines
Hanger facilities
Courier service
Commercial flights
Charter service

25%
17%
9%
6%
5%
4%
3%
3%
2%
1%
1%
1%
1%
1%
1%
0%

5%

10%

15%

20%

25%

30%

Note: 108 respondents

BUSINESS CLIMATE
Quality of Business Climate
The majority of responses rated the overall business climate as good (58% or 74 businesses).
Figure 73: Rating of local business climate

Poor
Fair
Good
Excellent

9%
25%
58%
8%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 127 respondents
135 respondents were asked to rate the quality of a list of specific business climate factors as
either poor, fair, good, excellent or no opinion to their business.




The factors that received the highest number of POOR ratings included local tax structure
(45% or 58 businesses) and housing (37% or 48 businesses).
The factors that received the highest number of FAIR ratings included workforce
availability (44% or 57 businesses) and workforce stability (43% or 56 businesses).
The factors that received the highest number of GOOD ratings included tourism (63% or
81 businesses) and chamber of commerce (46% or 58 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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


The factors that received the highest number of EXCELLENT ratings included cultural and
recreational amenities (44% or 57 businesses) and K-12 education (26% or 33 businesses).
The factors that received the highest number of NO OPINION ratings include the Business
Improvement Association (BIA) (74% or 67 businesses), and Technical training (35% or 43
businesses).

Figure 74: Rating of business climate factors

3%
Local Government

48%

28%

13%
9%

26%
K-12 education

3%
6%

21%

0%

21%

Housing
5%
4%
Economic Development

Cultural/Recreational
Amenities

44%

38%
37%

34%
32%

17%
13%

% Excellent
44%
42%

14%

1%
0%

% Fair
% Poor

18%
Community Futures

8%
6%

% No Opinion

39%
28%

2%

21%

Colleges/Universities

32%
25%
19%
20%

Chamber of Commerce

3%

0%
1%
0%

46%

15%
16%

9%
BIA

% Good

16%
74%

20%

40%

60%

80%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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5%

28%

Workforce Stability

43%

23%

2%
12%
Workforce Quality

43%
38%

6%

1%

6%

29%

Workforce Availability

44%

19%

2%

% Excellent
% Good
% Fair

22%
Tourism services

1%
1%

Technical Training

63%

7%

% No Opinion

8%
7%

1%

23%

10%

Local Tax Structure

34%
35%

28%

45%

16%
0%

% Poor

10%

20%

30%

40%

50%

60%

70%

Note: number of respondents varies per question
50% of respondents (61 businesses) felt that the business climate is better today than it was 5
years ago. Of the 11% that believe the climate is worse, the responses varied widely and include:
more competition, lack of business diversification, decline in tourism based events, forestry
downturn, and expensive commercial real estate. A complete list can be found in Appendix A.
Figure 75: Business climate today vs. 5 years ago

No opinion

19%

Worse today

11%

No change

20%

Better today

50%
0%

10%

20%

30%

40%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

50%

60%

39

Note: 122 respondents
76% of respondents (96 businesses) expect that the business climate will be better 5 years from
today. Just 2% (3 businesses) expect that it will be worse.
Figure 76: Business climate 5 years from today

No opinion
Will be worse
No change
Will be better

3%
2%
19%
76%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 127 respondents
Strengths and Weaknesses of Business Climate
179 responses were provided when 128 respondents were asked to list the community’s strengths
as a place to do business; the highest number of responses (21% or 27 responses) cited the strong
sense of community. 20% (25 businesses) indicated the lifestyle, and friendliness and customer
loyalty were both equally cited (13% or 17 businesses).
Figure 77: Community’s strengths as a place to do business

Strong sense of community
Lifestyle
Friendliness
Customer loyalty
Location
Recreational opportunities
Tourism
Social network
Small town
Industry diversity
Good demographics
Outdoor activities
Chamber of Commerce
Vibrant downtown
Low competition
Growth potential
Skilled workforce
Environment
Self reliant
Quality of life
Progressive
Great place to live

21%
20%
13%
13%
11%
9%
9%
9%
8%
4%
4%
3%
3%
2%
2%
2%
2%
2%
1%
1%
1%
1%
0%

5%

10%

15%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

20%

25%

40

Note: 128 respondents
210 responses were provided when respondents were asked to list the community’s weaknesses
as a place to do business; the highest number of responses (31% or 40 respondents) was received
for the location. The high cost of living (16% or 21 respondents) and the population (referring to
size, growth, and aging) (13% or 16 respondents) were also cited.
Figure 78: Community's weaknesses as a place to do business

Location
High cost of living
Population (size/growth/aging)
Tax structure
Shipping and Receiving costs
Poor road conditions
Zoning
Development Constraints…
Lack of local services
Access to skilled labour
Weather
Seasonality
Low average income
Internet access
Resistance to change
Transient population
Planning and development process
Cost of doing business
Competition
Divided community (industry vs. tourism)
0%

31%
16%
13%
12%
12%
11%
10%
9%
7%
6%
5%
5%
5%
5%
4%
3%
3%
3%
2%
1%
5%

10%

15%

20%

25%

30%

35%

Note: 128 respondents
Business Growth
90% of respondents (114 businesses) indicated that there are barriers to growth. The highest
number of respondents (23% or 26 businesses) stated that the isolated location is an important
barrier to growing the community’s economy. Other commonly cited barriers include low
population (22% and 24 businesses) and the development approval process (14% or 16
businesses).

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41

Figure 79: Barriers to growth in the community

Isolated location
Low population
Development approval process
Tax structure
Poor road conditions
Low income levels
Cost of living
Skilled labour
Seasonality
Internet access
Zoning
Shipping costs
Cost of doing business
Resistance to change
Affordable housing
Weather
Low economic diversification

23%
22%
14%
10%
9%
7%
7%
5%
5%
5%
4%
4%
4%
3%
3%
2%
2%
0%

5%

10%

15%

20%

25%

Note: 111 respondents
The following excerpts illustrate the barriers cited:
“Size of market for most companies.”
“Development fees for new buildings.”
“Seasonality - transient market opportunities and population make it difficult for many
businesses.”
“Population - number of people having babies affects market.”
“limited population and uninhabited surrounding area.”

78% of respondents (92 respondents) indicated that there were not suppliers that could locate in
the region, with only 22% (26 businesses) indicating that there were. Retail stores (17% or 4
businesses) and meats and dairy/fruits and vegetables, local artisans, data centre, courier service,
and building supplies were all cited by 9% or 2 businesses.

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Figure 80: Potential Suppliers

Retail stores

17%

Meats & Dairy / Fruits and Vegetables / Grains

9%

Local artisans

9%

Data center

9%

Courier service

9%

Building supplies

9%

Wine and cheese shop

4%

Wholesalers

4%

Tree nursery

4%

Skilled labour

4%

Local theatre

4%

Landscape architects

4%

Kentucky Fried Chicken

4%

High Tech Companies

4%

Freight company

4%

Federal agency or department

4%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%

Note: 23 respondents
68% of respondents (74 businesses) indicated that they do supply products or services to
companies located in the community or region.
Figure 81: Supply to local companies
No
Yes

32%
68%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 109 respondents
94% of respondents (116 businesses) indicated that there are sectors, businesses or industries that
could be attracted to the region. Technology business was the most frequently cited (23% or 27
respondents), with tourism (20% or 23 businesses), retail stores (16% or 18 businesses) and
manufacturing (13% or 15 businesses) being commonly cited.

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Figure 82: Sectors, businesses or industries that could be attracted to region

Technology businesses
Tourism
Retail stores
Manufacturing
Restaurants
Hospitality
Professional Services
Grocery stores
Green Businesses
Educational services
Mountain biking
Shipping companies
Commercial contractors
Arts & Culture
Recycling Services
Medium security penitentiary
Climbing gym
Airport services
Snow mobiling
Highway Service Centre
Golf Course
Dry Cleaner
Climbing Gym
Child Care services
Car wash
Car rental
Bio energy
Agriculture

23%
20%
16%
13%
8%
7%
4%
4%
4%
4%
3%
3%
3%
3%
2%
2%
2%
2%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%

5%

10%

15%

20%

25%

Note: 116 respondents

ASSESSMENT AND PLANS
Overall Health
The majority of businesses surveyed reported that their facility is in overall good health (64% or 84
businesses), 18% (24 businesses) reported that their company’s health is excellent, 15% (20
businesses) reported that it is fair, and 2% (3 businesses) indicated their company’s health was
poor.

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44

Figure 83: Facility’s overall health

Not applicable
Poor
Fair
Good
Excellent

1%
2%
15%
64%
18%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 132 respondents
Most businesses with a parent company indicated that the health of that parent company is either
good (26% or 19 businesses) or excellent (23% or 17 businesses).
Figure 84: Overall health of parent company
Not applicable
Fair
Good
Excellent

46%
5%
26%
23%
0%

10%

20%

30%

40%

50%

Note: 74 respondents
Attitude toward Community
53% of respondents (70 businesses) indicated that their local management’s attitude toward the
community is excellent and 40% (53 businesses) indicated that it is good.
Figure 85: Local management's attitude toward community

Poor

2%

Fair

5%

Good

40%

Excellent

53%
0%

10%

20%

30%

40%

50%

60%

Note: 132 respondents
The highest number of respondents (36% or 27 businesses) indicated that their parent company’s
attitude toward the local community is good.

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45

Figure 86: Parent company's attitude toward local community

Not applicable
Fair
Good
Excellent

43%
5%
36%
15%
0%

10%

20%

30%

40%

50%

Note: 74 respondents
Risk of Closing or Downsizing
Data indicates that the risk of Revelstoke businesses closing or downsizing is low. Only 4% (5
businesses) of respondents reported that they are at a high risk of closing in the next 1-3 years.
Figure 87: Risk of facility closing

Low
Moderate
High

87%
9%
4%
0%

20%

40%

60%

80%

100%

Note: 133 respondents
Similarly, the data indicates that the risk of downsizing is low, with only 2% (3 businesses)
indicating that risk is high.
Figure 88: Risk of facility downsizing
Low
Moderate
High

89%
9%
2%
0%

20%

40%

60%

80%

100%

Note: 131 respondents

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46

RECOMMENDATIONS
NEXT STEPS
The results of this survey can be used by organizations interested in economic development in the
City of Revelstoke and area 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 long-term 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, an ongoing 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 and support links to planning and action:
1. Continually communicate (through press, presentations, electronic media, etc.) with the
business community regarding actions and be clear that the actions are tied to the BRE
process.
2. Establish a task force or committee to continue building on the momentum of the BRE
report and ensure actions and next steps are taken and kept on track. Include follow-up
discussions with individual businesses (particularly to address red and green-flags).
Consider using the “Business Walk” survey as a tool to connect with businesses annually.
3. Host a business stakeholder forum to present findings, discuss common issues and
potential solutions.
4. Host a facilitated action planning session with economic development stakeholders and
industry representatives.
5. Based on results from the forums and action 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.
6. Establish a monitoring program to assess the impact of implementation efforts.

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47

POTENTIAL ACTION AREAS
Small to medium sized, locally owned businesses
The following data indicates that the predominant business typology is small to medium sized,
independently owned businesses: 72% of businesses surveyed indicate they do not have another
location, few indicated that they have a parent company, the majority of businesses employ less
than five employees, and 37% cite annual sales between $100,000 and $499,999. Actions to
support and encourage small and medium sized businesses would be most appropriate for this
target market and could include specific training targeted to the needs of small businesses,
providing shared services to small businesses such as payroll, human resources, employee
recruitment, bookkeeping, etc. Additional actions could include exploring existing supports
available from the provincial Small Business BC organisation, Tourism BC, or CBT’s Basin Business
Advisors Program.
Employment
Findings indicate that employees under the age of 25 and over the age of 50 are in the minority,
making up just 11% respectively of the essential workforce. Increasing involvement in the local
workforce for both of these age groups could be encouraged and could address the issues with
recruitment and retention that businesses indicate they have. Actions on this theme could involve
gaining a better understanding of the reasons for the low employment rate and would differ for
the different age groups. Possible actions for youth include: connecting local businesses with
youth employment programs (federally, provincially and/or through CBT), and connecting local
businesses with local schools and post-secondary institutions. Possible actions for people over 50
years of age, include raising the awareness of the benefits of hiring older workers, and exploring
the opportunities within the federal Targeted Initiative for Older Workers (TIOW) program. These
actions may assist in addressing the recruitment and retention challenges that businesses report
having.
In addition to the age of employees, the survey findings indicate that 31% of employees are
classed as ‘temporary’. Temporary employment can impose hidden costs on employers (higher
training costs, poorer levels of service etc.) and employees (anxiety from uncertainty, inability to
plan/save, etc.). While heavier reliance on ‘temporary’ employment may be unavoidable in resort
towns, it may be beneficial to discuss the causes and costs of temporary unemployment with the
business community. This would assist in better understanding of the costs and any potential
means of supporting both the business community and the local workforce.
Business Growth & Expansion
56% of businesses in the region report being in a growth cycle, and 48% indicate that they are
planning to expand within the next three years. The majority of those businesses planning to
expand feel their existing site is adequate, and the vast majority of expansion plans are expected
to occur within the community. Businesses also report that employment rates are stable, with
little change anticipated. Actions in this area could include supporting existing businesses as they
plan for local expansion/growth. Assistance could come in the form of connecting businesses with
resources to assist in expansion projects, such as CBT’s Basin Business Advisors Program. It is
worth noting that only 34% of businesses planning an expansion sought assistance from an

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

48

external organisation. This is an area where improvements could be made to have local resources
approach businesses proactively to understand barriers and work collaboratively towards
solutions. These potential actions and any others, should be designed to address the stated
barriers to expansion which include financing, lack of suitable premises, and local regulations.
Training
Businesses identified a need for training in the areas of safety/first aid/food safe, managerial
training, customer service, and computer skills. Findings indicate that 54% of businesses do have a
training budget, and that they have a preference for individual coaching sessions (54%),
online/webinar (51%) style formats, or classroom setting (49%). 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 local programming.
Awareness of the training opportunities currently available could also be promoted within the
Revelstoke business community.
Succession and Business Planning
Business and succession planning are critical to the health and longevity of businesses, yet only 8%
of respondents indicated that they have a formal succession plan and only 40% have an up-to-date
business plan. Findings 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, and a stated
preference for individual coaching, a one-on-one assistance program could result in greater overall
benefit by providing a higher level of support to businesses. Any future planning support initiatives
should be aggressively advertised to ensure uptake among local businesses, and may include
direct outreach to those businesses identified as part of the BRE survey.
Economic Stability & Diversification
The location, high cost of living and population demographics (7,139 according to 2011 census)
were cited most frequently by local businesses as the greatest weaknesses and its greatest barrier
to growth. While there is some support for local procurement, with 22% (23 businesses) indicating
they purchase a majority of their supplies from local sources, increasing the support for existing
businesses could improve business stability and address the challenges that a small population
base and remote location create. Actions could also include supporting businesses to expand to
virtual markets, and understanding what supplies are needed locally and finding ways of providing
those supplies locally.
Businesses related to the tourism industry (‘Retail and Wholesale Trade’, ‘Accommodation and
Food Services’ and ‘Arts, Entertainment and Recreation’) appear to be the main businesses
represented in the BRE survey. Respondents indicated that technology based businesses and
tourism related businesses could be attracted to the region. Actions to increase and support the
tourism industry could include continued collaboration between government and local tourism
agencies such as Destination British Columbia, Tourism Revelstoke, the Revelstoke Chamber of
Commerce, and local businesses. Increasing the technology sectors representation could involve
working with the Kootenay Association for Science and Technology (KAST) to understand how

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

49

Revelstoke can expand this sector. With most businesses expressing optimism for an improved
business climate over the next five years, there is much positive support and social capital to build
on the work already occurring in this area.

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APPENDIX A: DATA TABLES
COMPANY INFORMATION
Percent of
Question
Respondents

Figure 1: Industry Classification

NAICS

Retail and Wholesale Trade
Accommodation and Food Services
Arts, Entertainment and Recreation
Professional, Scientific and
Technical Services
Manufacturing
Construction
Health Care and Social Assistance
Finance and Insurance
Other Services
Information and Cultural Industries
Real Estate and Rental and Leasing
Administrative Support, Waste
Management and Remediation

41-45
72
71

27
19
15

20%
14%
11%

54

13

10%

31-33
23
62
52
81
51
53

12
10
8
7
6
5
4

9%
7%
6%
5%
4%
4%
3%

56

4

3%

11

3

2%

48-49
61

1
1
135

1%
1%
100%

Agriculture, forestry, fishing and
hunting
Transportation and Warehousing
Educational Services
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count

135
135
0
100%

Figure 2: Functions located at this
facility

Count

Engineering/RD
Manufacturing
Warehousing
Distribution
Headquarters
Services
Total
Survey Participants:

13
14
23
26
69
116
261
135

Percent of
Question
Respondents
11%
12%
19%
21%
57%
96%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

51

Question Respondents:
No Response Count:
Response Rate:

121
14
90%

Figure 3: Who are your primary
competitors?: Where are your
competitors located?

Count

Outside Canada
In Canada
In Province
None
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

10
12
119
4
145
135
132
3
98%

Percent of
Question
Respondents
8%
9%
90%
3%

Figure 4: What are the factors that
make your company successful
here?

Count

Percent of
Question
Respondents

Adaptability
Branding
Knowledgeable staff
Natural resources
Established business
Reputation
Competitive pricing
Knowledge
Hard work
Networking
Tourism
Customer loyalty
Diversified product / services
Customer service
Lack of competition
Niche product
Workforce / Staff
Community support
Demand for products and services
Location
Quality product / service

2
2
2
2
3
3
4
4
6
6
6
7
9
10
12
12
15
18
18
21
28

2%
2%
2%
2%
2%
2%
3%
3%
5%
5%
5%
5%
7%
8%
9%
9%
11%
14%
14%
16%
21%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 5: Why did you choose this
community to locate your business?
Business expansion
Connections to the community
Moved business when husband
relocated
Market growth
Experience in the business
Natural resources
Close to family
Great community
Already living here
Established business
Born and raised here
Bought an existing business
Location
Business opportunity
Lifestyle
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 6: Does this company have
another location elsewhere?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

190
135
131
4
97%

Count

Percent of
Question
Respondents

2
2

2%
2%

2

2%

4
5
6
7
7
10
13
16
18
18
23
35
168
135
132
3
98%

3%
4%
5%
5%
5%
8%
10%
12%
14%
14%
17%
27%

Count
36
93
129
135
129
6
96%

Percent of
Question
Respondents
28%
72%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 7: Does this company have
another location elsewhere?: If Yes,
where?

Count

Outside Canada
Elsewhere in nation
In Province
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:
Response Rate:

4
11
28
43
135
35
1
36
129
97%

Figure 8a: Location of company's
headquarters
Outside Canada
Elsewhere in nation
In Province
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 8b: Location of company's
headquarters: Province
AB
IL
MS
WA
ON
BC
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count
3
4
108
115
135
115
20
85%

Count
1
1
1
1
4
95
103
135
103
32
76%

Percent of
Question
Respondents
11%
31%
80%

Percent of
Question
Respondents
3%
3%
94%

Percent of
Question
Respondents
1%
1%
1%
1%
4%
92%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 8c: Location of company's
headquarters: Nation
United States
Canada
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 8d: Corporate headquarters
location, if different than local
location
Canada
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 9: Life cycle stage of firm’s
primary product/service
Declining
Emerging
Growing
Maturing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 10: How long has this facility
operated
<1 Year
1-4 Years
5-9 Years
10-19 Years

Count
3
115
118
135
118
17
87%

Count
13
13
135
13
122
10%

Count
7
12
74
40
133
135
133
2
99%

Percent of
Question
Respondents
3%
97%

Percent of
Question
Respondents
100%

Percent of
Question
Respondents
5%
9%
56%
30%

Count

Percent of
Question
Respondents

7
24
32
25

5%
19%
25%
20%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

55

>20 Years
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 11a: What is this company's
ownership status?
Publicly owned
Privately owned
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 11b: What is this company's
legal status?
Limited liability partnership (LLP)
Non-profit
Partnership
Sole proprietorship
Corporation
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 11c: What is this company’s
legal status?: If Other, please specify
Family Trust
Federally Incorporated Not-forProfit
Cooperative
Total

40
128
135
128
7
95%

Count
11
120
131
135
131
4
97%

Count
4
7
10
36
73
4
134
135
134
1
99%

31%

Percent of
Question
Respondents
8%
92%

Percent of
Question
Respondents
3%
5%
7%
27%
54%
3%

Count

Percent of
Question
Respondents

1

0.75%

1

0.75%

2
4

1.49%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Survey Participants:
Question Respondents:
No Response Count:
Parent Question ‘Other’
Respondents:
Parent Question Respondents:
Response Rate:

Figure 12a: Has the local facility
changed owners or managers in the
past 5 years?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

135
4
0
4
134
100%

Count
35
98
133
135
133
2
99%

Figure 12b: If Yes, describe the local
impact of the change

Count

Negative
Neutral
Positive
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:
Response Rate:

1
6
26
33
135
33
2
35
133
94%

Figure 13a: Is an ownership change
pending for this facility?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:

Count
16
107
123
135
123
12

Percent of
Question
Respondents
26%
74%

Percent of
Question
Respondents
3%
18%
79%

Percent of
Question
Respondents
13%
87%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Response Rate:

Figure 13b: If Yes, what is the
anticipated time frame
1 year or less
2 years
3 years or more
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:
Response Rate:

Figure 14a: If Yes, how do you
intend to exit the business?
Close the business down
Sell to another company
Sell/transfer to a family member
Sell/transfer to a non-family
member
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:
Response Rate:

Figure 14b: If Yes, how do you
intend to exit the business?: If other,
please explain
Clinic Manager Change
Loss of partner
Transfer to other management
Total

91%

Count
4
3
6
13
135
13
3
16
123
81%

Percent of
Question
Respondents
31%
23%
46%

Count

Percent of
Question
Respondents

1
1
3

8%
8%
25%

5

42%

2
12
135
12
4
16
123
75%

17%

Count
1
1
1
3

Percent of
Question
Respondents
8%
8%
8%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question Respondents:
Response Rate:

Figure 15a: Have you identified a
successor to your business?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 15b: Is there a formal
succession plan?
Yes
No
Not applicable
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 15c: If Yes, have you been
assisted in preparation of a
succession plan?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:

135
3
0
2
12
75%

Count
10
116
126
135
126
9
93%

Count
10
105
10
125
135
125
10
93%

Count
4
2
6
135
6
4
10
125

Percent of
Question
Respondents
8%
92%

Percent of
Question
Respondents
8%
84%
8%

Percent of
Question
Respondents
67%
33%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Response Rate:

60%

Figure 15d: If Yes, by whom

Count

Banker
Lawyer
Accountant
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Parent Question Respondents:
Response Rate:

1
1
2
4
135
4
0
4
6
100%

Figure 15e: If Yes, by whom: If other,
please explain
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:

Count

Percent of
Question
Respondents
25%
25%
50%

Percent of
Question
Respondents

0
135
0
0
0

Figure 16: Does this firm have a
current written business plan?

Count

Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

54
81
135
135
135
0
100%

Percent of
Question
Respondents
40%
60%

LOCAL WORKFORCE

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

60

Figure 17a: Total number
of employees at this
facility*: Total employees

Count

Less than 5
5 -9
10 -19
20-49
50-99
Over 100
Total
Total employees:
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

59
35
19
13
7
2
135
2081
135
135
0
100%

Figure 17b: Number of
Full-Time Employees
Less than 5
5-0
10 -19
20-49
50-99
Over 100
Total
Total full-time employees:
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 17c: Total number
of employees at this
facility*: Part-time
employees
Less than 5
5-9
10 - 19
20-49
Total
Total part-time
employees:

Count
92
22
8
9
2
2
135
1059
135
135
0
100%

Count
115
7
7
4
133

Percent of Question
Respondents
44%
26%
14%
10%
5%
1%

Percent of Question
Respondents
68%
16%
6%
7%
1%
1%

Percent of Question
Respondents
86%
5%
5%
3%

368

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 17d: Total number
of employees at this
facility*: Temporary
employees
Less than 5
9-May
19-Oct
20-49
50-99
Over 100
Total
Total temporary
employees:
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 18: Nature of
Employment
Full Time
Part Time
Temporary
Total
Survey Participants:
Question Respondents:
Response Rate:
Figure 19: Historical
employment trend
Declining
Staying the same
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

135
133
2
99%

Count
108
12
9
2
1
1
133

Percent of Question
Respondents
81%
9%
7%
2%
1%
1%

654
135
133
2
99%
Count
1059
368
654
2081
135
135
100.00%
Count
13
68
38
119
135
119
16
88%

Percent of Question
Respondents
51%
18%
31%

Percent of Question
Respondents
11%
57%
32%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 20a: How did the
number of staff change, if
at all, in the last 3 years?:
Full time
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20b: How did the
number of staff change, if
at all, in the last 3 years?:
Part time
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20c: How did the
number of staff change, if
at all, in the last 3 years?:
Casual
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 21a: Projected
number of employees at
this facility in three
years*
Less than 5

Count
27
90
7
124
135
124
11
92%

Count
32
83
8
123
135
123
12
91%

Count
12
97
5
114

Percent of Question
Respondents
22%
73%
6%

Percent of Question
Respondents
26.02%
67.48%
6.50%

Percent of Question
Respondents
11%
85%
4%

135
114
21
84%

Count
48

Percent of Question
Respondents
36%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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5-9
10 - 19
20-49
50-99
Over 100
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 21b: Projected
number of employees at
this facility in one year*
Less than 5
9-May
19-Oct
20-49
50-99
Over 100
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 21c: How do you
expect the number of
staff to change, if at all
over the next 3 years?:
Casual
Increased
Stayed the same
Decreased
Total

38
26
14
7
2
135
135
135
0
100%

Count
55
36
21
14
7
2
135
135
135
0
100%

Count

18
89
3
110

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

135
110
25
81%

Figure 21b: How do you
expect the number of
staff to change, if at all
over the next 3 years?:

Count

28%
19%
10%
5%
1%

Percent of Question
Respondents
40.74%
26.67%
15.56%
10.37%
5.19%
1.48%

Percent of Question
Respondents
16%
81%
3%

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Part time

Increased
Stayed the same
Decreased
Total

42
70
7
119

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

135
119
16
88%

Figure 21a: How do you
expect the number of
staff to change, if at all
over the next 3 years?:
Full time
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 22: Describe the
majority of essential
personnel at this location

Count

43
76
5
124
135
124
11
92%

Count

Less than 25
26 - 34
35 - 49
50 or older
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

12
42
48
12
114
135
114
21
84%

Figure 23a: Describe the
wage scale here
compared to all other
firms locally

Count

35%
59%
6%

Percent of Question
Respondents
35%
61%
4%

Percent of Question
Respondents
11%
37%
42%
11%

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Lower than
Same as
Greater than
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23b: Average
hourly wage:
Skilled/Professional
Under $10
$10-$12.99
$15-$19.99
$20-$29.99
$30-49.99
$50-$99
$100 or more
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23c: Average
hourly wage: Semi-skilled
Under $10
$10-$12.99
$13-$14.99
$15-$19.99
$20-$29.99
$30-49.99
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23d: Average
hourly wage: Entry-level
$10-$12.99
$13-$14.99

12
47
30
89

13%
53%
34%

135
89
46
66%

Count
1
2
21
26
11
9
1
71
135
71
64
53%
Count
1
6
15
22
21
4
69
135
69
66
51%
Count
30
12

Percent of Question
Respondents
1%
3%
30%
37%
15%
13%
1%

Percent of Question
Respondents
1%
9%
22%
32%
30%
6%

Percent of Question
Respondents
53%
21%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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$15-$19.99
$20-$29.99
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 24: Is the number
of unfilled positions
Stable
Decreasing
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 25: Where does
the company attract the
majority of its workers
from?
Nationally
Internationally
Provincially
Locally
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 26a: Recruitment
and retention challenges
Retention challenges
Recruitment challenges

Figure 26b: Is employee
retention a problem?
Yes
No
Total

13
2
57
135
57
78
42%
Count
71
3
10
84
135
84
51
62%

Count

23%
4%

Percent of Question
Respondents
85%
4%
12%

Percent of Question
Respondents

4
7
10
108
129
135
129
6
96%
Count
40
48

Count
40
85
125

3%
5%
8%
84%

Percent
32%
39%

Percent of Question
Respondents
32%
68%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 27a: Is the
company experiencing
recruitment problems
with any employee
positions or skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 27b: Is the
company experiencing
recruitment problems
with any employee
positions or skills?: If Yes,
in which category(s)?
General Laborer
Machine Operators
Mechanics
Prof/Info
Tech/Programming
Professional/Other
Administrative/Clerical
Construction/Contractors
Healthcare Professionals
Material/Fabricators
Professional/Technical
Sales/Service
CDL Drivers
Maintenance
Hospitality Service
Food/Beverage Service
Sales/Retail
Other
Total
Survey Participants:

135
125
10
93%

Count

48
79
127
135
127
8
94%

Count

Percent of Question
Respondents
37.80%
62.20%

Percent of Question
Respondents

1
1
1

2%
2%
2%

1

2%

1
2
2
2
2
2
2
3
3
4
6
6
22
61
135

2%
4%
4%
4%
4%
4%
4%
7%
7%
9%
13%
13%
49%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 27c: Is the
company experiencing
recruitment problems
with any employee
positions or skills?: Other
(specify job roles/titles)
Aerial maintenance
workers
Arborists
Auto Body Refinishers
Childcare workers
Embalmer/Funeral
director
Estheticians
Gymnastics Coaches
Hair Stylists
Hearing Instrument
Practitioners
Herbalist
Hook Tenders
Jewelers
Marketing professionals
Plumbers
Welders
Yoga Instructors
Cooks / Bakers / Butchers
Students
Managers
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:

45
3
48
127
94%

Count

Percent of Question
Respondents

1

2%

1
1
1

2%
2%
2%

1

2%

1
1
1

2%
2%
2%

1

2%

1
1
1
1
1
1
1
2
2
3
23
135
22
0

2%
2%
2%
2%
2%
2%
2%
4%
4%
7%

22
45

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Response Rate:
Figure 28a: Do you
anticipate future
recruiting difficulties i.e.
3-5 year?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 28b: Do you
anticipate future
recruiting difficulties i.e.
3-5 year? : If Yes, in what
area(s)?
Construction/Contractors
Hospitality Service
Machine Operators
Material/Fabricators
Mechanics
Professional/Technical
Maintenance
Sales/Service
Food/Beverage Service
Sales/Retail
General Laborer
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 28c: Do you
anticipate future
recruiting difficulties i.e.
3-5 year? : Other (specify

100%

Count
47
74
121
135
121
14
90%

Count

1
1
1
1
1
1
2
2
3
3
6
13
35
135
28
19

Percent of Question
Respondents
39%
61%

Percent of Question
Respondents
4%
4%
4%
4%
4%
4%
7%
7%
11%
11%
21%
46%

47
121
60%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

70

job roles/titles)

Arborists
Diesel Technicians
Dishwashers
Estheticians
Gymnastics Coaches
Hook Tenders
Legal Assistants
Managers
Marketing professionals
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 29a: Is there
anything we can do to
help overcome issues
with employee
recruitment?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 29b: Is there
anything we can do to
help overcome issues
with employee
recruitment?: If Yes,
please explain
Apprenticeship resources
and grants
Attract talented people

1
1
1
1
1
1
1
1
1
9
135
13
0

4%
4%
4%
4%
4%
4%
4%
4%
4%

13
28
100%

Count

42
69
111
135
111
24
82%

Count

Percent of Question
Respondents
38%
62%

Percent of Question
Respondents

1

2%

1

2%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

71

Business education
Develop a multi-skilled
workforce

1

2%

1

2%

Eliminate seasonal peaks
and valleys

1

2%

Employment center
should provide more
resources for employers

1

2%

Encourage leadership and
funding

1

2%

Encourage trades in high
school

1

2%

Help find qualified sales
and service staff

1

2%

Improve visitor and
business information
centers

1

2%

1

2%

1

2%

1

2%

Provide a good
connection to universities
and summer students

1

2%

Seminars

1

2%

Sharing of resources and
employees between
business

1

2%

Support existing
businesses

1

2%

Support staff and short
term employment during
shoulder seasons

1

2%

1

2%

1

2%

2

5%

Compensate small
businesses with student
grant programs

2

5%

Establish a job bank

2

5%

Mentorship Program
Offer both summer and
winter job opportunities
Offer short courses

Tie industry/business
schools
Work terms for students
Closer relationship with
workBC

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Help with foreign worker
program
Incentives for small
businesses to hire
Job fairs
Lower business taxes
Provide accommodation
for seasonal staff
Subsidized student works
programs
Provide training support
Support affordable
housing
Better job advertising
Bring cost of living down
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 30a: Percent of
workforce:
Skilled/Professional
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 30b: Percent of
workforce: Semi-skilled
less than 25%
25 to 49%
50 to 74%
75 to 100%

2

5%

2

5%

2
2

5%
5%

2

5%

2

5%

3

7%

4

10%

5
6
56
135
41
1

12%
15%

42
111
98%

Count
32
31
23
44
130
135
130
5
96%
Count
61
36
19
14

Percent of Question
Respondents
25%
24%
18%
34%

Percent of Question
Respondents
47%
28%
15%
11%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 30c: Percent of
workforce: Entry-level
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 30d: Skill Level of
Majority of Workforce
Skilled/Professional
Semi-skilled
Entry-level
Total
Survey Participants:
Question Respondents:
Response Rate:
Figure 31a: Does the
company provide a
training budget in order
to upgrade employee's
skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 31b: Does the
company offer in-house
training?
Yes

130
135
130
5
96%
Count
83
17
25
5
130
135
130
5
96%
Count
53
23
19
95
135
130
96.30%

Count

59
70
129
135
129
6
96%

Count
107

Percent of Question
Respondents
63.85%
13.08%
19.23%
3.85%

Percent of Question
Respondents
41%
18%
15%

Percent of Question
Respondents
46%
54%

Percent of Question
Respondents
83%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 31c: Does the
company use Contracted
Training?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 32: Are you aware
of any anticipated trends,
technologies, significant
changes that will be
occurring in your industry
that will require new
skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 33a: Are there any
areas of training or
professional development
that would be of benefit
to you or your
employees?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:

22
129
135
129
6
96%

Count
46
78
124
135
124
11
92%

Count

68
50
118
135
118
17
87%

Count

88
34
122
135
122
13

17%

Percent of Question
Respondents
37%
63%

Percent of Question
Respondents

58%
42%

Percent of Question
Respondents

72%
28%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Response Rate:
Figure 33b: Are there any
areas of training or
professional development
that would be of benefit
to you or your
employees?: If Yes, what
are they?
Apprenticeship
Arborist training
Barista
Bidding processes
Bike Mechanics
Boot fitting
Cable systems repair
Certification
Communications
Community planning
Counsellor
Early Childhood Education
Emerging technologies
Grant writing
Graphic design
Herbalist training
Industrial equipment
operations
Mechanical skills
Multi-skills training
Office skills
Plumbing
Professional development
RFP design
Skilled trades
Theatre Technical Skills
Web site design
Wood working courses
Cooking skills
Professional driver
training
Accounting/Bookkeeping
Product / Business
knowledge
Business management

90%

Count

Percent of Question
Respondents

1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1

1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%

1

1%

1
1
1
1
1
1
1
1
1
1
2

1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
2%

3

3%

6

7%

6

7%

7

8%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Sales/Marketing
Computer skills
Customer service
Managerial training
Safety/First Aid/Food
Safe
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 34: What new
training might you need
to consider in the next
five years?
Aluminum body repairs
Avalanche safety training
Brain mapping
Building Certification
Climate change
Customer service
Data analytics
Early Childhood Education
Fiber optics
Financial training
Health and Safety
Lean manufacturing
Management training
Marketing
Mechanical and electrical
training
Not sure
Project Management
Resource management
Snow bike maintenance
and repairs
Strategic planning
Technical Theatre
production

7
8
8
11

8%
9%
9%
13%

17

20%

102
135
86
2
88
122
98%

Count

Percent of Question
Respondents

1
1
1
1
1
1
1
1
1
1
1
1
1
1

1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%

1

1%

1
1
1

1%
1%
1%

1

1%

1

1%

1

1%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Theatre equipment
technical training
Food Safe
GIS training
Government regulations
Legal framework and
regulations
Online marketing
Online payment systems
Point of sales systems
training
Automation / Robotics
Product training
Emerging industry
practices
Emerging technologies
Computer and technology
training
None
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

1

1%

2
2
2

2%
2%
2%

2

2%

2
2

2%
2%

2

2%

4
4

5%
5%

8

10%

8

10%

16

20%

8
84
135
82
53
61%

10%

Figure 35a: What modes
of education/training
work best for you?

Count

Classroom
Online/ Webinar training
Individual coaching
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

53
56
59
14
182
135
109
26
81%

Figure 35b: What modes
of education/training
work best for you?: Other
Name
Canadian Avalanche
Training

Count

1

Percent of Question
Respondents
49%
51%
54%
13%

Percent of Question
Respondents
1%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Certification Challenge
Courses
Construction
Certifications
National Coaching
Programs
Peer to Peer
Technical training
sessions
In-house / Hands on /
Workshop
Trade shows /
Conferences
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 36: When your
staff attend
training/certification,
where do they usually
access the training?
United States
Rest of Canada
British Columbia
Regional
Local
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Union status
Yes
No
Not applicable
Total

1

1%

1

1%

1

1%

1

1%

1

1%

3

3%

4

4%

13
135
13
1
14
109
93%

Count

7
17
24
36
52
136
135
84
51
62%
Count
2
128
1
131

Percent of Question
Respondents
8%
20%
29%
43%
62%

Percent of Question
Respondents
2%
98%
1%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

135
131
4
97%

SALES
Figure 37: Annual sales
at this facility (optional)
Under $25,000
$49,999 to $25,000
$99,999 to $50,000
$499,999 to $100,000
$999,999 to $500,000
$4.9 million to 1 million
$9.9 million to 5 million
$19.9 million to 10
million
$50 million to 20 million
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count

Percent of
Question
Respondents

2
10
11
35
14
13
6

2%
11%
12%
37%
15%
14%
6%

2

2%

2
95
135
95
40
70%

2%

Figure 38: Is the market
for your product

Count

Stable
Decreasing
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

51
6
78
135
135
135
0
100%

Figure 39: Is the market
share (compared to your
competitors) of your
company's products

Count

Percent of
Question
Respondents
38%
4%
58%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

80

Stable
Decreasing
Increasing
Total

48
10
55
113

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

135
113
22
84%

Figure 40: What is the
projected sales growth
in the next year at this
business?

Count

Declining
0%
1 - 9%
10 - 24%
25 - 49%
50 - 99%
Over 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

3
18
52
27
12
4
8
124
135
124
11
92%

Figure 41: Historical
sales trend: At this
business (past five
years)
Declining
Staying the same
Increasing
Not applicable
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count
11
26
86
5
128
135
128
7
95%

42%
9%
49%

Percent of
Question
Respondents
2%
15%
42%
22%
10%
3%
6%

Percent of
Question
Respondents
9%
20%
67%
4%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Figure 42: Historical
sales trend: At the
parent company

Count

Declining
Staying the same
Increasing
Not applicable
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

1
12
33
30
76
135
76
59
56%

Figure 43: Historical
sales trend: Within the
industry

Count

Declining
Staying the same
Increasing
Not applicable
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

13
26
71
5
115
135
115
20
85%

Figure 44: Historical
export sales trend

Count

Increasing
Not applicable
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

3
94
97
135
97
38
72%

Figure 45a: Please
identify the source of
your sales by
percentage:
International

Count

Percent of
Question
Respondents
1%
16%
43%
39%

Percent of
Question
Respondents
11%
23%
62%
4%

Percent of
Question
Respondents
3%
97%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
60-69%
90-99%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

72
17
16
5
5
6
2
1
2
126
135
126
9
93%

Figure 45b: Please
identify the source of
your sales by
percentage: United
States

Count

0%
1-9%
10-19%
20-29%
40-49%
50-59%
60-69%
80-89%
90-99%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

83
25
9
4
1
1
1
1
1
126
135
126
9
93%

Figure 45c: Please
identify the source of
your sales by
percentage: National
0%
1-9%
10-19%

57.14%
13.49%
12.70%
3.97%
3.97%
4.76%
1.59%
0.79%
1.59%

Percent of
Question
Respondents
65.87%
19.84%
7.14%
3.17%
0.79%
0.79%
0.79%
0.79%
0.79%

Count

Percent of
Question
Respondents

54
19
21

42.86%
15.08%
16.67%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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20-29%
30-39%
40-49%
50-59%
60-69%
70-79%
80-89%
90-99%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

13
7
5
2
1
1
1
2
126
135
126
9
93%

Figure 45d: Please
identify the source of
your sales by
percentage: Provincial

Count

0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
80-89%
90-99%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

42
24
24
20
6
3
2
2
3
126
135
126
9
93%

Figure 45e: Please
identify the source of
your sales by
percentage: Local /
Regional
0%
1-9%
10-19%
20-29%

10.32%
5.56%
3.97%
1.59%
0.79%
0.79%
0.79%
1.59%

Percent of
Question
Respondents
33.33%
19.05%
19.05%
15.87%
4.76%
2.38%
1.59%
1.59%
2.38%

Count

Percent of
Question
Respondents

12
9
8
4

9.52%
7.14%
6.35%
3.17%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

84

30-39%
40-49%
50-59%
60-69%
70-79%
80-89%
90-99%
100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

3
4
12
5
12
9
25
23
126
135
126
9
93%

Figure 45f: Source of
Majority of Sales

Count

Local
Provincial
National
United States
International
Total
Survey Respondents: 80

76
5
6
3
3
93

Figure 46: International
trade status

Count

Export
Import
None
Not applicable
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

4
10
56
42
112
135
104
31
77%

2.38%
3.17%
9.52%
3.97%
9.52%
7.14%
19.84%
18.25%

Percent of
Question
Respondents
60%
4%
5%
2%
2%

Percent of
Question
Respondents
4%
10%
54%
40%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

85

Figure 47a: Please
identify the source of
your supplies by
percentage: Local /
Regional

Count

0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
60-69%
70-79%
80-89%
90-99%
100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

49
8
11
7
3
2
4
2
3
3
5
10
107
135
107
28
79%

Figure 47b: Please
identify the source of
your supplies by
percentage: Provincial

Count

0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
60-69%
70-79%
80-89%
90-99%
100%
Total
Survey Participants:
Question Respondents:

36
2
8
10
5
7
3
4
4
8
7
13
107
135
107

Percent of
Question
Respondents
46%
7%
10%
7%
3%
2%
4%
2%
3%
3%
5%
9.35%

Percent of
Question
Respondents
33.64%
1.87%
7.48%
9.35%
4.67%
6.54%
2.80%
3.74%
3.74%
7.48%
6.54%
12.15%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

86

No Response Count:
Response Rate:

28
79%

Figure 47c: Please
identify the source of
your supplies by
percentage: National

Count

0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
60-69%
70-79%
80-89%
90-99%
100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

49
6
9
9
5
3
7
2
4
2
2
9
107
135
107
28
79%

Figure 47d: Please
identify the source of
your supplies by
percentage: United
States

Count

0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
70-79%
80-89%
Total
Survey Participants:
Question Respondents:

81
4
8
5
1
1
5
1
1
107
135
107

Percent of
Question
Respondents
45.79%
5.61%
8.41%
8.41%
4.67%
2.80%
6.54%
1.87%
3.74%
1.87%
1.87%
8.41%

Percent of
Question
Respondents
75.70%
3.74%
7.48%
4.67%
0.93%
0.93%
4.67%
0.93%
0.93%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

87

No Response Count:
Response Rate:

28
79%

Figure 47e: Please
identify the source of
your supplies by
percentage:
International

Count

0%
1-9%
10-19%
20-29%
30-39%
70-79%
80-89%
90-99%
100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

90
4
4
3
1
1
1
2
1
107
135
107
28
79%

Figure 47f: Source of
Majority of Supplies

Local
Provincial
National
United States
International
Total
Figure 48: Do you supply
your products or
services to any company
in the community or
region?
Yes
No
Total
Survey Participants:

Count

23
36
19
2
5
85

Count

74
35
109
135

Percent of
Question
Respondents
84.11%
3.74%
3.74%
2.80%
0.93%
0.93%
0.93%
1.87%
0.93%

Percent of
Question
Respondents
22%
34%
18%
2%
5%

Percent of
Question
Respondents
67.89%
32.11%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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Question Respondents:
No Response Count:
Response Rate:

109
26
81%

FACILITIES AND EQUIPMENT
Figure 49: What is the
square footage of
your current facility?:
sq./ft.
less than 1,000 sq. ft.
1,000-4,999 sq. ft.
5,000-9,999 sq. ft.
10,000-19,999 sq. ft.
20,000 sq. ft. or more
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 50: Condition
of facility
Excellent
Good
Fair
Poor
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 51: Condition
of equipment

Excellent
Good

Count
30
56
11
6
9
112
135

Percent of
Question
Respondents
27%
50%
10%
5%
8%

112
23
83%

Count
31
63
29
1
124
135

Percent of
Question
Respondents
25%
51%
23%
1%

124
11
92%

Count

Percent of
Question
Respondents

50
63

39%
49%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

89

Fair
Poor
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 52a: Status of
facility
Owned
Leased
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 53: Status of
facility: If Leased,
what is the length of
term remaining
<1 Year
1 - 2 Years
3 - 5 Years
> 5 Years
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question
'Leased' Respondents:
Parent Question
Respondents:
Response Rate:

15
1
129
135

12%
1%

129
6
96%

Count
47
81
128
135

Percent of
Question
Respondents
37%
63%

128
7
95%

Count

28
2
7
5
42
135

Percent of
Question
Respondents
67%
5%
17%
12%

42
39
81
128
52%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

90

Figure 54a: Are you
planning on renewing
current lease?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:
Figure 54b: Are you
planning on renewing
current lease?: If No,
why not
Business expanding
Business for sale
Landlord issues
Not sure
Seeking larger
building
Purchasing a facility
Moving to new
location
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'No'
Respondents:
Parent Question
Respondents:
Response Rate:

Figure 54c: Do you
have a preference of
lease vs own?
Lease

Count

54
16
70
135

Percent of
Question
Respondents
77%
23%

70
65
52%

Count

Percent of
Question
Respondents

1
1
1
1

8.33%
8.33%
8.33%
8.33%

1

8.33%

3

25.00%

4

33.33%

12
135
12
4
16
70
75%

Count

Percent of
Question
Respondents

37

38.14%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

91

Own
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 55: Historical
investment trends:
Over past 18 months
in the facility
Declining
Staying the same
Increasing
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 56a: Are there
any local expansion
plans in the next 12 18 months?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 56b: Does the
company plan to
expand in the next
three years?
Yes
No
Total

60
97
135

61.86%

97
38
72%

Count

6
52
44
102
135

Percent of
Question
Respondents
6%
51%
43%

102
33
76%

Count

46
82
128
135

Percent of
Question
Respondents
36%
64%

128
7
95%

Count

62
67
129

Percent of
Question
Respondents
48%
52%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

92

Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:
Figure 57: Is there
room for expansion at
this site?
Yes
No
Maybe
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:
Figure 58: Does the
company plan to
expand in the next
three years?: Is your
current site adequate
for the proposed
expansion?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 59a: Does the
company plan to
expand in the next
three years?: Will it
be in this community?

135
129
6
96%

Count
60
50
16
126
135

Percent of
Question
Respondents
48%
40%
13%

126
9
93%

Count

40
20
60
135

Percent of
Question
Respondents

67%
33%

60
2
62
129
97%

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

93

Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 59b: Does the
company plan to
expand in the next
three years?:
Estimated timeframe
for expansion
< 1 Year
1-3 Years
> 3 Years
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 60: Does the
company plan to
expand in the next
three years?:
Estimated total
investment
Less than $25,000
$25,000-$99,999
$100,000-$499,999
$500,000-$999,999
$1-$4.9 million
Total
Survey Participants:

58
2
60
135

97%
3%

60
2
62
129
97%

Count

14
24
12
50
135

Percent of
Question
Respondents
28%
48%
24%

50
12
62
129
81%

Count

11
7
12
1
5
36
135

Percent of
Question
Respondents
31%
19%
33%
3%
14%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

94

Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 61: Does the
company plan to
expand in the next
three years?:
Approximate
percentage
equipment/technology
0%
Under 50%
50 to 99%
100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 62: Does the
company plan to
expand in the next
three years?:
Approximate
percentage real
estate
Under 50%
50 to 99%
100%
Total
Survey Participants:
Question
Respondents:
No Response Count:

36
26
62
129
58%

Count

1
14
6
11
32
135
32
30

Percent of
Question
Respondents

3%
44%
19%
34%

62
129
52%

Count

3
16
8
27
135

Percent of
Question
Respondents

11%
59%
30%

27
35

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

95

Parent Question 'Yes'
Respondents:

62

Parent Question
129
Respondents:
Response Rate:
44%
Total
37
Respondents planning to expand: 37
Figure 63: Does the
company plan to
expand in the next
three years?:
Estimated facility size
increase (sq./ft.)
Less than 1,000 sq. ft.
1,000 to 4,999 sq. ft.
5,000-9,999 sq. ft.
10,000-19,999 sq. ft.
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

Figure 64: Have there
been any recent
facility upgrades?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Count

8
10
3
2
23
135

100%

Percent of
Question
Respondents
35%
43%
13%
9%

23
39
62
129
37%

Count

77
45
122
135

Percent of
Question
Respondents
63%
37%

122
13
90%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

96

Figure 64: Have there
been any recent
facility upgrades? If
Yes, when?: Month
scale
3
6
12
18
24
36
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 65a: Planning
any upgrades to the
facility?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 65b: Planning
any upgrades to the
facility? If Yes,
when?: Month scale
3
6
12
18

Count

12
19
18
8
9
10
76
135

Percent of
Question
Respondents
15.79%
25.00%
23.68%
10.53%
11.84%
13.16%

76
1
77
122
99%

Count
54
63
117
135

Percent of
Question
Respondents
46%
54%

117
18
87%

Count

Percent of
Question
Respondents

15
15
11
1

29%
29%
21%
2%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

97

24
36
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 66a: If No,
are there any
barriers to
upgrading you wish
to identify?
Business capacity
Change in
ownership
Infrastructure
limitations
Lack of suitable
premises
Permits
Taxes
Water supply
Zoning bylaws
Affordable
commercial space
Building code
restrictions
Lease issues
Financing
None
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'No'
Respondents:

9
1
52
135

17%
2%

52
2
54
117
96%

Count

Percent of
Question
Respondents

1

4.76%

1

4.76%

1

4.76%

1

4.76%

1
1
1
1

4.76%
4.76%
4.76%
4.76%

2

9.52%

2

9.52%

3
5
4
24
135

14.29%
23.81%
19.05%

21
42
63

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

98

Parent Question
Respondents:
Response Rate:
Figure 66b: What, if
any, are the major
constraints on your
expansion? (Please
check all that are
applicable)
Energy reliability
Warehousing
Roads
Energy costs
Identifying and
accessing new
markets
Other (please
specify):
Problems with DAs
Broadband access
Transport/freight
Lack of skilled staff
Local regulations e.g.
zoning
Lack of suitable
premises
Finance
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Figure 66c: What, if
any, are the major
constraints on your
expansion? (Please
check all that are
applicable): Other
(please specify)

117
33%

Count

Percent of
Question
Respondents

3
3
5
6

3%
3%
6%
7%

7

8%

9

10%

9
10
10
13

10%
12%
12%
15%

14

16%

16

19%

32
137
135

37%

86
0
62
129

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

99

Demand for service /
product
Experience and
dedication
Lack of suitable
airport
Landlord Issues
Language
Organizational
Capacity
Personal Preference
Retirement
Skilled labour supply
Staffing
Water
Lack of Suitable
Premises
Time
Total
Survey Participants:
Question
Respondents:
No Response Count:
Figure 67a: Have you
approached anybody in
local/provincial/federal
government or
business development
organizations to
discuss your expansion
plans?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 67b: If Yes,
which have you
approached?

1

7%

1

7%

1

7%

1
1

7%
7%

1

7%

1
1
1
1
1

7%
7%
7%
7%
7%

2

14%

2
15
135

14%

14
1

Count

26
50
76
135
76
59
56%

Count

Percent of
Question
Respondents

34%
66%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

100

BC Ministry
responsible for
Economic
Development
Local Council
Community Futures
Local Economic
Development Office
Other (please
specify):
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 67c: If Yes,
which have you
approached?: Other
(please specify)
BC Transportation
Banks / Credit unions
MLA
Okanagan College
Province of British
Columbia
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question
'Other' Respondents:
Parent Question
Respondents:
Response Rate:

3

19%

3
5

19%
31%

5

31%

7

44%

23
135
16
10
26
76
62%

Count

Percent of
Question
Respondents

1
1
1
1

6.25%
6.25%
6.25%
6.25%

2

12.50%

6
135
6
1
7
16
86%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

101

Figure 68: Are you
aware of BC Hydro
Power Smart
resources that are
available to you?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Count

77
31
108
135

Percent of
Question
Respondents
71%
29%

108
27
80%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

102

GOVERNMENT SERVICES
Figure 69a: Government
Services

Not
Applicable

Access to Port Facilities
Access to US Border
Access to airport facilities
Access to highway/ roads
Access to markets
Access to suppliers
Availability of appropriately
zoned land

97
78
56
5
5
11

% Not
Applicabl
e
84%
64%
44%
4%
4%
9%

61

Availability of buildings for
lease or purchase
Availability of rail transport
Availability of road transport
services
Availability of warehousing
Development approval
process
Disposal of waste material
Inspections /licensing
Recycling
Telecommunications (internet,
cell)
Water and sewerage supply
Survey Participants:

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

% Excellent

Respondents

8
17
43
21
9
24

7%
14%
34%
16%
7%
19%

6
10
11
33
31
36

5%
8%
9%
25%
24%
28%

4
15
13
55
67
45

3%
12%
10%
42%
52%
35%

0
2
3
16
18
13

0%
2%
2%
12%
14%
10%

115
122
126
130
130
129

53%

15

13%

21

18%

18

16%

0

0%

115

44

37%

20

17%

29

24%

26

22%

1

1%

120

99

80%

14

11%

3

2%

6

5%

1

1%

123

9

7%

17

13%

41

32%

50

39%

11

9%

128

85

68%

11

9%

9

7%

18

14%

2

2%

125

56

48%

17

15%

25

21%

17

15%

2

2%

117

20
17
9

16%
14%
7%

17
11
30

14%
9%
24%

20
31
29

16%
25%
23%

57
52
50

46%
43%
39%

11
11
9

9%
9%
7%

125
122
127

1

1%

41

32%

40

32%

39

31%

6

5%

127

20
135

16%

16

13%

10

8%

60

49%

17

14%

123

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

103

Figure 69b: Please rate the
following: Other (please specify)

BCSA
Canada Post
Canadian Revenue Agency
Federal- Employment and
Migration
Front Counter BC
Highway Maintenance
International workers program
ROE Online
Resort Development BranchProvincial Government
Service Canada
Snow Removal
Work BC
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 70a: Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above?

Please
rate the
following:
Other
(please
specify)

Count

Poor
Poor
Poor

1
1
1

2.17%
2.17%
2.17%

Poor

1

2.17%

Poor
Poor
Poor
Excellent

1
1
1
1

2.17%
2.17%
2.17%
2.17%

Good

1

2.17%

Poor
Poor
Good

6
2
2
19

13.04%
4.35%
4.35%
41.30%

135
46
89
34%

Count

Yes
No
Total

97
30
127

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

135
127
8
94%

Figure 70b: Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above? If Yes,

Percent of
Question
Respondents

Count

Percent of
Question
Respondents
76.38%
23.62%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

104

how?
Build and develop the city for
potential growth
Consider more and proper signage
Develop a long term vision for the
community

1

1.04%

1

1.04%

1

1.04%

1

1.04%

1

1.04%

1
1
1
2
3
3

1.04%
1.04%
1.04%
2.08%
3.12%
3.12%

3

3.12%

3
4

3.12%
4.17%

5

5.21%

6

6.25%

7

7.29%

Provide a cost effective shipping
and receiving service

10

10.42%

Improve recycling and waste
management

18

18.75%

Expand electronic communication
services (Cell phone/ Internet/
Broadband/Fiber)

24

25.00%

31

32.29%

Encourage apprenticeship
program in the schools
Improve sewage and waste water
management
Increase educational services
Less power outages
More support for tourism
Snow removal
Access to information
Address land zoning issues
Bring down cost of commercial
buildings
Improve city employee training
Restructure taxes
Increase attention to community
and business needs
Increase airport services
Streamline development approval
processes

Improve highway and road quality
and service
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question Respondents:
Response Rate:

127
135
96
1
97
127
99%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

105

Figure 71: Which airport services
do you use?
Bellingham
Castlegar
Revelstoke
Seattle
Springbank
Kamloops
Vancouver
Calgary
Kelowna
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 72: Which airport services
do you use?: What services would
you like to see at the local airport?
(where appropriate)
Charter service
Commercial flights
Courier service
Hanger facilities
More airlines
Parking
More flights
Improvements to navigational aids
Tourism services
Extended runway
Larger aircraft
Shuttle service
Passenger service
Commuter flights
Regular flights
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count
1
1
1
1
1
9
10
50
112
186
135
125
10
93%

Count
1
1
1
1
1
1
2
3
3
4
5
7
10
18
27
85
135
108
27
80%

Percent of
Question
Respondents
1%
1%
1%
1%
1%
7%
8%
40%
90%

Percent of
Question
Respondents
1%
1%
1%
1%
1%
1%
2%
3%
3%
4%
5%
6%
9%
17%
25%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

106

BUSINESS CLIMATE
Figure 74: Business
climate ratings
BIA
Chamber of
Commerce
Colleges/Universities
Community Futures
Cultural/Recreational
Amenities
Economic
Development
Housing
K-12 education
Local Government
Local Tax Structure
Technical Training
Tourism services
Workforce
Availability
Workforce Quality
Workforce Stability

No
Opinion
67

% No
Opinion
74%

1

%
Poor
1%

20

16%

4

3%

19

15%

58

46%

25

20%

126

24
34

19%
28%

32
7

25%
6%

40
10

32%
8%

27
47

21%
39%

3
22

2%
18%

126
120

0

0%

1

1%

18

14%

54

42%

57

44%

130

16

13%

22

17%

41

32%

43

34%

5

4%

127

6
26
11
21
43
10

5%
21%
9%
16%
35%
8%

48
7
16
58
42
1

37%
6%
13%
45%
34%
1%

50
4
35
37
28
9

38%
3%
28%
28%
23%
7%

27
56
60
13
8
81

21%
44%
48%
10%
7%
63%

0
33
4
1
1
28

0%
26%
3%
1%
1%
22%

131
126
126
130
122
129

2

2%

25

19%

57

44%

38

29%

8

6%

130

1
2

1%
2%

8
30

6%
23%

49
56

38%
43%

55
36

43%
28%

16
6

12%
5%

129
130

Survey Participants:

135

Poor

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

Fair

% Fair

Good

% Good

Excellent

% Excellent

Respondents

0

0%

14

16%

8

9%

90

107

Figure75a: Please
compare the local
business climate today
versus 5 years ago
Better today
No change
Worse today
No opinion
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 75b: Please
compare the local
business climate today
versus 5 years ago: If
worse today, why?
Businesses failures
Decline in cultural
events

Percent of
Question
Respondents

Count
61
24
14
23
122
135
122
13
90%

50%
20%
11%
19%

Percent of
Question
Respondents

Count

1

9%

1

9%

Decline in tourism
based events

1

9%

Decrease in provincial
and federal funding

1

9%

1

9%

1
1
1

9%
9%
9%

1

9%

Lack of business
diversification

1

9%

Out of date by-laws
and permits

1

9%

1

9%

1
2
15
135

9%
18%

Expensive commercial
real estate
Financial insecurity
Forestry downturn
Higher taxes
Lack of affordable
accommodation

Overhead businesses
costs
Previous council
More competition
Total
Survey Participants:

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

108

Question Respondents:
No Response Count:
Parent Question 'Worse
today' Respondents:
Parent Question
Respondents:
Response Rate:
Figure 76: Do you have
any forecast for the
condition of the local
business climate 5
years from today?
Will be better
No change
Will be worse
No opinion
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 77: What are
the community's
strengths as a place to
do business?
Great place to live
Progressive
Quality of life
Self-reliant
Environment
Skilled workforce
Growth potential
Low competition
Vibrant downtown
Chamber of Commerce
Outdoor activities
Good demographics
Industry diversity
Small town
Social network
Tourism

11
3
14
122
79%

Percent of
Question
Respondents

Count

96
24
3
4
127
135
127
8
94%

76%
19%
2%
3%

Percent of
Question
Respondents

Count
1
1
1
1
2
2
3
3
3
4
4
5
5
10
11
11

1%
1%
1%
1%
2%
2%
2%
2%
2%
3%
3%
4%
4%
8%
9%
9%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

109

Recreational
opportunities
Location
Customer loyalty
Friendliness
Lifestyle
Strong sense of
community
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 78: What are the
community's weaknesses as a
place to do business?

12

9%

14
17
17
25

11%
13%
13%
20%

27

21%

179
135
128
7
95%

Count

Percent of
Question
Respondents

1

1%

3
4

2%
3%

4

3%

4
5
6
6
7
7
8
9

3%
4%
5%
5%
5%
5%
6%
7%

Development Constraints
(Zoning/Bureaucracy/Permits)

12

9%

Zoning
Poor road conditions

13
14

10%
11%

Shipping and Receiving costs

15

12%

Tax structure
Population
(size/growth/aging)

15

12%

16

13%

Divided community (industry
vs. tourism)
Competition
Cost of doing business
Planning and development
process
Transient population
Resistance to change
Internet access
Low average income
Seasonality
Weather
Access to skilled labour
Lack of local services

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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High cost of living
Location
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 79a: Are there
any barriers to growth
in this community?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 79b: Are there
any barriers to growth
in this community? : If
Yes, what are they?
Low economic
diversification
Weather
Affordable housing
Resistance to change
Cost of doing business
Shipping costs
Zoning
Internet access
Seasonality
Skilled labour
Cost of living
Low income levels
Poor road conditions
Tax structure
Development approval
process
Low population
Isolated location
Total

21
40
210
135
128
7
95%

16%
31%

Percent of
Question
Respondents

Count
114
12
126
135
126
9
93%

90%
10%

Percent of
Question
Respondents

Count

2

2%

2
3
3
4
4
4
5
5
5
8
8
10
11

2%
3%
3%
4%
4%
4%
5%
5%
5%
7%
7%
9%
10%

16

14%

24
26
140

22%
23%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

111

Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 80a: Are there
suppliers you think
could locate in this
region?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 80b: Are there
suppliers you think
could locate in this
region?: If Yes, please
list
Federal agency or
department
Freight company
High Tech Companies
Kentucky Fried Chicken
Landscape architects
Local theatre
Skilled labour
Tree nursery
Wholesalers
Wine and cheese shop
Building supplies
Courier service
Data center
Local artisans
Meats & Dairy / Fruits
and Vegetables /
Grains

135
111
3
114
126
97%
Percent of
Question
Respondents

Count
26
92
118
135
118
17
87%

22%
78%

Percent of
Question
Respondents

Count

1

4%

1
1
1
1
1
1
1
1
1
2
2
2
2

4%
4%
4%
4%
4%
4%
4%
4%
4%
9%
9%
9%
9%

2

9%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

112

Retail stores
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:

4
24
135
23
3
26

Parent Question
Respondents:
Response Rate:
Figure 81: Do you
supply your products
or services to any
company in the
community or region?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 82a: What
sectors, business or
industry do you think
the community should
try to attract?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 82b: What
sectors, business or
industry do you think
the community
should try to attract?:
If Yes, please list
Agriculture
Bio energy
Car rental

17%

118
88%

Count

74
35
109
135
109
26
81%

Count

116
8
124
135
124
11
92%

Percent of
Question
Respondents
68%
32%

Percent of
Question
Respondents
94%
6%

Percent of
Question
Respondents

Count

1
1
1

1%
1%
1%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

113

Car wash
Child Care services
Climbing Gym
Dry Cleaner
Golf Course
Highway Service
Centre
Snow mobiling
Airport services
Climbing gym
Medium security
penitentiary
Recycling Services
Arts & Culture
Commercial
contractors
Shipping companies
Mountain biking
Educational services
Green Businesses
Grocery stores
Professional Services
Hospitality
Restaurants
Manufacturing
Retail stores
Tourism
Technology
businesses
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

1
1
1
1
1

1%
1%
1%
1%
1%

1

1%

1
2
2

1%
2%
2%

2

2%

2
3

2%
3%

3

3%

3
4
5
5
5
5
8
9
15
18
23

3%
3%
4%
4%
4%
4%
7%
8%
13%
16%
20%

27

23%

151
135
116
0
116
124
100%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

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ASSESSMENT AND PLANS
Figure 83: Rate the
following: Facility's
overall health
Excellent
Good
Fair
Poor
Not applicable
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 84: Rate the
following: Overall
health of the parent
company
Excellent
Good
Fair
Not applicable
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:
Figure 85: Rate the
following: Local
management's
attitude toward the
community
Excellent
Good
Fair

Count
24
84
20
3
1
132
135

Percent of
Question
Respondents
18%
64%
15%
2%
1%

132
3
98%

Count

17
19
4
34
74
135

Percent of
Question
Respondents
23%
26%
5%
46%

74
61
55%

Count

Percent of
Question
Respondents

70
53
7

53%
40%
5%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

115

Poor
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 86: Rate the
following: Parent
company's attitude
towards the
community
Excellent
Good
Fair
Not applicable
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:
Figure 87: Rate the
risk: Facility closing in
the next 1 - 3 years
High
Moderate
Low
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:
Figure 88: Rate the
risk: Facility
downsizing in the next
1 - 3 years
High
Moderate
Low

2
132
135
132
3
98%

Count

11
27
4
32
74
135

2%

Percent of
Question
Respondents
15%
36%
5%
43%

74
61
55%

Count
5
12
116
133
135

Percent of
Question
Respondents
4%
9%
87%

133
2
99%

Count

Percent of
Question
Respondents

3
12
116

2%
9%
89%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

116

Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

131
135
131
4
97%

Columbia Basin Business Retention and Expansion Project: Report on Revelstoke Businesses

117