COLUMBIA BASIN BUSINESS RETENTION
AND EXPANSION PROJECT
R EPORT ON THE T OURISM S ECTOR
F ALL 2016

Photo Credit: Columbia River, Golden BC. Photographer: Dave Best
Source: http://www.krtourism.ca/image-banks/

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.

EXECUTIVE SUMMARY
This report describes findings from Business Retention and Expansion (BRE) surveys conducted
with businesses in the tourism sector within the Basin Boundary region between 2012 and 2016.
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. This
BRE combines the results of 152 companies, presenting a regional perspective on the tourism
sector.

KEY RESEARCH FINDINGS
Select survey results are summarized below.
Survey
Module
Company
Information

Finding
The highest number of tourism respondents came from Golden (23%), followed by
Revelstoke (15%), Slocan Valley (9%), Nelson and area (9%), and Fernie and area
(8%).
Location was the most important factor for the business locating in a given area, as
well in making their business successful.
The vast majority of competition reported was coming from within the regional
area.

Local
Workforce

Sales

Facilities
and
Equipment
Government
Services

Business

Most companies surveyed have been in business for over 20 years.
Half of the companies are ‘growing’.
Respondents reported a total of 4,071 employees.
Employees are split between full-time (41%), part-time (35%), and temporary (24%).
The majority of employers (87%) recruit their workforce locally.
Safety / First Aid / Food Safe training were the areas most commonly (27%) listed as
key areas for training or professional development.
The most critical considerations for employees are the cost of living and housing.
Businesses indicated the market for their product/service is mostly stable (53%) or
increasing (38%).
43% of businesses report that the majority of their sales are to customers within the
community or region.
The most frequent reason for purchasing products or services outside of the area is
that the product is not available locally.
70% of businesses own the facility in which they operate.
Just under half of businesses plan to expand within 3 years, with the vast majority
(85%) indicating that expansion will occur within the community.
Top barriers to expansion are financing and local regulations.
Top rated government services include access to highway/roads and access to
markets. Services with the lowest ratings include airport facilities,
telecommunications, and the development approval process.
The Kelowna International Airport and the Calgary International Airport are the
most used airport by local businesses in the tourism sector.
The overall business climate was rated as good by most businesses, and the majority

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

Climate

Assessment
and Plans

of businesses believe that the business climate will improve over the next five years.
Business climate factors that received the highest ratings include the Chamber of
Commerce, the cultural and recreational amenities, and tourism services.
Tourism and recreational suppliers were the most commonly cited as a potential
supplier to the region, and similarly tourism related businesses were thought to be
the industry that could be attracted to the region that would have the most strategic
benefit to the industry.
The business competitiveness factors that are most important to respondents
include availability of telecommunications infrastructure and services, and
improvement of customer service.
The overall health of their company was rated as good by 54% of businesses and
excellent by 23% of businesses.
The majority of businesses rate their risk of closing or downsizing as low.

NEXT STEPS AND SUMMARY OF POTENTIAL ACTIONS
The results of this survey can be used to inform short- and long-term planning at the regional, subregional, or community scale. 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 within the tourism sector:
Workforce – Recruitment & Retention
Actions identified by respondents that could prove helpful include: improved job advertising,
assistance with the foreign worker program, and supporting affordable housing. The hospitality
and food/beverage service industries featured in areas of future and current recruitment
challenges, as did the area of administrative/clerical. Related to recruitment and retention, are the
critical considerations for employees identified which include the cost of living, housing, and
transportation.
Youth Employment
Increasing youth employment may assist in addressing the recruitment challenges that 40% of
businesses report having. Actions on this theme could involve gaining a better understanding of
the reasons for the low youth employment rate, connecting local businesses with youth
employment programs (federally, provincially and/or through CBT), and connecting businesses
with local schools and post-secondary institutions.
Business Growth & Expansion
Actions in this area could include supporting existing businesses as they plan for local
expansion/growth. Support could come in the form of assistance with navigating local regulations,
assistance with accessing new markets, exploring financing options, assisting with recruitment
activities, and connecting businesses with resources to assist in expansion projects. These
potential actions and any others should be designed to address the stated barriers to expansion
which include geographic isolation, difficulties with the development approval process, and
general community resistance to change.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

Small to Medium Sized and Independent Businesses
Tailoring supports and services to small/medium sized, independent businesses will benefit
businesses in the tourism sector. Actions to support and encourage small and medium sized
businesses could include specific training targeted to the needs of small businesses and an
exploration of shared service provision in the areas of payroll, human resources, employee
recruitment, bookkeeping, etc. Additional actions could include promoting existing supports
available from Small Business BC, Destination BC, Kootenay Rockies Tourism, and the Basin
Business Advisors Program.
Supply Sourcing and Procurement
There is an opportunity to engage in discussions with local area businesses to understand what
opportunities may exist to increase local supply, and actively engage existing businesses or
encourage new businesses to fill that role if feasible. Strengthening the link between local food
suppliers/producers and local area businesses could also be explored. A regional stakeholder
round table discussion could be a way to begin the conversation to increase supply options locally.
A potential related impact could be the diversification of the local economy.
Training
Future initiatives could include supporting networks to help businesses identify shared training
needs, increasing awareness of new trends, technologies and changes in the tourism sector, and
working with local educational institutions to ensure local skill requirements are considered in
programming.
Succession and Business Planning
Findings suggest that there are opportunities to support the business community by providing
succession and business planning assistance, with some tailoring to target small, independent
businesses in the tourism sector. Any future business planning support initiatives should be
aggressively advertised to ensure uptake among businesses, and may include direct outreach to
those businesses identified as part of the BRE survey.
Continued Support for Tourism Sector
Actions to support the tourism industry could include continued collaboration between
governments at all levels and local tourism agencies such as Destination British Columbia,
Kootenay Rockies Tourism, local Destination Marketing Organisations, Chambers of Commerce,
and local businesses. With most businesses (74%) 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.
Improving Connectivity
A recurring theme was the need to improve telecommunications services, with 26% of
respondents rating the service as poor and 28% rating the service as fair. 93% of businesses rated
the availability of telecommunications as somewhat important or very important to ensuring
business competitiveness over the next five years. Discussions with telecommunication service
providers and stakeholders such as the Columbia Basin Broadband Corporation to identify ways to

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

improve service, as well as community discussions to identify specific areas for improvements
would be beneficial to target improvements that would support the tourism sector.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

TABLE OF CONTENTS
Executive Summary................................................................................................................... ii
Key Research Findings ........................................................................................................... ii
Next Steps and Summary of Potential Actions ....................................................................... iii
List of Figures .......................................................................................................................... vii
Project Overview ...................................................................................................................... 1
The BRE Concept ................................................................................................................... 1
Project Objectives ................................................................................................................. 1
Research Considerations ........................................................................................................... 2
The BRE Survey ..................................................................................................................... 2
The Data Set.......................................................................................................................... 2
Data Collection ...................................................................................................................... 3
Data Input, Analysis and Reporting ........................................................................................ 3
Research Findings ..................................................................................................................... 4
Company Information ........................................................................................................... 4
Local Workforce .................................................................................................................. 12
Sales ................................................................................................................................... 24
Facilities and Equipment...................................................................................................... 29
Government Services .......................................................................................................... 37
Business Climate ................................................................................................................. 42
Assessment and Plans ......................................................................................................... 58
Recommendations .................................................................................................................. 60
Next Steps........................................................................................................................... 60
Potential Action Areas ......................................................................................................... 61
Appendix A: Data Tables ......................................................................................................... 64
Company Information ......................................................................................................... 64
Local Workforce .................................................................................................................. 75
Sales ................................................................................................................................... 96
Facilities and Equipment.................................................................................................... 108
Government Services ........................................................................................................ 123
Business Climate ............................................................................................................... 129
Assessment and Plans ....................................................................................................... 148
Appendix B: North American Industry Classification System (NAICS) codes ............................. 151

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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

Figure 46: Export sales trend ............................................................................................................. 26
Figure 47: Sales generated by top three customers ......................................................................... 27
Figure 48: Geographic source of majority of sales ............................................................................ 27
Figure 49: International trade status................................................................................................. 27
Figure 50: Engagement with government procurement processes .................................................. 28
Figure 51: Geographic source of majority of supplies....................................................................... 28
Figure 52: Reason for out-of-area purchasing................................................................................... 29
Figure 53: Size of facility .................................................................................................................... 29
Figure 54: Condition of facility .......................................................................................................... 30
Figure 55: Condition of equipment ................................................................................................... 30
Figure 56: Ownership status of facility .............................................................................................. 30
Figure 57: Length of time remaining on lease ................................................................................... 31
Figure 58: Ownership preference...................................................................................................... 31
Figure 59: Historical Investment in facility (past 18 months)............................................................ 31
Figure 60: Room for expansion ......................................................................................................... 32
Figure 61: Plans to expand within three years .................................................................................. 32
Figure 62: Adequacy of current site to support expansion ............................................................... 32
Figure 63: Expansion to occur in community .................................................................................... 33
Figure 64: Estimated expansion investment ..................................................................................... 33
Figure 65: Component of expansion budget for equipment and technology ................................... 33
Figure 66: Component of expansion budget for real estate ............................................................. 34
Figure 67: Size of facility expansion .................................................................................................. 34
Figure 68: Recent facility upgrades ................................................................................................... 34
Figure 69: Planning facility upgrades................................................................................................. 35
Figure 70: Barriers to upgrading ........................................................................................................ 35
Figure 71: Barriers to expansion........................................................................................................ 36
Figure 72: Organizations approached for expansion assistance ....................................................... 36
Figure 73: Considering energy efficiency in expansion plans ............................................................ 37
Figure 74: Awareness of BC Hydro Power Smart .............................................................................. 37
Figure 75: Rating of government services ......................................................................................... 39
Figure 76: Select responses in respondents' suggestions for improvements to government services
........................................................................................................................................................... 41
Figure 77: Airport service used.......................................................................................................... 41
Figure 78: New services at local airport ............................................................................................ 42
Figure 79: Rating of local business climate ....................................................................................... 42
Figure 80: Rating of business climate factors .................................................................................... 44
Figure 81: Business climate today vs. 5 years ago............................................................................. 45
Figure 82: Business climate 5 years from today ................................................................................ 46
Figure 83: Community’s strengths as a place to do business............................................................ 47
Figure 84: Community's weaknesses as a place to do business ........................................................ 48
Figure 85: Barriers to growth in the community ............................................................................... 49
Figure 86: Level of service from business support providers ............................................................ 51
Figure 87: Potential Suppliers............................................................................................................ 52
Figure 88: Sectors, businesses or industries that could be attracted to region ................................ 53
Figure 89: Importance of business competitiveness factors ............................................................. 54
Figure 90: Performance on key productivity drivers ......................................................................... 56
Figure 91: Economic drivers with greatest growth potential ............................................................ 57
Figure 92: Impact of Proximity to Alberta ......................................................................................... 57
Figure 93: Facility’s overall health ..................................................................................................... 58

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

Figure 94: Overall health of parent company ................................................................................... 58
Figure 95: Local management's attitude toward community ........................................................... 58
Figure 96: Parent company's attitude toward local community ....................................................... 59
Figure 97: Risk of facility closing........................................................................................................ 59
Figure 98: Risk of facility downsizing ................................................................................................. 59

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

PROJECT OVERVIEW
This report describes findings from Business Retention and Expansion (BRE) surveys of 152
businesses from across the Columbia Basin1. These surveys were conducted between 2012 and
2016.
The BRE surveys are initiated by local community partners involved in the area of economic
development, typically the local Chamber of Commerce plays a pivotal role. In most instances the
BRE surveys are undertaken as part of the regular services that the local agencies provide to local
businesses. The agencies then work collaboratively to help implement the recommendations
identified in the BRE survey.
This report was initiated and prepared by the Rural Development Institute with Kootenay Rockies
Tourism providing external review.
The Columbia Basin Rural Development Institute (RDI) provided training, data analysis, and report
writing support to participating BRE communities.

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.
A sector based report, such as this report on the tourism sector, allows for a regional overview of a
specific sector. It can be used to draw attention to issues that are regional in nature and foster
collaboration among stakeholders on areas of mutual interest.

PROJECT OBJECTIVES
BRE studies typically focus on four objectives:
1. Identify the needs, concerns, and opportunities of existing businesses in order
that, where appropriate, action can be taken to respond to the businesses’ needs
or development opportunities;
2. Learn of the future plans of the region’s businesses with respect to expansion,
relocation and /or retention and follow-up where assistance can be provided;

1

BRE surveys can be downloaded from: http://cbrdi.ca/research-areas/applied-research/businessretention-expansion/

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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3. Demonstrate the region’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.
As this BRE was commissioned by the Columbia Basin RDI the results will be circulated among local
governments, economic development organizations, and tourism related organizations (e.g.,
DMOs) within the region. Those communities with an existing BRE will be able to compare their
tourism sector with the regional tourism sector as a whole, potentially identifying new ideas and
actions.

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. Based on
feedback from a BRE regional advisory group, thirteen region-specific questions were appended to
the base BRE survey. The thirteen Labour Market specific questions were added to the base survey
in order to identify and address labour market supply and demand, uncover emerging labour
market trends, as well as determine barriers to labour retention. 109 of the 152 tourism sector
businesses included in this report completed the additional thirteen region-specific questions.

THE DATA SET
The companies that participated in the interviews were identified and selected as part of each of
their communities’ individual Business Retention and Expansion projects. Selection criteria differs
with each community, but typically includes a review of business license information and North
American Industry Classification System (NAICS) codes to ensure a representative cross section of
the business community.
Subsequent to those community based surveys, the companies included in this report were
identified as forming part of the tourism sector through an analysis of the North American
Industry Classification System (NAICS) codes. Those codes cover businesses from the
transportation, accommodation, food and beverage services, recreation and entertainment, and
travel services. A list of the NAICS codes used in this report are attached as Appendix B. A total of
152 businesses from the tourism sector within 14 communities from across the region were
identified for inclusion in this report.

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DATA COLLECTION
Researchers within each community are retained by community BRE partners to interview local
companies and to enter the data gathered from the interviews into the ExecutivePulse database.
On average, the interview process takes approximately 90 minutes to two hours to complete, and
the data entry requires an additional hour per interview. The persons interviewed are typically
either the owners of the businesses or a senior manager in the company.

DATA INPUT, ANALYSIS AND REPORTING
The people carrying out the interviews are typically responsible for entering the data into the
ExecutivePulse system. The interviewers ensure that all information is maintained in a confidential
manner prior to entry into the database. The RDI is responsible for confidentiality of the
information after entry into the database.
Quantitative data was analysed using descriptive statistics and qualitative data was 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 the RDI and then reviewed by Kootenay
Rockies Tourism. Findings and related recommendations were assembled into this report by RDI
researchers.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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RESEARCH FINDINGS2
COMPANY INFORMATION
Regions Represented
Businesses selected for this report were selected for their involvement in the tourism sector, and
cover businesses from the transportation (9%), accommodation, food and beverage services
(43%), recreation and entertainment (45%), and travel services (3%). For a detailed list of the
industry codes represented in this report, refer to Appendix B.
Figure 1: Industries Represented
Travel Services,
3%

Recreation and
Entertainment,
45%

Transportation ,
9%

Accommodation
& Food &
Beverage
Services, 43%

23% of businesses included in this report are from Golden and area, 15% from Revelstoke, 9%
from the Slocan Valley, and 9% from Nelson and area.

2 Some questions allow multiple responses, which can result in more responses than number of

respondents.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 2: Regions Represented

Sparwood
Slocan Valley
Rossland
Revelstoke
Nelson & Area
Nakusp
Lower Columbia
Kootenay Boundary
Kimberley
Kaslo
Golden
Fernie & Area
Creston & Area
Cranbrook

2%
9%
4%
15%
9%
3%
6%
3%
7%
6%
23%
8%
5%
1%
0%

5%

10%

15%

20%

25%

Note: 152 respondents
Facility Function
The vast majority of respondents (96% or 85 respondents) indicated that their facility provides
services. Other primary functions include ‘headquarters’ (35% or 31 respondents), ‘manufacturing’
(7% or 6 respondents), and ‘distribution’ (7% or 6 respondents). Fewer respondents indicated that
their facility serves an engineering/research and development function or warehousing function.
Figure 3: Facility function(s)
Services
Headquarters
Manufacturing
Distribution
Warehousing
Engineering/RD

96%
35%
7%
7%
3%
2%
0%

20%

40%

60%

80%

100%

120%

Note: 89 respondents
Competition
The vast majority of competition (78 % or 46 responses) reported was coming from within the
regional area3.

3 Multiple competitors were listed by respondents resulting in more responses than number of respondents.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 4: Location of primary competitors
None
In Region
Outside Canada
In Province
In Canada

5%
78%
12%
10%
3%
0%

20%

40%

60%

80%

100%

Note: 59 respondents

Factors for Success
Figure 5: Key words and 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 cited
the location (25% or 33 businesses),
quality of the product or service (9%
or 12 businesses), community support
(8% or 11 businesses), and tourism
(8% or 10 businesses).
Excerpts illustrating the factors that make the company successful:
“Lovely peaceful area. Great Customer service experience.”
“Geographic - proximity to Calgary and its international airport.”
“…location - halfway along southern BC route so is a 'handy place.”
“have incredibly supportive community which stems from highly committed team who
want to make a difference in the community, strong community development piece.”
Choosing the Location
Respondents most frequently cited the location (23% or 14 respondents) followed by a business
opportunity (21% or 13 respondents) for choosing their location. Other factors include the lifestyle
(11% or 7 respondents) and existing ties to the area (10% already living here, 5% born and raised
here, 3% close to family).

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 6: Choosing the Location

Location

23%

Business opportunity

21%

Lifestyle

11%

Already living here

10%

Natural resources

8%

Established business

7%

Market growth

5%

Born and raised here

5%

Demand for products and services

3%

Close to family

3%

Hobby turned into a business

2%

Great community

2%

Business expansion

2%

Bought an existing business

2%
0%

5%

10%

15%

20%

25%

Note: 61 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Other Locations

Figure 7: Other Locations

22% of respondents (22 respondents) indicated
that their company has other locations.

Yes 22%

Note: 98 respondents
No 78%

69% of those other locations (9 respondents) are in other areas of the province, 23% (3
respondents) are in other parts of Canada, and 23% (3 respondents) are outside of the country.
Figure 8: Location of Other Locations

In Province

69%

Outside Canada

23%

Elsewhere in nation

23%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 13 respondents
93% (81 businesses) of respondents reported that their headquarters are located within British
Columbia, 6% (5 businesses) indicated that they are headquartered in other parts of Canada, while
1% (1 business) has their headquarters outside of Canada.
Figure 9: Location of headquarters

In Province
Elsewhere in nation
Outside Canada

93%
6%
1%
0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Note: 87 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Age and Life Cycle Stage
Half of all respondents (50% or 75 respondents) reported that their business is in the ‘growing’ life
cycle stage. Another 37% (55 businesses) indicated that their business is in the ‘maturing’ stage.
Only 10% (15 businesses) indicated that they are in the ‘emerging’ stages, and just 3% (4
businesses) indicated they were declining.
Figure 10: Life cycle stage

Maturing
Growing
Emerging
Declining

37%
50%
10%
3%
0%

10%

20%

30%

40%

50%

60%

Note: 149 respondents
Most businesses (56 respondents or 38%) reported that they have been in business for over 20
years. A significant number reported that they have been in business for 10 - 19 years (38
respondents or 26%), while 18% (27 respondents) indicated they have been in business for
between 1 and 4 years, and 16% (23 businesses) have been in business for between 5 and 9 years,
and just 3% (4 businesses) have been in business less than 1 year.
Figure 11: Length of time in business

>20 Years

38%

10-19 Years

26%

5-9 Years

16%

1-4 Years

18%

<1 Year

3%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 148 respondents

Ownership and Management
93% of all companies are privately owned, with just 7% publicly owned. Most respondents (72
respondents or 48%) indicated that their business is classified as a corporation, while 19% (29
respondents) indicated that they are a sole proprietorship. The remainder of businesses identified
as limited liability partnership (6% or 9 respondent), partnership (13% or 19 respondents), nonprofit (11% or 16 respondents), or other (4% or 6 respondents).

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 12: Type of business

Other

4%

Corporation

48%

Sole proprietorship

19%

Partnership

13%

Non-profit

11%

Limited liability partnership (LLP)

6%
0%

10%

20%

30%

40%

50%

60%

Note: 151 respondents
Figure 13: Ownership and management changes in last 5 years

72% of businesses (97 businesses) have not seen a
management or ownership change in the last 5 years,
while 28% of businesses (38 businesses) have changed
management and/or ownership over that same period of
time. Just 15% of businesses (22 respondents) are
expecting an ownership change in the near future. Of the
38 respondents that have seen changes in management
and or ownership, 70% (26 businesses) report that the
change had a positive impact.

Yes
28%
No
72%

Note: 135 respondents
Succession and Business Plans
Of the 22 businesses (15%) that responded and reported a pending ownership change, 7 (39%)
expect the change will happen in a year or less, 6 (33%) expect the process to take 3 or more
years, and 28% or 5 businesses anticipate it taking 2 years.
Figure 14: Anticipated timeline for ownership change

3 years or more

33%

2 years

28%

1 year or less

39%
0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Note: 18 respondents

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53% of respondents (9 respondents) expect that the current owner will exit the business by selling
it to a non-family member, while 24% (4 respondents) expect it to be sold/transferred to another
company. 12% (2 businesses) expect it to be sold to a family member.
Figure 15: Anticipated exit strategy

Other
Sell/transfer to a non-family member
Sell to another company
Sell/transfer to a family member

12%
53%
24%
12%
0%

10%

20%

30%

40%

50%

60%

Note: 17 respondents
Figure 16: Existence of formal succession plan

Not
applicable,
12%
Yes, 19%

Only 19% (24 respondents) of businesses
reported that they have a formal succession
plan in place, and just 15% have identified a
successor for their business. Of those that
completed a succession plan, 67% received
assistance in its preparation.

No, 69%

Note: 126 respondents

Figure 17: Existence of current business plan

Just over half of all respondents (52% or 67
respondents) indicated that they have a
business plan in place.
No, 48%

Note: 129 respondents
Yes, 52%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

11

LOCAL WORKFORCE
Size of Workforce
The 152 businesses interviewed reported a total of 4,071 employees. 38% or 57 of the businesses
surveyed indicated that they have less than five employees, and another 20% or 31 businesses
indicated that they have between 5 and 9 employees.
Figure 18: Total number of employees

50-99

9%

20-49

14%

10-19

14%

5-9

20%

Less than 5

38%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 152 respondents
41% (1,669) of employment positions at surveyed businesses are full-time, while 35% (1,436) are
part-time, and 24% (966) are temporary.
Figure 19: Nature of employment

Temporary

24%

Part Time

35%

Full Time

41%
0%

10%

20%

30%

40%

50%

Note: 152 respondents

48% of respondents (64 businesses) indicated that the number of employees at their business has
stayed the same historically, while 31% (42 businesses) indicated that the size of their workforce
has increased. 21% (28 businesses) indicated a decrease.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 20: Historical Employment trend4

Increasing

31%

Staying the same

48%

Declining

21%
0%

10%

20%

30%

40%

50%

60%

Note: 134 respondents
The last three years has generally seen stability in the size of the workforce, with between 57%
and 65% of businesses reporting that the number of employees has stayed the same, and between
23% and 28% reporting that employment over that three year time period has increased.
Interestingly the employment trend for full-time, part-time, and casual employment was generally
consistent over the previous three years.
Figure 21: Employment trend over last 3 years

15%
16%
11%

Decreased

63%
57%
65%

Stayed the same

Casual
part time
full time

23%
28%
24%

Increased

0%

10%

20%

30%

40%

50%

60%

70%

Note: #of respondents varies
The majority of businesses interviewed expect the size of their workforce to stay the same over
the next 3 years, with between 54% and 72% of businesses reporting that the number of
employees is expected to stay the same, and between 24% and 40% reporting that employment
over the next three year time period is expected to increase. Again, the expected employment
trends for full-time, part-time and casual employment are generally consistent, with some
expected increase in the number of full-time and part-time employees.

4 The question considered a 10 year historical trend.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 22: Employment trend over next 3 years

4%
6%
2%

Decreased

72%
Stayed the same

54%
59%

Casual
Part Time
Full Time

24%
Increased

40%
39%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: #of respondents varies
Workforce Demographics
41% (54 respondents) indicated that the majority of their essential employees are between 35 and
49 years old. 31% (40 respondents) of businesses indicated that their workforce is between 26 and
34, 18% (24 businesses) are 50 and older, and 10% (13 businesses) have a workforce under the age
of 25.
Figure 23: Age of the majority of essential employees

50 or older

18%

35 - 49

41%

26 - 34

31%

Less than 25

10%
0%

10%

20%

30%

40%

50%

Note: 131 respondents
Wages
When reporting on average wages for skilled or professional workers, the majority of responses
indicated they pay between $20 and $29 per hour (41% or 33 businesses) and between $15 and
$19 per hour (19% or 15 businesses). The most commonly reported average hourly wage for semiskilled workers (38% or 27 businesses) was between $15 -$19 and the most commonly reported
average wage for entry-level workers (60% or 38 businesses of respondents) was between $10 and

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

14

$12. 48% of respondents (48 respondents) reported that their wage scale is similar to other
businesses in the region5.
Figure 24: Wages in relation to other businesses in the region

Greater than
Same as
Lower than

40%
48%
13%
0%

10%

20%

30%

40%

50%

Note: 101 respondents
Recruitment and Retention
Of those businesses that responded, 86% (89 respondents) indicated that the number of unfilled
positions at their company would remain constant.
Figure 25: Trend in unfilled positions

Increasing
Decreasing
Stable

11%
4%
86%
0%

20%

40%

60%

80%

100%

Note: 104 respondents
The vast majority of respondents (87% or 118 respondents) reported that they primarily recruit
employees from local labour markets. 7% (9 respondents) recruit provincially, while 4% (5
respondents) report that they recruit at the international level, and 3% (4 respondents) recruit at a
national level.
Figure 26: Location of workforce recruitment

Locally

87%

Provincially

7%

Internationally

4%

Nationally

3%
0%

20%

40%

60%

80%

100%

Note: 136 respondents

5 Detailed wage data is found in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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40% (54 respondents) indicated that they have experienced recruitment challenges and 33% (44
respondents) indicated that they have experienced retention challenges.
Figure 27: Recruitment and retention challenges

Recruitment challenges

40%

Retention challenges

33%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
When asked what efforts their business has undertaken to retain employees, 51 businesses
responded. The most frequent response was fair wages (27% or 14 respondents), followed by
supporting a positive environment (22% or 11 respondents), and benefits (22% or 11
respondents). Bonuses (12% or 6 respondents), staff discounts (8% or 4 respondents), and housing
(8% or 4 respondents) were also frequently cited.
Figure 28: Key words and responses in
respondents' discussion of retention
efforts

“Even though the business is
seasonal, I find work for employees
in other areas of business to stay
busy year round.”
“…pay higher than normal wages.”
“Bonus incentives for staying past a
specific date (seasonal employees).”
“Offer subsidized housing.”

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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When asked what efforts businesses have undertaken to recruit employees, efforts that emerged
most often were word of mouth (23% or 12 respondents) and advertising (23% or 12
respondents). Respondents also cited using a wide variety of other means, including using online
job boards, training, staff discounts, social media, and the internet.
Figure 29: Recruitment Activities

None

13%

Word of mouth

23%

Advertising

23%

Online job boards

8%

Training

4%

Staff discounts

4%

Social media (Facebook/ Linkedin)

4%

Post openings on company website

4%

Networking

4%

International recruitment

4%

WorkBC

2%

Recruiting Firms

2%

Reached out to Colleges

2%

Job Fairs

2%

Internet

2%

Flexible work schedule

2%

Employment agencies

2%

Cooperative education

2%

Benefits

2%
0%

5%

10%

15%

20%

25%

Note: 52 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Of the 54 companies that indicated they were experiencing recruitment challenges, the areas
currently being recruited for among surveyed businesses include the hospitality service industry
(36% or 19 respondents) and food/beverage service (32% or 17 respondents). The responses
included in the ‘other’ categories charted below are detailed in Appendix A.
Figure 30: Current recruitment areas

Other

55%

Hospitality Service

36%

Food/Beverage Service

32%

Administrative/Clerical

17%

Sales/Service

13%

General Laborer

13%

Sales/Retail

9%

Maintenance

9%

Professional/Other

6%

Mechanics

6%

Machine Operators

6%

Graphics Arts/Printing

6%

Electrical/Electronics

6%

Professional/Technical

4%

Marketing

4%

Healthcare Professionals

4%

Construction/Contractors

4%

Prof/Info Tech/Programming

2%

Material/Fabricators

2%

CDL Drivers

2%

Assembler/Line Workers

2%
0%

10%

20%

30%

40%

50%

60%

Note: 53 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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41% of respondents (54 businesses) anticipate future recruitment difficulties. The most commonly
anticipated recruitment areas which may prove challenging include hospitality service (31% or 16
respondents) and food/beverage service (31% or 16 respondents). The responses included in the
‘other’ categories charted below are detailed in Appendix A.
Figure 31: Future areas where recruitment may be challenging

Other
Hospitality Service
Food/Beverage Service
Administrative/Clerical
General Laborer
Sales/Service
Mechanics
Maintenance
Sales/Retail
Professional/Other
Marketing
Machine Operators
Graphics Arts/Printing
Electrical/Electronics
Healthcare Professionals
Professional/Technical
Prof/Info Tech/Programming
Material/Fabricators
Construction/Contractors
CDL Drivers
Assembler/Line Workers

57%
31%
31%
22%
14%
10%
10%
10%
8%
6%
6%
6%
6%
6%
4%
2%
2%
2%
2%
2%
2%
0%

10%

20%

30%

40%

50%

60%

Note: 51 respondents
Figure 32: Strategies to overcome employee recruitment
challenges

Yes
40%
No 60%

40% of respondents (23 respondents) indicated that
they believed there were strategies that could be
undertaken to address employee recruitment. 18%
(4 respondents) believed that better job advertising
could be effective, while 14% (3 respondents)
suggested help with the foreign worker program and
another 14% (3 respondents) suggested supporting
affordable housing.
Note: 58 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Skills and Training
The majority of respondents (42%) indicated that over half of their workforce is comprised of
skilled or professional workers, 22% indicated that their workforce is mainly semi-skilled workers
and 17% indicated that entry-level workers make up the majority of their workforce.
Figure 33: Skill level of majority of workforce

Entry-level
Semi-skilled
Skilled/Professional

17%
22%
42%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
50% (62 businesses) indicated that there is a training budget to upgrade employee skills. 83% (52
businesses) indicated that their company offers in-house training, 39% (24 businesses) use
contracted training.
Figure 34: Training Budget

61%
No

17%
50%

contracted training
in-house training

39%

training budget

Yes

83%
50%
0%

20%

40%

60%

80%

100%

Note: # of respondents varies

Yes
38%
No
62%

Figure 35: Awareness of any anticipated trends,
technologies, significant changes that will be occurring in
your industry that will require new skills

38% of respondents (48 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.
Note: 127 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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74% or 97 respondents indicated that there are areas of training or professional development that
would be of benefit. Most commonly listed among these areas were safety, first aid, food safe
(27% or 26 businesses), and customer service (14% or 13 businesses).
Figure 36: Training or professional development needs

Safety/First Aid/Food Safe

27%

Customer service

14%

Sales/Marketing

12%

Business Management

12%

Accounting/Bookeeping

12%

Emerging industry practices

9%

Computer skills

9%

Web site design

5%

Managerial training

5%

Industrial equipment operations

5%

Technical training

3%

Social media

2%

Cooking skills

2%

Communications

2%

Business management

2%

Workshops -- Local

1%

WHMIS

1%

Theatre Technical Skills

1%

Professional development

1%

Hospitality training

1%

Franchise Training

1%

Emerging technologies

1%

Continued education

1%

Conflict Resolution

1%

Bookkeeping

1%

Bartending

1%
0%

5%

10%

15%

20%

25%

30%

Note: 95 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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When asked what new training might need to be considered in the next five years, the most
commonly cited response was marketing and social media (24% or 7 businesses) and computer
and technology training (21% or 6 businesses).
Figure 37: Areas for new Training in next five years

None

3%

Marketing / Social Media

24%

Computer and technology training

21%

Water management

3%

Technology Skills

3%

Technical Theatre production

3%

Safety

3%

Property Management

3%

Professional development

3%

Not sure

3%

Government regulations

3%

Food Safe

3%

Emerging technologies

3%

Customer service

3%

Climate change

3%

Avalanche safety training

3%
0%

5%

10%

15%

20%

25%

30%

Note: 29 respondents
58% of respondents (66 businesses) stated that they prefer training when it is delivered through a
classroom setting, while 49% (56 businesses) preferred individual coaching, and 39% had a
preference for online / webinar training (45 businesses).
Figure 38: Preferred modes of training

Other

17%

Classroom

58%

Individual coaching

49%

Online/ Webinar training

39%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 114 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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66% of respondents (71 businesses) typically seek training opportunities that are offered locally,
and 31% (33 businesses) travel to other areas in the province for their training or within the region
(22% or 23 businesses). Fewer training opportunities are sought elsewhere in the country or in the
United States.
Figure 39: Usual training locations

Local
British Columbia
Regional
Rest of Canada
United States

66%
31%
22%
12%
5%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 107 respondents
Unions
7 businesses (5%) surveyed reported that they have union status.
Employees
The most frequently cited critical issues for employees are the cost of living (71% or 55 businesses)
and housing (53% or 41 businesses). Child care (35% or 27 businesses) and transportation (43% or
33 businesses) issues were also cited. For a list of factors included in the “other” category charted
below, refer to Appendix A.
Figure 40: Critical considerations for employees

Other

26%

Cost of living

71%

Housing

53%

Transportation

43%

Child care

35%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 77 respondents
95% of businesses (79 businesses) interviewed reported that over 75% of their employees live
within the community, 15% (3 businesses) indicated that 75% of the employees live elsewhere in
the region, and 9% (1 business) indicated that over 75% of their workforce lives outside of the
region.

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SALES
Market Size and Share
The highest number of respondents (31 businesses or 35%) reported annual sales between
$100,000 and $499,999. The second highest number of respondents (26 businesses or 29%)
reported annual sales of between $1 million and $4.9 million.
Figure 41: Annual sales

$50 million to 20 million

1%

$9.9 million to 5 million

3%

$4.9 million to 1 million

29%

$999,999 to $500,000

13%

499,999 to $100,000

35%

$99,999 to $50,000

7%

$49,999 to $25,000

6%

Under $25,000

6%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 89 respondents6
The majority of businesses interviewed (53% or 62 businesses) indicated that the size of the
market for their product or service is stable. Another 38% (44 businesses), reported that the
market is increasing.
Figure 42: Status of market for product/service

Increasing
Decreasing
Stable

38%
9%
53%
0%

10%

20%

30%

40%

50%

60%

Note: 116 respondents

6 Note: question was optional for respondents.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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53% (62 businesses) of respondents indicated that their share of the market for their product in
comparison with their competitors is stable, while 38% (44 businesses) indicated that it is
increasing. A small number of respondents (9% or 10 businesses) indicated that their market share
is decreasing.
Figure 43: Market Share in Comparison to Competitors

Increasing
Decreasing
Stable

38%
9%
53%
0%

10%

20%

30%

40%

50%

60%

Note: 116 respondents
Growth
40% of respondents (54 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 projected by30% of respondents (41
businesses). A combined 17% (total of 24 businesses) expect strong sales growth of over 25%. 10%
(14 businesses) of respondents expect their sales to remain stagnant, while a further 2% (3
businesses) expect sales to decline.
Figure 44: Projected sales growth in the next year

Over 100%

2%

50 - 99%

5%

25 - 49%

10%

10 - 24%

30%

1 - 9%

40%

0%

10%

Declining

2%
0%

10%

20%

30%

40%

50%

Note: 136 respondents
The majority of responses (62% or 82 businesses) indicated that sales at their business have
increased over time, 17% (23 businesses) indicated that sales have remained relatively stable, and
17% (23 businesses) reported that sales have declined.
13% or 12 businesses reported that sales at their parent company have historically increased, 4%
(4 businesses) reported that they have stayed the same, and 1% (1 business) reported a decline. It
is worth noting the high non response/not applicable response to this question.
Data indicates that the sales trend within respondents’ respective industries has more closely
followed the sales trend reported at the location rather than the parent company. 46% percent of

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

25

respondents (56 businesses) reported that sales within their industry have been increasing, while
22% (27 businesses) reported that they have stayed the same, and an additional 24% (29
businesses) indicated sales in their industry are declining.
Figure 45: Historic sales trend

8%

Not applicable

82%
4%
46%

Increasing

13%
62%

within the industry
At the parent company

22%

Staying the same

4%

At this business

17%
24%

Declining

1%
17%
0%

20%

40%

60%

80%

100%

Note: # of respondents varies
Export Sales
Of the 8 businesses that reported exporting to international markets, 4% (4 businesses) indicated
that their export sales have declined, 2% (2 businesses) indicated that they have been stable, and
2% (2 businesses) reported any decline in sales.
Figure 46: Export sales trend

Not applicable
Increasing
Staying the same
Declining

92%
2%
2%
4%
0%

20%

40%

60%

80%

100%

Note: 106 respondents
Source of Sales
The customer base among tourism related businesses appears to be reliant on a diverse customer
base, with the largest percentage of respondents (59% or 13 businesses) indicating that 1 – 9% of
their sales are generated by their top three customers.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

26

Figure 47: Sales generated by top three customers

76 - 100%
51 - 75%
26 - 50%
10 - 25%
1 - 9%

5%
5%
18%
14%
59%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 22 respondents
Respondents most commonly (43%) indicated that over 50% of their sales are to customers within
the local community or region. 21% indicated that over 50% of their sales are within the country
and 7% indicated the majority of sales are within the provincial market. Significantly fewer
respondents reported that the majority of their sales to the U.S. (2% or 2 respondents) or to
international markets (3% or 4 respondents). Additionally, when asked whether they supply
products or services to any company in the community, 48% (27 respondents) indicated that they
did.
Figure 48: Geographic source of majority of sales
International
United States
National
Provincial
Local

3%
2%
21%
7%
43%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
Just 8 respondents (7%) indicated that they import goods or services from other countries and 2
respondents (2%) indicated that they export goods or services to other countries. 93% of
respondents did not find the question applied to them, or responded that they had no
international trade status.
Figure 49: International trade status

Not applicable
None
Import
Export

76%
16%
7%
2%
0%

20%

40%

60%

80%

100%

Note: 123 respondents

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27

Procurement
Figure 50: Engagement with government procurement
processes

Only 29% (15 respondents) indicated that they
engage in government procurement.

Yes
29%
No 71%

Note: 52 respondents

44% of respondents (44 businesses) interviewed reported that they purchase a majority of their
supplies from local sources. 23% (23 businesses) indicated that the majority of their supplies come
from national businesses, while 22% (22 businesses) indicated that provincial businesses supplied
their business.
Figure 51: Geographic source of majority of supplies

International

7%

United States

4%

National

23%

Provincial

22%

Local

44%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
Purchasing
When reflecting on their reasons for purchasing products or services from out-of-area suppliers,
the most common response (84% or 59 businesses) indicated that the products they need are not
available locally.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 52: Reason for out-of-area purchasing

Other

3%

Product not available here

84%

Higher costs locally

34%

No applicable to this business

11%

Quality of available products

9%

Unaware of local venders

6%

No control - head office decision

4%

Loyalty to current supplier

4%

Long term contract with outside supplier

1%
0%

10% 20% 30% 40% 50% 60% 70% 80% 90%

Note: 70 respondents
The most commonly referenced products that businesses stated they would like to source from a
local supplier include meats, dairy, fruits, vegetables and grains.

FACILITIES AND EQUIPMENT
Size and Condition
31% (33 businesses) of respondents reported that their facility is between 1,000 square feet and
4,999 square feet in size.
Figure 53: Size of facility
20,000 sq ft or more

20%

10,000-19,999 sq ft

9%

5,000-9,999 sq ft

20%

1,000-4,999 sq ft

31%

less than 1,000 sq ft

20%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 106 respondents
45% of respondents (59 businesses) indicated that their facility is in good condition. Another 39%
(51 businesses) indicated that it is in excellent condition and 16% (21 businesses) reported that
their facility is in fair condition. No businesses reported that their facility is in poor condition.

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Figure 54: Condition of facility

Fair
Good
Excellent

16%
45%
39%
0%

10%

20%

30%

40%

50%

Note: 131 respondents
51% (69 businesses) of respondents indicated that their equipment is in good condition. 39% (52
businesses) indicated that it is in excellent condition and 10% (14 businesses) report their
equipment is in fair condition, and none were in poor condition.
Figure 55: Condition of equipment

Fair

10%

Good

51%

Excellent

39%
0%

10%

20%

30%

40%

50%

60%

Note: 135 respondents

Ownership

Figure 56: Ownership status of facility

Leased,
31%
Owned,
70%

70% of respondents (98 businesses) own the
facility in which they operate and 31% (43
businesses) lease it.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

Note: 141 respondents

30

Of the 43 businesses that lease their facility, and provided a response to the question, 44% have
less than 1 year remaining on their lease and another 31% have more than five years remaining.
The majority of respondents that lease their facility (71% or 29 businesses) intend to renew their
current lease agreement.
Figure 57: Length of time remaining on lease

>5 Years

31%

3-5 Years

13%

1-2 Years

13%

<1 Year

44%
0%

10%

20%

30%

40%

50%

Note: 32 respondents

Figure 58: Ownership preference
Lease,
24%

76% of respondents (35 businesses) would prefer to
own their facility.

Own,
76%

Note: 46 respondents

Investment and Expansion
51% of respondents (59 businesses) indicated that their company’s investment in their facility has
stayed the same over the past 18 months, while 42% (48 businesses) indicated that the
investment has increased. Only eight businesses (7%) indicated that investment in their facility has
decreased over the same time period.
Figure 59: Historical Investment in facility (past 18 months)

Increasing
Staying the same
Declining

42%
51%
7%
0%

10%

20%

30%

40%

50%

60%

Note: 115 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

31

62% of respondents (78 businesses) indicated that there was room for expansion at their site, and
30% (38 businesses) indicated that there was not room at their site.
Figure 60: Room for expansion

Maybe
No
Yes

8%
30%
62%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 126 respondents

Figure 61: Plans to expand within three years

No,
51%

Yes,
49%

49% of respondents (69 businesses) plan to expand
within three years,51% (72 businesses) do not.
Additionally, 33% (41 businesses) plan to expand in the
next 12 – 18 months.
Note: 141 respondents

Figure 62: Adequacy of current site to support expansion

No,
30%
Yes,
65%

Of the 69 businesses planning expansion within the next
three years, 65% (45 businesses) reported that their
current site will be adequate. Notably however, 21
businesses (30%) reported that they will have to look for
a new site to meet their planned expansion needs.
Note: 69 respondents

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32

Figure 63: Expansion to occur in community
No 8%

The vast majority of respondents (85% or 61
businesses) indicated that expansion will occur within
the community.
Yes
85%

Note: 72 respondents

The total investment anticipated for the planned expansion plans ranges substantially. 28% (11
businesses) anticipate investing between $1 million and $4.9 million, and an additional 23% (9
businesses) are planning investments in the range of $100,000 to $499,999.
Figure 64: Estimated expansion investment

$20 million and over

3%

$10-19.9 million

5%

$5-$9.9 million

3%

$1-$4.9 million

28%

$500,000-$999,999

10%

$100,000-$499,999

23%

$25,000-$99,999

15%

Less than $25,000

13%
0%

5%

10%

15%

20%

25%

30%

Note: 39 respondents
Of the 69 businesses planning expansion, 37% (14 businesses) responded to state that they expect
to spend under 50% of their expansion budget on equipment and technology, while 34% (13
businesses) responded to indicate that 100% of their expansion budget will be devoted to
equipment and technology.
Figure 65: Component of expansion budget for equipment and technology

100%
50 to 99%
Under 50%
0%

34%
26%
37%
3%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 38 respondents

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33

12 respondents (41% of businesses) expect to spend 50 - 99% of their expansion budget on real
estate, while another 28% (8 businesses) expect to spend under 50%.
Figure 66: Component of expansion budget for real estate

100%
50 to 99%
Under 50%
0%

17%
41%
28%
14%
0%

10%

20%

30%

40%

50%

Note: 29 respondents
44% (14 respondents) of businesses indicated that expansion plans will be between 1,000 and
4,999 square feet. 31% (10 respondents) of businesses anticipated an expansion of less than 1,000
square feet, while just four respondents (13%) expected an expansion of between 5,000 and 9,999
square feet.
Figure 67: Size of facility expansion

20,000 sq ft or more

9%

10,000-19,999 sq ft

3%

5,000-9,999 sq ft

13%

1,000 to 4,999 sq ft

44%

Less than 1,000 sq ft

31%
0%

10%

20%

30%

40%

50%

Note: 32 respondents

Facility Upgrades
Figure 68: Recent facility upgrades

73% of businesses (43 businesses) indicated that there
had been recent facility upgrades. Of those 43
businesses, 31% (13 businesses) indicated that those
upgrades were completed in the last 12 months.

No
27%

Yes
73%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

Note: 59 respondents

34

Figure 69: Planning facility upgrades

68% (39 businesses) indicated that they are
planning facility upgrades, and 26% (10
businesses) anticipate those upgrades occuring
within 3 months, and another 26% (10
businesses) expect them to occur within 6
months.

No 32%
Yes 68%

Note: 39 respondents

Respondents planning to upgrade were also asked to identify any barriers to upgrading. The most
frequently cited barrier was financing (33% or 3 businesses).
Figure 70: Barriers to upgrading

None
Financing
Owership
Lease issues
Change in owership
Business capacity
Building code restrictions

22%
33%
11%
11%
11%
11%
11%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 9 respondents

Respondents cited a variety of factors that act as constraints to their expansion. The most
common of those were financing (36% or 26 businesses), local regulations (32% or 23 businesses),
and lack of suitable premises (18% or 13 businesses). Refer to Appendix A for a list of the ‘other’
responses.

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Figure 71: Barriers to expansion

Finance

36%

Local regulations e.g. zoning

32%

Other (please specify):

23%

Lack of suitable premises

18%

Problems with Development Approvals

16%

Energy costs

15%

Broadband access

15%

Roads

11%

Lack of skilled staff

11%

Identifying and accessing new markets

10%

Energy reliability

10%

Transport/freight

4%

Warehousing

1%
0% 5% 10% 15% 20% 25% 30% 35% 40%

Note: 73 respondents
49% of respondents (32 businesses) indicated that they have sought assistance with their
expansion efforts from an external organization. Of those businesses, the highest numbers had
approached the local council (38% or 10 businesses), BC Ministry responsible for Economic
Development (31% or 8 businesses), and the local Economic Development Office (27% or 7
businesses).
Figure 72: Organizations approached for expansion assistance

Other (please specify):

62%

Local Council

38%

BC Ministry responsible for Economic…

31%

Local Economic Development Office

27%

Community Futures

8%

Chamber of Commerce

8%

BC Hydro

8%
0%

10% 20% 30% 40% 50% 60% 70%

Note: 26 respondents

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Energy Efficiency
Figure 73: Considering energy efficiency in expansion plans

64% of those who responded (23 businesses) are
considering energy efficiency in their expansion plans.
No 36%
Yes
64%

Note: 36 respondents

Figure 74: Awareness of BC Hydro Power Smart

71% of respondents (92 businesses) are familiar with
the energy efficiency support available through the BC
Hydro Power Smart program.

No,
29%

Note: 130 respondents

Yes,
71%

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 business7.




The services that received the highest number of POOR ratings are access to airport
facilities (32%), telecommunications (internet, cell service, etc.) (26%), and the
development approval process (18%).
The services that received the highest number of FAIR ratings were access to markets
(34%), availability of road transport services (34%), and telecommunications (28%).

7 Only percentages are reported, as the number of respondents varied widely with each government

service, resulting in numbers that are not comparable.

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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




The services that received the highest number of GOOD ratings were inspections and
licensing (50%), access to highway/roads (48% or 72 businesses) and access to US border
(46%).
The services that received the highest number of EXCELLENT ratings were access to
highway/roads (25%) and access to markets (15%).
The services that the highest number of respondents felt are NOT APPLICABLE to their
business were access to port facilities (92%), availability of rail transport (75%) and the
availability of warehousing (74%).

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Figure 75: Rating of government services

2%
7%
10%
7%

Availability of warehousing

74%

6%
Availability of road transport
services

36%
34%

15%
9%
3%
5%
3%

Availability of rail transport

3%
Availability of buildings for lease or
purchase

14%

75%

16%
12%
16%

54%

3%

20%
10%
14%

Availability of appropriately zoned
land

8%
Access to suppliers

25%
9%

% Fair

% Not Applicable

39%
34%

6%
6%

1%

% Good

% Poor

15%

Access to highway/ roads

% Excellent

39%
33%

13%
7%

Access to markets

53%

17%

48%

9%

20%
27%
32%
12%

Access to airport facilities

13%
Access to US Border

Access to Port Facilities

10%
13%
19%

46%

2%
0%
2%
5%
0%

20%

92%
40%

60%

80%

100%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

39

11%
Water and sewerage supply

44%

15%

7%

22%

7%
Telecommunications (internet,
cell)

28%
26%

1%
13%
Recycling

26%

13%
9%

38%

39%

% Good
% Fair

5%
Inspections /licensing

6%

50%

23%

Development approval process

45%

18%
10%
18%
2%

25%
18%
18%

% Poor
% Not Applicable

16%

9%
Disposal of waste material

% Excellent

36%

0% 10% 20% 30% 40% 50% 60%

Note: # of respondents varies
When asked whether there were any suggestions on how to improve any of the services and
infrastructure, 70% respondents (95 businesses) indicated they had suggestions. The highest
number of responses (27% or 26 businesses) discussed expansion of the electronic communication
services (cell phone, internet, broadband, fiber, etc.) along with improvements to highway and
road quality and service (16% or 15 businesses), and improvements to the airport service (16% or
15 businesses).

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Figure 76: Select responses in respondents' suggestions for improvements to government services

“Business Support Services - it would be nice to have someone local available to provide
support for business support services.”
“Work with Provincial and Financial government to fulfill promises of improving
highways.”
“Better cell reception for all carriers.”
“Quality of transcanada highway affects tourists ability/ willingness to travel ...
Maintenance and upkeep of highway needs to be addressed.”
“Incentives on commercial real estate development.”
Airport Service
The Kelowna International Airport is the most used airport, with 41% of respondents (23
businesses) indicating they use that airport. The Calgary International Airport was the second most
used with 39% (22 businesses).
Figure 77: Airport service used

None
Kelowna
Calgary
Cranbrook
Castlegar
Spokane
Trail
Kalispell
Vancouver
Springbank
Seattle
Revelstoke
Nelson
Creston
Bellingham

9%
41%
39%
21%
18%
14%
11%
7%
5%
2%
2%
2%
2%
2%
2%
0%

10%

20%

30%

40%

50%

Note: 56 respondents
Respondents indicated that they would most like to see improved flight reliability (11% or 5
businesses), more flights (9% or 4 businesses), improvements to navigational aids (9% or 4
businesses), and commuter flights (9% or 4 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 78: New services at local airport

Better flight reliability
More flights
Improvements to navigational aids
Commuter flights
Regular flights
Larger aircraft
Passenger service
Extended runway
Tourist information center
Tourism services
Shuttle service
Scheduled flights
Parking
More destinations
More Airlines
Medivac
Lower fares
Local flights to Calgary and Vancouver
Hanger facilities
Courier service
Commercial flights
Charter service

11%
9%
9%
9%
7%
7%
4%
4%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
0%

2%

4%

6%

8%

10%

12%

Note: 45 respondents

BUSINESS CLIMATE
Quality of Business Climate
The majority of responses rated the overall business climate as good (46% or 64 businesses).
Figure 79: Rating of local business climate
Poor
Fair
Good
Excellent

14%
37%
46%
3%
0%

10%

20%

30%

40%

50%

Note: 140 respondents

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Respondents rated the quality of a list of specific business climate factors as either poor, fair,
good, excellent, or not applicable to their business.










The factors that received the highest number of POOR ratings included workforce stability
(27% or 37 businesses), economic development (25% or 34 businesses), and workforce
availability (24% or 33 businesses).
The factors that received the highest number of FAIR ratings included workforce quality
(42% or 57 businesses), housing (41% or 57 businesses), workforce stability (39% or 54
businesses), and economic development (36% or 49 businesses).
The factors that received the highest number of GOOD ratings included tourism services
(51% or 33 businesses), K-12 education (46% and 62 businesses), and cultural/recreational
amenities (46% or 62 businesses).
The factors that received the highest number of EXCELLENT ratings included chamber of
commerce (25% or 16 businesses), cultural and recreational amenities (18% or 25
businesses), and tourism services (18% or 12 businesses).
The factors that received the highest number of NO OPINION ratings include Business
Improvement Associations (BIA) (79% or 26 businesses) and Community Futures (31% or
20 businesses).

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43

Figure 80: Rating of business climate factors

5%
Local Government
8%

42%

27%
18%

14%
K-12 education

11%
8%

46%

21%

2%

27%

Housing

23%

7%
4%

24%

Economic Development
12%

25%

41%

36%
% Excellent

18%
Cultural/Recreational Amenities
1%

9%

% Fair
% Poor

13%
Community Futures

31%

6%
Colleges/Universities
9%

% No Opinion

39%

9%
8%

24%

36%

25%
25%

Chamber of Commerce

19%
10%
3%

43%

3%
6%
6%
6%

BIA

0%

% Good

46%

25%

20%

79%
40%

60%

80%

100%

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5%

26%

Workforce Stability

39%

27%

4%
11%
Workforce Quality

39%
42%

5%
4%
7%

Workforce Availability

32%
33%

24%

4%

% Excellent
% Good
% Fair

18%
Tourism services

51%

17%
12%

2%
3%

% No Opinion

22%

Technical Training

29%

16%
3%

29%

20%

Local Tax Structure

23%
20%
0%

10%

% Poor

20%

30%

35%

40%

50%

60%

Note: # of respondents varies
41% of respondents (56 businesses) felt that the business climate is better today than it was 5
years ago. 24% (33 businesses) thought that it is worse, and 24% (32 businesses) believed there
was no change in the business climate. The main reasons given from those who believe the
business climate is worse is the declining economy (28% or 9 respondents) and business failures
(13% or 4 respondents).
Figure 81: Business climate today vs. 5 years ago

No opinion
Worse today
No change
Better today

11%
24%
24%
41%
0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Note: 136 respondents

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74% of respondents (102 businesses) expect that the business climate will be better 5 years from
today. 6% (8 businesses) expect that it will be worse.
Figure 82: Business climate 5 years from today

No opinion

7%

Will be worse

6%

No change

12%

Will be better

74%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 137 respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Strengths and Weaknesses of Business Climate
147 responses were provided when respondents were asked to list the community’s strengths as a
place to do business; the highest number of responses (21% or 28 responses) cited the location as
the community’s primary strength. 12% (16 businesses) indicated the supportive community and
12% (16 businesses) indicated the lifestyle.
Figure 83: Community’s strengths as a place to do business

Location
Supportive community
Lifestyle
Friendliness
Tourism
Recreational opportunities
Environment
Social network
Great place to live
Stable economy
Outdoor activities
Customer loyalty
Community commitment to local businesses
Shop local awareness
Quality of life
Low competition
Climate
Chamber of Commerce
Affordable
Above average household incomes
Vibrant downtown
Unique shops
Small town
Skilled workforce
Self reliant
Proximity to US
Natural beauty
Natural attractions
Low crime
Good restaurants
Good demographics
Creative business owners
Collaboration among businesses

21%
12%
12%
10%
6%
5%
5%
4%
4%
3%
3%
2%
2%
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: 136 respondents

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Respondents were asked to list the community’s weaknesses as a place to do business. The
highest number of responses (9% or 12 respondents) were received for the high cost of living.
Development constraints were cited by 8% of respondents (11 businesses), and the seasonality
and location were both cited by 7% (10 respondents) of businesses.
Figure 84: Community's weaknesses as a place to do business

High cost of living
Development Constraints (Zoning/Bureaucracy/Permits)
Seasonality
Location
Tax structure
Population (size/growth/aging)
Geographic isolation
Shipping and Receiving costs
Cross border shopping (US/Alberta)
Resistance to change
Low average income
Internet access
Cost of doing business
Available space
Low population
Limited market
Lack of local services
Weather
Vacant commercial buildings
Transient population
Too dependent on tourism
Small market
Reliable transportation
Poor road conditions
Planning and development process
Lack of suppliers
Lack of motivation
Lack of amenities
Kootenay time or laissez fair attitude
Economic climate
Competition
Airport limitations

9%
8%
7%
7%
5%
5%
5%
4%
3%
2%
2%
2%
2%
2%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%

1%

2%

3%

4%

5%

6%

7%

8%

Note: 136 respondents
Business Growth
85% of respondents (121 businesses) indicated that there are barriers to growth. The highest
number of respondents (12% or 14 businesses respectively) stated that geographic isolation and
the development approval process are important barriers to growing the community’s economy.

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48

9% 10%

Other commonly cited barriers include the resistance to change (11% or 13 businesses) and
population (size/growth/age) (11% or 13 businesses).
Figure 85: Barriers to growth in the community

Geographic isolation

12%

Developmental approval process

12%

Resistance to change

11%

Population (size / growth / age)

11%

Seasonality

7%

Availability of land

6%

Low economic diversification

5%

Infrastructure supporting local economy

5%

Tax structure

4%

Cost of doing business

4%

Poor road conditions

3%

Low growth

3%

Zoning

2%

Skilled labour

2%

Low population

2%

Job market is small

2%

Internet access

2%

Cost of living

2%

Competition

2%

Airport service

2%

Affordable housing

2%

Weather

1%

Small market

1%

Shipping costs

1%

Negative attitude

1%

Low income levels

1%

Land availability

1%

Lack of a anchor industry

1%

Geographic constraints

1%

Economy

1%

Economic seasonality

1%

Access to markets

1%

Access to capital

1%
0%

2%

4%

6%

8%

10% 12% 14%

Note: 119 respondents

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The following excerpts illustrate the barriers cited:
“Tourists do not stay for an extended time.”
“Lots of red tape when setting up or doing expansions on properties.”
“Letting growth happen (not in my backyard - NIMBY - opposition).”
Respondents were asked about the level of support they received from various business support
providers. The Chamber of Commerce received the highest poor response (8% or 5 businesses),
but was also cited as providing an excellent level of service by 25% of respondents (15 businesses)
and a good level of service by 38% of respondents (23 businesses). Respondents found Community
Futures (9% or 5 businesses) as most commonly unable to assist.

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Figure 86: Level of service from business support providers

National Research Council Industrial
Research Assistance

Kootenay Aboriginal Business
Advocates Society

Invest Kootenay
Innovation Councils (Kootenay
Association for Science and
Technology, Kootenay Rockies
Innovation Council)

2%
2%
0%
0%
2%
0%
0%
0%
0%
2%

87%

9%
17%
4%
4%
2%
12%
7%
2%
2%

% Excellent
% Good
64%

2%
2%
0%

% Poor
% Unable to assist

44%

% Not Applicable

57%

17%
15%

8%
3%
8%

65%
25%
38%
18%

2%
9%
6%
0%
4%
0%

% Fair

33%

10%
22%
2%
0%
9%

Chamber of Commerce

Basin Business Advisors

85%

0%
5%
5%
0%
2%

Continuing Education and Workforce
Training

College Industry Liaison Officer

98%

0%
6%
4%
2%
4%

Economic Development Organization
/ Commission

Community Futures

94%

80%

20% 40% 60% 80% 100% 120%

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51

Scientific Research and
Experimental Development
Tax Incentive Program

% Excellent

2%
2%
0%
0%
0%

% Good
% Fair
96%

0% 20% 40% 60% 80%100%120%

% Poor
% Unable to assist

Note: # of respondents varies
33% of respondents (44 businesses) indicated that there are suppliers that could locate in the
region that do not currently serve the area. Tourism and recreation suppliers were most
commonly cited by 16% of respondents (6 businesses).
Figure 87: Potential Suppliers

Tourism and Recreation

16%

Restaurants

8%

Meats & Dairy / Fruits and Vegetables / Grains

8%

Retail stores

5%

Manufacturers

5%

High Tech services

5%

Wood Waste Management

3%

Technology companies

3%

Sofware developers

3%

Mining services

3%

Helicopter services

3%

Heavy Equipment dealers

3%

Distributors

3%

Courier service

3%

Cleaning services

3%

Agricultural suppliers

3%
0%

2%

4%

6%

8% 10% 12% 14% 16% 18%

Note: 37 respondents

When asked what business, sector, or industry could be attracted to most strategically benefit the
industry, the most common response was tourism (46% or 57 respondents), technology
businesses (9% or 11 businesses), manufacturing (6% and 7 businesses), and arts and culture (6%
or 7 businesses).

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Figure 88: Sectors, businesses or industries that could be attracted to region
Tourism
Technology businesses
Manufacturing
Arts & Culture
Creative businesses
Agriculture
Retail Stores
Hospitality
Green Businesses
Transportation
Forestry
Food businesses
Construction
Conference Centre
Airport services
Snow mobiling
Shipping companies
Restaurants
Recycling Services
Recreational services
Mountain biking
Internet services
Health and Wellness
Grocery stores
Educational services
Art gallery
Agriculture value-added industries

46%
9%
6%
6%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2%
2%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
0%

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

Note: 124 respondents
Business Competitiveness and Productivity
Businesses were asked to consider the importance of various factors for ensuring business
competitiveness over the next five years. Those factors that received the highest number of
somewhat important or very important ratings include availability of telecommunications
infrastructure and services (93% or 81 businesses) and improvement of customer service (91% or
79 businesses).

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Figure 89: Importance of business competitiveness factors

Workplace health and safety

9%

Workforce skill development

71%

20%

83%

9%
8%

Water/sewer costs

14%
27%

Water/sewer availability

9%

Strategic alliances (joining with
other businesses to provide…

8%
6%

68%
23%
86%

Reliable air transportation

26%
21%

New product research and
development

13%
24%

New market development
outside of region

15%
11%

New market development
locally

12%
5%

Improving worker productivity

53%
63%
74%
84%

23%
15%

Improvement of customer
services

59%

% Somewhat important, very
important

62%
91%

8%
1%

Improvement business
management

12%
4%

Expansion of workforce
employees

13%

Exchange rate for Canadian
dollar

16%
8%

Energy costs

16%
7%

Availability of
telecommunications…

85%

36%

% Not applicable

52%
76%
77%
93%

3%
3%

Affordable shipping/freight

21%
16%

Add or change in business,
products or services

14%
13%

Accessing capital

24%
11%

Access to exporting and
international markets

28%
22%
0%

% Not important at all or not
very important

63%
73%
64%

51%

20% 40% 60% 80% 100%

Note: # of respondents varies

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

54

When asked to rate their business’ performance on a list of productivity drivers, the drivers that
received the highest number of:






EXCELLENT ratings include leadership and management capacity (30% or 25 businesses)
and productive workplace culture (29% or 24 businesses);
GOOD ratings include leadership and management capacity (58% or 48 businesses),
productive workplace culture (56% or 47 businesses), and organising work (structures and
processes) (55% or 46 businesses);
FAIR ratings include measuring impact of productivity efforts/investments (35% or 29
businesses);
POOR ratings include networking and collaboration with other businesses (6% or 5
businesses).

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

55

Figure 90: Performance on key productivity drivers

29%
56%

Productive workplace
culture

10%
2%
4%
19%

Organizing work (structures
& processes)

55%
17%
0%
8%
24%

Networking and
collaboration with other
businesses

43%
24%
6%
2%
% Excellent

12%

Measuring impact of
productivity efforts/
investments

% Good

39%
35%

% Fair

2%
12%

% Poor
% Not Applicable

30%
58%

Leadership and
management capacity

7%
2%
2%
14%
49%

Investing in people and
skills

25%
4%
8%
19%
43%

Innovation & the use of
technology

27%
5%
6%
0%

20%

40%

60%

80%

Note:# of respondents varies

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56

Economic Drivers
Respondents believe that the economic drivers with the highest growth potential over the next 5
to 10 years include tourism (83% or 72 businesses), relocation of people from urban centres (32%
or 28 businesses), health and wellness (24% or 21 businesses), and forestry (23% or 20
businesses). For a list of drivers identified as “other”, refer to Appendix A.
Figure 91: Economic drivers with greatest growth potential

Other
Tourism
Relocation of people from urban centres
Health & wellness
Forestry
culture and creative businesses
Construction
Arts
Technology-based businesses
Green or environmental businesses
Education
Other niche service businesses (e.g. services…
Manufacturing
Agriculture
Government

26%
83%
32%
24%
23%
22%
22%
22%
20%
17%
10%
9%
9%
7%
3%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Note: 87 respondents
Proximity to Alberta
42 respondents (79%) reported that they were impacted by their proximity to Alberta. The general
positive impact of the customer base coming from Alberta was the most significantly noted by
70% of respondents (28 businesses), while 13% (5 businesses) indicated a similar positive impact
of tourists coming from Alberta.
Figure 92: Impact of Proximity to Alberta

Positive - Alberta customers

70%

Positive - Alberta tourists

13%

Negative - Alberta competition

5%

Positive - Workforce migration from Alberta

3%

Positive - Alberta has higher recycling fees

3%

Negative - Loss of sales to Alberta

3%
0% 10% 20% 30% 40% 50% 60% 70% 80%

Note: 40 respondents

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ASSESSMENT AND PLANS
Overall Health
The majority of businesses surveyed reported that their facility is in overall good health (55% or 69
businesses), 23% (29 businesses) reported that their facility’s health is excellent, and 20% (26
business) reported that it is fair. 2% (3 businesses) of respondents indicated that their company is
in poor health.
Figure 93: Facility’s overall health
Poor
Fair
Good
Excellent

2%
20%
54%
23%
0%

10%

20%

30%

40%

50%

60%

Note: 127 respondents
Most businesses with a parent company indicated that the health of that parent company is good
(13% or 13 businesses).
Figure 94: Overall health of parent company

Not applicable
Fair
Good
Excellent

75%
1%
13%
12%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 103 respondents
Attitude toward Community
48% of respondents (61 businesses) indicated that their local management’s attitude toward the
community is excellent and 40% (51 businesses) indicated that it is good.
Figure 95: Local management's attitude toward community
Poor
Fair
Good
Excellent

1%
8%
40%
48%
0%

10%

20%

30%

40%

50%

60%

Note: 126 respondents

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Respondents indicated that their parent company’s attitude toward the local community is most
commonly good (11% or 11 businesses) or excellent (10% or 10 businesses).
Figure 96: Parent company's attitude toward local community
Not applicable
Poor
Fair
Good
Excellent

75%
2%
3%
11%
10%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 102 respondents
Risk of Closing or Downsizing
Data indicates that the risk of tourism related businesses closing is low. Just 3% (4 businesses) of
the respondents reported that they are at a high risk of closing in the next 1-3 years, and just 9%
(12 businesses) indicated they were at a moderate risk.
Figure 97: Risk of facility closing

Low

88%

Moderate

9%

High

3%
0%

20%

40%

60%

80%

100%

Note: 134 respondents
Similarly, the data indicates that the risk of downsizing is low, with just 4% (5 businesses)
indicating that the risk is high.
Figure 98: Risk of facility downsizing

Low
Moderate
High

86%
10%
4%
0%

20%

40%

60%

80%

100%

Note: 132 respondents

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RECOMMENDATIONS
NEXT STEPS
The results of this survey can be used to inform short- and long-term business retention and
expansion action planning at the regional, sub-regional, or community scale. Additionally, the
regional overview of the tourism sector that this report provides may encourage or support future
collaboration amongst stakeholder groups. Many Business Retention and Expansion (BRE)
programs attempt to 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”).
As this study was commissioned by the Columbia Basin RDI, the immediate follow-up steps will be
the distribution of the report to all potentially interested organizations with an offer to discuss
further how this report may help them.
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.
Some communities/stakeholder groups 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 be taken by stakeholders in the tourism sector to 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. Build 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

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60

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.

POTENTIAL ACTION AREAS
Workforce – Recruitment & Retention
The businesses interviewed reported a total of 4,071 employees. 41% of employees are full-time,
followed by 35% part-time employees, and 24% are temporary. The size of the workforce appears
stable and healthy, with 48% of businesses indicating that the number of employees at their
business has stayed the same. Anticipated employment trends are also stable with the majority of
businesses expecting the number of casual, part time and full time employees to stay the same or
slightly increase. The majority of businesses (87%) recruit locally. 40% of businesses indicate that
they currently face recruitment challenges, 41% anticipate future difficulties, and 40% of
businesses stated they did believe there were strategies that could address recruitment.
Respondents most commonly rely on advertising and word of mouth when recruiting, followed by
online job boards. Actions identified by respondents that could prove helpful include: improved
job advertising, assistance with the foreign worker program, and supporting affordable housing.
The hospitality and food/beverage service industries featured in areas of future and current
recruitment challenges, as did the area of administrative/clerical. Related to recruitment and
retention, are the critical considerations for employees identified which include the cost of living,
housing, and transportation.
Youth Employment
Findings indicate that employees under the age of 26 are in the minority, with just 10% of
essential employees under the age of 25. Increasing youth employment may assist in addressing
the recruitment challenges that 40% of businesses report having. Actions on this theme could
involve gaining a better understanding of the reasons for the low youth employment rate,
connecting local businesses with youth employment programs (federally, provincially and/or
through CBT), and connecting businesses with local schools and post-secondary institutions.
Business Growth & Expansion
50% of businesses in the region report being in a growth cycle and 37% are maturing, and similarly
53% indicate the status for their product/service is stable and 38% indicate it is increasing. The
majority of businesses are anticipating low to moderate sales growth over the next year, with 40%
expecting moderate sales growth between 1 – 9% and 30% expecting 10-24% sales growth. 43% of
businesses indicate that the majority of their sales are to local markets, with 21% indicating their
sales are to a national market. Further review into this is warranted to understand how this
correlates to the geographic source of tourists. 49% indicate that they are planning to expand
within the next three years. Over half (65%) of those businesses planning to expand feel their
existing site is adequate, and 85% indicated that expansion would occur within the community.
Businesses also report that employment rates are stable, and that they anticipate continued
stability over the next three years. This data coupled with the general positive business climate
and the optimism for the future provides a positive, stable report on business conditions in the
tourism sector. Actions in this area could include supporting existing businesses as they plan for

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61

local expansion/growth. Support could come in the form of assistance with navigating local
regulations, assistance with accessing new markets, exploring financing options, assisting with
recruitment activities, and connecting businesses with resources to assist in expansion projects.
These potential actions and any others should be designed to address the stated barriers to
expansion which include geographic isolation, difficulties with the development approval process,
general community resistance to change, and the population (demographics, size, etc.). It is worth
noting that just less than half (49%) of businesses sought assistance with expansion efforts from
an 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.
Small to Medium Sized and Independent Businesses
The profile of businesses surveyed indicates that businesses tend to be small to medium in size
(38% have fewer than five employees, 51%are located in a facility that is less than 4,999 sq.ft., and
54% have annual sales under $1 million) and independent (just 22% have other locations). The
customer base for businesses appears to be diverse, with 59% of businesses indicating that just 1 9% of their sales are generated by their top three customers. It is noteworthy that temporary
employees make up just 24% of the workforce. Tailoring supports and services to small/medium
sized, independent businesses will benefit businesses in the tourism sector. Services and supports
should consider that 96% of functions provided by a business are ‘services’. Actions to support and
encourage small and medium sized businesses could include specific training targeted to the
needs of small businesses and an exploration of shared service provision in the areas of payroll,
human resources, employee recruitment, bookkeeping, etc. Additional actions could include
promoting existing supports available from Small Business BC, Destination BC, Kootenay Rockies
Tourism, and the Basin Business Advisors Program.
Supply Sourcing and Procurement
The data indicates that 44% of supplies come from within the local region. The most common
response (84%) for the reason why supplies are sourced outside of the local area is that they are
not available locally. The ability to source local supplies of meats, dairy, fruits, vegetables and
grains were the most frequently desired by respondents. There is an opportunity to engage in
discussions with local area businesses to understand what opportunities may exist to increase
local supply, and actively engage existing businesses or encourage new businesses to fill that role
if feasible. Strengthening the link between local food suppliers/producers and local area
businesses could also be explored. A regional stakeholder round table discussion could be a way to
begin the conversation to increase supply options locally. A potential related impact could be the
diversification of the local economy.
Training
Improving technical training and workforce skill development is important for business
competitiveness. Findings indicate that 50% of businesses do have a training budget and 66%
indicated that training typically occurs locally. Just 38% of businesses were aware of new trends,
technologies and industry changes that will require new skills, indicating that there is room for
education among businesses on the latest trends and technologies specific to the tourism

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62

sector.74% identified specific areas for current training/professional development, and those
include safety/first aid/food safe and customer service. Respondents also indicated that over the
next five years additional training in marketing/social media and computer and technology
training would be needed. There is a preference for classroom (58%) or individual coaching (49%)
style formats. Future initiatives could include supporting networks to help businesses identify
shared training needs, increasing awareness of new trends, technologies and changes to the
tourism sector, and working with local educational institutions to ensure local skill requirements
are considered in programming.
Succession and Business Planning
Business and succession planning are critical to the health and longevity of businesses, yet only
19% of respondents indicated that they have a formal succession plan and just over half (52%)
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, with some tailoring
to target small, independent businesses in the tourism sector. Open, instructive training sessions
have the potential to provide a base level of support to a large number of businesses; however,
given the importance of individual circumstances in business and succession planning, a one-onone assistance program could result in greater overall benefit by providing a higher level of
support to businesses. Any future business planning support initiatives should be aggressively
advertised to ensure uptake among businesses, and may include direct outreach to those
businesses identified as part of the BRE survey.
Continued Support for Tourism Sector
An overwhelming 83% of respondents indicated that tourism was the economic driver with the
greatest growth potential. 16% of Respondents also noted that suppliers of tourism and
recreational services/products are potential suppliers that could be increased, and 46% indicated
that attracting more tourism related businesses would most strategically benefit the industry.
Actions to support the tourism industry could include continued collaboration between
governments at all levels and local tourism agencies such as Destination British Columbia,
Kootenay Rockies Tourism, local Destination Marketing Organisations, Chambers of Commerce,
and local businesses. With most businesses (74%) 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.
Improving Connectivity
A recurring theme was the need to improve telecommunications services, with 26% of
respondents rating the service as poor and 28% rating the service as fair. 93% of businesses rated
the availability of telecommunications as somewhat important or very important to ensuring
business competitiveness over the next five years. Discussions with telecommunication service
providers to identify ways to improve service, as well as community discussions to identify specific
areas for improvements would be beneficial to target improvements that would support the
tourism sector.

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63

APPENDIX A: DATA TABLES
COMPANY INFORMATION
Figure 1.: NAICS Classification
Transportation (48, 53)
Accommodation & Food & Beverage Services(72)
Recreation and Entertainment (71, 51)
Travel Services (56)

Total
14
66
68
4
152

Figure 2.: Industry Classification by
Region

Industry Classification by Region
Tourism

9%
43%
45%
3%
100%

Percent of
Question
Respondent
s

Count

RDI Region

Year

Cranbrook

2014

1

1%

2016

8

5%

Kimberley

2012
2016
2013
2014
2014
2015
2014

1
10
31
5
1
7
10

Boundary

2012

4

3%

Lower
Columbia

2012

9

6%

Nakusp
Nelson &
Area

2013

5

3%

2015

13

9%

Revelstoke

2015

23

15%

Creston &
Area
Fernie &
Area
Golden
Kaslo

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

8%
23%
6%
7%

64

Rossland
Slocan
Valley

2012
2013
2014
2013
2014

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

Figure 3.: Functions located at this
facility
Engineering/RD
Distribution
Warehousing
Manufacturing
Headquarters
Services
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 4.: Who are your
competitors?: Where are your
competitors located?
In Canada
In Province
Outside Canada
In Region
None
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

6
12
2
2
2
152

4%
9%
2%
100%

152
152
0
100%

Count

Percent of
Question
Respondents

4

5%

5
5
10
15
65
104

7%
7%
14%
21%
89%

75
73
2
97%

Count
2
6
7
46
3
64

Percent of
Question
Respondents
3%
10%
12%
78%
5%

152
59
93
39%

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65

Figure 5.: What are the factors that
make your company successful
here?

Count

Diversified product / services
Knowledgeable staff
Niche market
Pricing
Technical expertise
Branding
Competitive pricing
Hard work
Knowledge
Supportive community
Customer loyalty
Demand for products and services
Lack of competition
Niche product
Established business
Experience
Workforce
Word of mouth
Reputation
Customer Service
Tourism
Community support
Quality product / service
Location
Total

1
1
1
1
1
2
2
2
2
2
3
3
3
3
4
4
4
5
8
9
10
11
12
33
127

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

152
130
22
86%

Figure 6.:Why did you choose this
community to locate your business?
Bought an existing business
Business expansion
Great community
Hobby turned into a business

Percent of
Question
Respondents
0.77%
0.77%
0.77%
0.77%
0.77%
1.54%
1.54%
1.54%
1.54%
1.54%
2.31%
2.31%
2.31%
2.31%
3.08%
3.08%
3.08%
3.85%
6.15%
6.92%
7.69%
8.46%
9.23%
25.38%

Count

Percent of
Question
Respondents

1
1
1
1

2%
2%
2%
2%

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66

Close to family
Demand for products and services
Born and raised here
Market growth
Established business
Natural resources
Already living here
Lifestyle
Business opportunity
Location
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 7.:Does this company have
another location elsewhere?

2
2
3
3
4
5
6
7
13 21%
23%
63

14

152
61
91
40%

Count

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

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

Percent of
Question
Respondents

22
76
98

22%
78%

152
98
54
64%

Figure 8.: Does this company have another
location elsewhere?: If Yes, where?
Elsewhere in nation
Outside Canada
In Province

3%
3%
5%
5%
7%
8%
10%
11%

Count

Percent of Question
Respondents

3
3
9
15

23%
23%
69%

152
13
9
22
98
59%

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67

Figure 9.: Location of company's
headquarters
Outside Canada
Elsewhere in nation
In Province
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 9b: Location of company's
headquarters: Province
AB
BC
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 9c: Location of company's
headquarters: Nation

Count
1
5
81
87

Percent of
Question
Respondents
1%
6%
93%

152
87
65
57%

Count
2
54
56

Percent of
Question
Respondents
3.57%
96.43%

152
56
96
37%

Count

Canada
Total

50
50

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

152
50
102
33%

Percent of
Question
Respondents
100.00%

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68

Declining

4

Percent of
Question
Respondents
3%

Emerging

15

10%

Growing

75

50%

Maturing

55

37%

Total

149

Survey Participants:

152

Question Respondents:

149

No Response Count:

3

Figure 10.: Life cycle stage of firm's
primary product/service

Response Rate:

Count

98%

<1 Year

4

Percent of
Question
Respondents
3%

1-4 Years

27

18%

5-9 Years

23

16%

10-19 Years

38

26%

>20 Years

56

38%

Total

148

Survey Participants:

152

Question Respondents:

148

No Response Count:

4

Figure 11.:How long has this facility
operated

Response Rate:

Count

97%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

69

Figure 12.: What is this company's
ownership status?
Publicly owned
Privately owned
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count
9
119
128

7%
93%

152
128
24
84%

Figure 12b: What is this company's
legal status?

Count

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

9
16
19
29
72
6
151

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

Percent of
Question
Respondents

Percent of
Question
Respondents
6%
11%
13%
19%
48%
4%

152
151
1
99%

Count

Percent of
Question
Respondents

Family Trust

1

1%

Non-profit
Sole proprietorship
Partnership/Corporation
Total

1
1
3
6

1%
1%
2%

Figure 12c: What is this company's
legal status?: If Other, please specify

Survey Participants:
Question Respondents:

152
6

No Response Count:

0

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

70

Parent Question 'Other'
Respondents:
Parent Question Respondents:
Response Rate:

Figure 13.: 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:

Figure 13b: If Yes, describe the local
impact of the change
Negative
Neutral
Positive
Total

6
151
100%

Count
38
97
135

Percent of
Question
Respondents
28%
72%

152
135
17
89%

Count

Percent of
Question
Respondents

2
5.41%
9
24.32%
26 70.27%
37

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

152
37
1
38
135
97%

Figure 13c: Is an ownership change
pending for this facility?

Count

Percent of
Question
Respondents

Yes

22

15.07%

No
Total

124
146

84.93%

Survey Participants:
Question Respondents:

152
146

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

71

No Response Count:
Response Rate:

Figure 14.: If Yes what is the
anticipated time frame

6
96%

Count

Percent of
Question
Respondents

1 year or less
2 years
3 years or more
Total

7
5
6
18

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

152
18
4
22
146
82%

Figure 15.: If Yes, how do you
intend to exit the business?

Count

Percent of
Question
Respondents

Sell/transfer to a family member
Sell to another company
Sell/transfer to a non-family
member

2
4

12%
24%

9

53%

Other

2

12%

Total

17

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

152
17
5
22
146
77%

Figure 15b: If Yes, how do you
intend to exit the business?: If other,
please explain
Change in board
Changing to corporation
Total

Count

39%
28%
33%

Percent of
Question
Respondents

1
5.88%
1 5.88%
2

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

72

Survey Participants:

152

Question Respondents:

2

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

0

Figure 16.:Is there a formal
succession plan?
Yes
No
Not applicable

2
17
77%

Count

Total

24
87
15
126

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

152
126
26
83%

Figure 16b: Have you identified a
successor to your business?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 16c: If Yes, have you been
assisted in preparation of a
succession plan?
Yes
No
Total

Count
18
104
122

Percent of
Question
Respondents
19%
69%
12%

Percent of
Question
Respondents
15%
85%

152
122
30
80%

Count
14
6
20

Percent of
Question
Respondents
66.67%
28.57%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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

152
21
3
24
126
88%

Figure 16d: If Yes, by whom

Count

Accountant
Business partner
Lawyer
Other
Total

1
1
2
3
7

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

152
8
6
14
21
57%

Figure 16e: If Yes, by whom: If
other, please explain

Count

Banker
Board members
Board of Directors
Business Partner
Consultant
Accountant
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question Respondents:
Response Rate:

1
1
1
1
1
4
9

Percent of
Question
Respondents
12.50%
12.50%
25.00%
37.50%

Percent of
Question
Respondents
12.50%
12.50%
12.50%
12.50%
12.50%
50.00%

152
7
0
3
8
57%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 17.:Does this firm have a
current written business plan?
Yes
No
Total

Count
67
62
129

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

Percent of
Question
Respondents
52%
48%

152
129
23
85%

LOCAL WORKFORCE
Figure 18.: Total number
of employees at this
facility*: Total employees
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:
Figure 19.: Nature of
Employment
Full Time
Part Time
Temporary
Total
Survey Participants:
Question Respondents:
Response Rate:

Count
57
31
21
22
14
7
152

Percent of Question
Respondents
38%
20%
14%
14%
9%
5%

4071
152
152
0
100%
Count
1669
1436
966
4071

Percent of Question
Respondents
41%
35%
24%

152
152
100.00%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 19b: Total number
of employees at this
facility*: Full-time
employees
Less than 5
5-9
10-19
20-49
50-99
Over 100
Total

Count
98
21
10
14
5
4
152

Total full-time employees:

1669

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

152
152
0
100%

Figure 19c: Total number
of employees at this
facility*: Part-time
employees
Less than 5
5-9
10-19
20-49
50-99
Over 100
Total

Count
112
12
13
10
3
2
152

Total part-time
employees:

1436

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

152
152
0
100%

Figure 19d: Total number
of employees at this
facility*: Temporary
employees
Less than 5

Count
121

Percent of Question
Respondents
64.47%
13.82%
6.58%
9.21%
3.29%
2.63%

Percent of Question
Respondents
73.68%
7.89%
8.55%
6.58%
1.97%
1.32%

Percent of Question
Respondents
79.61%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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5-9
10-19
20-49
50-99
Over 100

12
7
7
4 2.63%
1 0.66%

Total

152

Total temporary
employees:

966

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20.: Historical
employment trend
Declining
Staying the same
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 21.:How did the
number of staff change, if
at all, in the last 3 years?:
Fulltime
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 21b: How did the
number of staff change, if
at all, in the last 3 years?:

7.89%
4.61%
4.61%

152
152
0
100%
Count
28
64
42
134

Percent of Question
Respondents
21%
48%
31%

152
134
18
88%

Count
31
84
14
129

Percent of Question
Respondents
24%
65%
11%

152
129
23
85%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Part-time
Increased
Stayed the same
Decreased
Total

32
66
18
116

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

152
116
36
76%

Figure 21c: 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 22.:How do you
expect the number of
staff to change, if at all
over the next 3 years?:
Fulltime
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 22b: How do you
expect the number of
staff to change, if at all
over the next 3 years?:

Count
20
55
13
88

28%
57%
16%

Percent of Question
Respondents
23%
63%
15%

152
88
64
58%

Count

49
74
3
126

Percent of Question
Respondents
39%
59%
2%

152
126
26
83%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Part-time
Increased
Stayed the same
Decreased
Total

46
61
7
114

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

152
114
38
75%

Figure 22c: 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
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23.: Describe the
majority of essential
personnel at this location
Less than 25
26 - 34
35 - 49
50 or older
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 24.: Describe the
wage scale here
compared to all other
firms locally

Count

40%
54%
6%

Percent of Question
Respondents

20
60
3 4%
83

24%
72%

152
83
69
55%

Count
13
40
54
24
131

Percent of Question
Respondents
10%
31%
41%
18%

152
131
21
86%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Lower than
Same as
Greater than
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 24b: Average
hourly wage:
Skilled/Professional
Under $10
$10-$12.99
$13-$14.99
$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 24c: 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:

13
48
40
101

13%
48%
40%

152
101
51
66%

Count
5
4
6
15
33
11
4
2
80

Percent of Question
Respondents
6.25%
5.00%
7.50%
18.75%
41.25%
13.75%
5.00%
2.50%

152
80
72
53%
Count
3
14
15
27
11
2
72

Percent of Question
Respondents
4.17%
19.44%
20.83%
37.50%
15.28%
2.78%

152
72
80
47%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 24d: Average
hourly wage: Entry-level
Under $10
$10-$12.99
$13-$14.99
$15-$19.99
$20-$29.99
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 25.:Is the number
of unfilled positions
Stable
Decreasing
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 26.: 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 27.: Recruitment
and retention challenges
Retention challenges

Count
7
38
8
9
1
63

Percent of Question
Respondents
11.11%
60.32%
12.70%
14.29%
1.59%

152
63
89
41%
Count
89
4
11
104

Percent of Question
Respondents
86%
4%
11%

152
104
48
68%

Count

Percent of Question
Respondents

4
5
9
118
136

3%
4%
7%
87%

152
136
16
89%
Count
44

Percent
33%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Recruitment challenges
Figure 27b: Is employee
retention a problem?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 27c: 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 28.: If applicable,
please describe any
challenges and / or efforts
you have undertaken to
retain employees.
Avoid layoffs (find extra
work)
Provide housing
Find addition work for
slow times
Flex Time
Support personal growth
and skill development
Training
Housing

54
Count
44
89
133

40%
Percent of Question
Respondents
33%
67%

152
133
19
88%

Count

54
81
135

Percent of Question
Respondents
40.00%
60.00%

152
135
17
89%

Count

Percent of Question
Respondents

1

1.96%

1

1.96%

2

3.92%

3

5.88%

3

5.88%

3
4

5.88%
7.84%

Staff discounts

4

7.84%

Bonuses

6

11.76%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Benefits
Support a positive
environment

11

21.57%

11

21.57%

Fair wages

14

27.45%

None
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

6
69
109
51
58
47%

11.76%

Figure 29.:If applicable,
please describe any
recruitment activities or
strategies you have
undertaken to attract
employees.
Benefits
Cooperative education
Employment agencies
Flexible work schedule
Internet
Job Fairs
Reached out to Colleges
Recruiting Firms
WorkBC

Count

Percent of Question
Respondents

1
1
1
1
1
1
1
1
1

2%
2%
2%
2%
2%
2%
2%
2%
2%

International recruitment

2

4%

Networking
Post openings on
company website
Social media (Facebook/
Linkedin)
Staff discounts
Training
Training
Online job boards
Advertising
Word of mouth
None
Total

2

4%

Survey Participants:
Question Respondents:

2

4%

2

4%

2
2
2
4
12
12
7
56

4%
4%
4%
8%
23%
23%
13%

109
52

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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No Response Count:
Response Rate:

Figure 30.: Is the
company experiencing
recruitment problems
with any employee
positions or skills?: If Yes,
in which category(s)?
Assembler/Line Workers

57
48%

Count

Percent of Question
Respondents

1

2%

CDL Drivers

1

2%

Material/Fabricators
Prof/Info
Tech/Programming
Construction/Contractors
Healthcare Professionals
Marketing
Professional/Technical
Electrical/Electronics
Graphics Arts/Printing
Machine Operators
Mechanics
Professional/Other
Maintenance
Sales/Retail
General Laborer
Sales/Service
Administrative/Clerical
Food/Beverage Service
Hospitality Service
Other
Total

1

2%

1

2%

2
2
2
2
3
3
3
3
3
5
5
7
7
9
17
19
29
125

4%
4%
4%
4%
6%
6%
6%
6%
6%
9%
9%
13%
13%
17%
32%
36%
55%

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

152
53
1
54
135
98%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 30b: Is the
company experiencing
recruitment problems
with any employee
positions or skills?: Other
(specify job roles/titles)
Commercial drivers
Fitness instructors
Groundskeepers

Count

Percent of Question
Respondents

1
1
1

1.89%
1.89%
1.89%

Guiding trip leaders

1

1.89%

Gymnastics Coaches

1

1.89%

Labourers

1

1.89%

Machine operators
Marketing
Recreation
Students
Yoga Instructors
Managers
Sales
Skilled trades
Chef / Bakers / Butchers

1
1
1
1
1
2
2
2
4

1.89%
1.89%
1.89%
1.89%
1.89%
3.77%
3.77%
3.77%
7.55%

Housekeeping

5

9.43%

Total

26

Survey Participants:
Question Respondents:
No Response Count:

152
27
2

Parent Question 'Other'
Respondents:

29

Figure 31.: Do you
anticipate future
recruiting difficulties i.e.
3-5 year?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:

Count
54
79
133

Percent of Question
Respondents
40.60%
59.40%

152
133
19

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Response Rate:
Figure 31b: Do you
anticipate future
recruiting difficulties i.e.
3-5 year?: If Yes, in what
area(s)?
Assembler/Line Workers

88%

Count

Percent of Question
Respondents

1

2%

CDL Drivers

1

2%

Construction/Contractors
Material/Fabricators
Prof/Info
Tech/Programming
Professional/Technical
Healthcare Professionals
Electrical/Electronics
Graphics Arts/Printing
Machine Operators

1
1

2%
2%

1

2%

1
2
3
3
3

2%
4%
6%
6%
6%

Marketing

3

6%

Professional/Other
Sales/Retail
Maintenance
Mechanics
Sales/Service
General Laborer
Administrative/Clerical
Food/Beverage Service
Hospitality Service
Other
Total

3
4
5
5
5
7
11
16
16
29
121

6%
8%
10%
10%
10%
14%
22%
31%
31%
57%

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

152
51
3

Figure 31c: Do you
anticipate future
recruiting difficulties i.e.

54
133
94%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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3-5 year? : Other (specify
job roles/titles)
Bakers
Guides
Gymnastics Coaches
Heavy Equipment
Operators
Kitchen staff
River guides
Service staff
Skilled professional
Teachers
Accountants
Bookkeepers
Commercial Truck Drivers
Skilled/Professional
Managers
Housekeeping
Total
Survey Participants:

152

Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:

27
2

Figure 32.: Is there
anything we can do to
help overcome issues
with employee
recruitment?
Yes
No
Total

1
1
1

1.96%
1.96%
1.96%

1

1.96%

1
1
1
1
1
2
2
2
2
4
5
26

1.96%
1.96%
1.96%
1.96%
1.96%
3.92%
3.92%
3.92%
3.92%
7.84%
9.80%

29

Count

23
35
58

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

152
58
94
38%

Figure 32b: Is there
anything we can do to
help overcome issues
with employee
recruitment?: If Yes,

Count

Percent of Question
Respondents
40%
60%

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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please explain
Better airport
Encourage leadership and
funding
Establish a job bank
Improve visitor and
business information
centres
Streamline process to hire
temporary foreign
workers
Support staff and short
term employment during
shoulder seasons
Provide training and
education
Subsidize wages
Help with foreign worker
program
Support affordable
housing
Better job advertising

1

4.55%

1

4.55%

1

4.55%

1

4.55%

1

4.55%

2

9.09%
9.09%

3

13.64%

3

13.64%

4

18.18%

20

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

152
22
1

Figure 33b: Percent of
workforce:
Skilled/Professional

4.55%

2

Total

Figure 33.: Skill Level of
Majority of Workforce
Skilled/Professional
Semi-skilled
Entry-level
Total

1

23
58
96%
Count
46
24
19
89

Count

Percent of Question
Respondents
42%
22%
17%

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 33c: Percent of
workforce: Semi-skilled
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 33d: 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 34.: Does the
company provide a
training budget in order
to upgrade employee's
skills?
Yes
No

25
25
18
41
109

22.94%
22.94%
16.51%
37.61%

152
109
43
72%
Count
25
24
26
12
87

Percent of Question
Respondents
28.74%
27.59%
29.89%
13.79%

152
87
65
57%
Count
28
14
17
11
70

Percent of Question
Respondents
40.00%
20.00%
24.29%
15.71%

152
70
82
46%

Count

62
63

Percent of Question
Respondents
50%
50%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 34b: Does the
company offer in-house
training?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 34c: Does the
company use Contracted
Training?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 35.: 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:

125
152
125
27
82%

Count
52
11
63

Percent of Question
Respondents
83%
17%

152
63
89
41%

Count
24
37
61

Percent of Question
Respondents
39%
61%

152
61
91
40%

Count

48
79
127

Percent of Question
Respondents

38%
62%

152
127
25

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

90

Response Rate:
Figure 36.: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:
Response Rate:
Figure 37.:Are there any
areas of training or
professional development
that would be of benefit
to you or your
employees?: If Yes, what
are they?

84%

Count

97
34
131

Percent of Question
Respondents

74.05%
25.95%

152
131
21
86%

Count

Percent of Question
Respondents

Bartending

1

1%

Bookkeeping
Conflict Resolution
Continued education
Emerging technologies
Franchise Training
Hospitality training
Professional development
Theatre Technical Skills
WHMIS
Workshops -- Local

1
1
1
1
1
1
1
1
1
1

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

Business management

2

2%

Communications
Cooking skills
Social media

2
2
2

2%
2%
2%

Technical training

3

3%

Industrial equipment
operations

5

5%

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Managerial training
Web site design
Computer skills
Emerging industry
practices

5

5%

5
9

5%
9%

9

9%

Accounting/Bookkeeping

11

12%

Business Management
Sales/Marketing
Customer service
Safety/First Aid/Food
Safe
Total

11
11
13

12%
12%
14%

26

27%

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

152
95
2

Figure 38.: What modes
of education/training
work best for you?
Online/ Webinar training
Individual coaching
Classroom
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 38b: What modes
of education/training
work best for you?: Other
Name
Mentor
National Coaching
Programs
Online/ Webinar training

127

97
131
98%

Count
45
56
66
19
186

Percent of Question
Respondents
39%
49%
58%
17%

152
114
38
75%

Count

Percent of Question
Respondents

1

0.88%

1

0.88%

1

0.88%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Technical training
sessions
Trade shows /
Conferences
In-house / Hands on /
Workshop

1

0.88%

3

2.63%

11

9.65%

Total

18

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

152
18
1

Figure 39.: When your
staff attend
training/certification,
where do they usually
access the training?
United States
Rest of Canada
Regional
British Columbia
Local
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

19
114
95%

Count

5
13
23
33
71
145

5%
12%
22%
31%
66%

152
107
45
70%

Union status

Count

Yes
No
Not applicable
Total

7
100
22
129

Survey Participants:
Question Respondents:
No Response Count:

Percent of Question
Respondents

Percent of Question
Respondents
5.43%
77.52%
17.05%

152
129
23

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Response Rate:
Figure 40.: Please indicate
which issues you believe
are critical to your
employees?
Child care
Transportation
Housing
Cost of living
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 40b: Please
indicate which issues you
believe are critical to your
employees?: If Other,
please list any other
issues
Benefits
Flextime
Getting enough work
hours
Healthy Work
environment

85%

Count
27
33
41
55
20
176

Percent of Question
Respondents
35%
43%
53%
71%
26%

109
77
32
71%

Count

Percent of Question
Respondents

1
1

1.30%
1.30%

1

1.30%

1

1.30%

Training

1

1.30%

Transportation
Seasonality of work
Affordable housing
Wages

1
2
4
7

1.30%
2.60%
5.19%
9.09%

Total

19

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

109
21
0
20
77

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Response Rate:
In general terms, what
percent of your workforce
lives in the: Community
(%)
25-49%
50-74%
75-100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
In general terms, what
percent of your workforce
lives in the: Region (%) includes entire Columbia
Basin-Boundary region
0-24%
25-49%
75-100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
In general terms, what
percent of your workforce
lives in the: Outside of
region (%)
0-24%
25-49%
50-74%
75-100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

100%

Count
2
2
79
83

Percent of Question
Respondents
2.41%
2.41%
95.18%

109
83
26
76%

Count

14
3
3
20

Percent of Question
Respondents
70.00%
15.00%
15.00%

109
20
89
18%

Count
7
1
2
1
11

Percent of Question
Respondents
63.64%
9.09%
18.18%
9.09%

109
11
98
10%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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SALES

Figure 41.: Annual sales
at this facility (optional)

Count

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
$50 million to 20 million
Total

5
5
6
31
12
26
3
1
89

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

152
89
63
59%

Figure 42.: Is the market
for your product

Count

Stable
Decreasing
Increasing
Total

62
10
44
116

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

152
116
36
76%

Figure 43.: Is the market
share (compared to your
competitors) of your
company's products

Count

Percent of
Question
Respondents
6%
6%
7%
35%
13%
29%
3%
1%

Percent of
Question
Respondents
53%
9%
38%

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Stable
Decreasing
Increasing
Total

62
10
44
116

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

152
116
36
76%

Figure 44.: 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

3
14
54
41
14
7
3
136

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

152
136
16
89%

Figure 45.: Historical
sales trend: At this
business (past five
years)

Count

Declining
Staying the same
Increasing
Not applicable
Total

23
23
82
5
133

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

152
133
19
88%

53%
9%
38%

Percent of
Question
Respondents
2%
10%
40%
30%
10%
5%
2%

Percent of
Question
Respondents
17%
17%
62%
4%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 45b: Historical
sales trend: At the
parent company
Declining
Staying the same
Increasing
Not applicable
Total

Count

1
4
12
77 82%
94

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

152
94
58
62%

Figure 45c:: Historical
sales trend: Within the
industry

Count

Declining
Staying the same
Increasing
Not applicable
Total

29
27
56
10
122

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

152
122
30
80%

Figure 46.: Historical
export sales trend

Declining
Staying the same
Increasing
Not applicable
Total

Percent of
Question
Respondents

Count

4
2
2
98
106

1%
4%
13%

Percent of
Question
Respondents
24%
22%
46%
8%

Percent of
Question
Respondents
4%
2%
2%
92%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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

Figure 47.:Percent of
total sales generated by
top 3 customers

152
106
46
70%

Count

1 - 9%
10 - 25%
26 - 50%
51 - 75%
76 - 100%
Total

13
3
4
1
1
22

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

109
22
87
20%

Figure 48.: Source of
Majority of Sales

Local
Provincial
National
United States
International
Total
Figure 48b: Please
identify the source of
your sales by
percentage:
International
0%
1-9%
10-19%
20-29%
30-39%

Percent of
Question
Respondents
59%
14%
18%
5%
5%

Percent of
Question
Respondents

Count

50
8
24
2
4
88

43%
7%
21%
2%
3%

Count

Percent of
Question
Respondents

12
25
19
13
8

13.33%
27.78%
21.11%
14.44%
8.89%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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

Figure 48c: Please
identify the source of
your sales by
percentage: United
States

7
2
2
1
1
90
152
90
62
59%

Count

0%
1-9%
10-19%
20-29%
30-39%
50-59%
60-69%
70-79%
Total

7
29
26
14
7
2
1
1
87

7.78%
2.22%
2.22%
1.11%
1.11%

Percent of
Question
Respondents
8.05%
33.33%
29.89%
16.09%
8.05%
2.30%
1.15%
1.15%

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

152
87
65
57%

Figure 48d: Please
identify the source of
your sales by
percentage: National

Count

Percent of
Question
Respondents

7
12
16
19
13
10
9

6.60%
11.32%
15.09%
17.92%
12.26%
9.43%
8.49%

0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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60-69%
70-79%
80-89%
90-99%
Total

10
6
3
1
106

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

152
106
46
70%

Figure 48e: Please
identify the source of
your sales by
percentage: Provincial

Count

0%
1-9%
10-19%
20-29%
30-39%
40-49%
50-59%
70-79%
80-89%
90-99%
Total

5
16
34
20
14
7
8
4
1
2
111

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

152
111
41
73%

Figure 48f: Please
identify the source of
your sales by
percentage: Local /
Regional
0%
1-9%
10-19%
20-29%
30-39%
50-59%

9.43%
5.66%
2.83%
0.94%

Percent of
Question
Respondents
4.50%
14.41%
30.63%
18.02%
12.61%
6.31%
7.21%
3.60%
0.90%
1.80%

Count

Percent of
Question
Respondents

4
15
15
12
7
12

3.48%
13.04%
13.04%
10.43%
6.09%
10.43%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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60-69%
70-79%
80-89%
90-99%
100%
Total

5
7
9
8
21
115

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

152
115
37
76%

Figure 49.: International
trade status

Count

Export
Import
None
Not applicable
Total

2
8
20
94
124

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

152
123
29
81%

4.35%
6.09%
7.83%
6.96%
18.26%

Percent of
Question
Respondents
2%
7%
16%
76%

Figure 50.: Do you
engage in government
procurement?

Count

Percent of
Question
Respondents

Yes

15

29%

No
Total

37
52

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

109
52
57
48%

71%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 51.:Source of
Majority of Supplies

Percent of
Question
Respondents

Count

Local
Provincial
National
United States
International
Total

44
22
23
4
7
100

44%
22%
23%
4%
7%

Figure 51b: Please
identify the source of
your supplies by
percentage: Local /
Regional

Count

Percent of
Question
Respondents

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

2
4
13
12
4
8
12
2
5
10
11
16
99

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

152
99
53
65%

Figure 51c: Please
identify the source of
your supplies by
percentage: Provincial

Count

Percent of
Question
Respondents

4
7

5.13%
8.97%

0%
1-9%

2.02%
4.04%
13.13%
12.12%
4.04%
8.08%
12.12%
2.02%
5.05%
10.10%
11.11%
16.16%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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10-19%
20-29%
30-39%
40-49%
50-59%
60-69%
70-79%
80-89%
90-99%
100%
Total

10
10
8
6
11
3
4
7
4
4
78

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

152
78
74
51%

Figure 51d: 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

9
7
12
14
5
2
10
4
7
2
4
6
82

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

152
82
70
54%

12.82%
12.82%
10.26%
7.69%
14.10%
3.85%
5.13%
8.97%
5.13%
5.13%

Percent of
Question
Respondents
10.98%
8.54%
14.63%
17.07%
6.10%
2.44%
12.20%
4.88%
8.54%
2.44%
4.88%
7.32%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 51e: 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%
90-99%
100%
Total

10
8
16
4
2
3
6
1
3
53

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

152
53
99
35%

Figure 51f: Please
identify the source of
your supplies by
percentage:
International

Count

0%
1-9%
10-19%
40-49%
70-79%
80-89%
90-99%
100%
Total

16
7
4
1
3
1
1
2
35

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

152
35
117
23%

Percent of
Question
Respondents
18.87%
15.09%
30.19%
7.55%
3.77%
5.66%
11.32%
1.89%
5.66%

Percent of
Question
Respondents
45.71%
20.00%
11.43%
2.86%
8.57%
2.86%
2.86%
5.71%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Do you supply your
products or services to
any company in the
community or region?

Count

Yes
No
Total

27
29
56

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

152
56
96
37%

What products or
services, if any, are you
purchasing from outside
the area for which you
would like to have a
local supplier?
Alarm testing
Automotive parts &
equipment
Building maintenance
services
Chemicals
Cleaning Products
Computers / Software
Confection suppliers
Electronics
Farming Supplies
Film
Furniture
Giftware
Heavy equipment/parts
House hold items
Laundry services
Office furniture
Printing services
Produce
Recreational equipment
Shipping Services
Tour services
Travel service

Percent of
Question
Respondents
48%
52%

Count

Percent of
Question
Respondents

1

2.17%

1

2.17%

1

2.17%

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

2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%
2.17%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Wholesale services
Art supplies
Office supplies
Bedding / Linens
Meats & Dairy / Fruits
and Vegetables / Grains
None
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

109
46
63
42%

Figure 52.: If majority of
products/services are
being purchased from
outside of the area, why
are they NOT being
purchased from within
the area?
Long term contract with
outside supplier
Loyalty to current
supplier
No control - head office
decision
Unaware of local
venders
Quality of available
products
No applicable to this
business
Higher costs locally

1
2
2
4

2.17%
4.35%
4.35%
8.70%

6

13.04%

1
38

2.17%

Count

Percent of
Question
Respondents

1

1%

3

4%

3

4%

4

6%

6

9%

8

11%

24

34%

Product not available
here
Other
Total

59

84%

2
110

3%

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

109
70
39
64%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 52b: If majority
of products/services are
being purchased from
outside of the area, why
are they NOT being
purchased from within
the area?: If Other,
specify
Franchise restrictions

Count

Percent of
Question
Respondents

1

1.43%

Total

1

Survey Participants:

109

Question Respondents:

2

No Response Count:

0

Parent Question 'Other'
Respondents:

2

Parent Question
Respondents:

70

Response Rate:

100%

FACILITIES AND EQUIPMENT
Figure 53.:What is
the square footage of
your current facility?:
Square feet

Count

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

21
33
21
10
21
106

Survey Participants:
Question
Respondents:
No Response Count:

152

Percent of
Question
Respondents
20%
31%
20%
9%
20%

106
46

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Response Rate:

Figure 54.: Condition
of facility

70%

Count

Excellent
Good
Fair
Total

51
59
21
131

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

152

Figure 55.: Condition
of equipment

39%
45%
16%

131
21
86%

Count

Excellent
Good
Fair
Total

52
69
14
135

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

152

Figure 56.: Status of
facility

Percent of
Question
Respondents

Percent of
Question
Respondents
39%
51%
10%

135
17
89%

Count

Leased
Owned
Total

43
98
141

Survey Participants:

152

Percent of
Question
Respondents
31%
70%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Question
Respondents:
No Response Count:
Response Rate:

Figure 57.: Status of
facility: If Leased,
what is the length of
term remaining

141
11
93%

Count

<1 Year
1-2 Years
3-5 Years
>5 Years
Total

14
4
4
10
32

Survey Participants:
Question
Respondents:

152

No Response Count:

11

Parent Question
'Leased' Respondents:
Parent Question
Respondents:
Response Rate:

Figure 57b: Are you
planning on renewing
current lease?

44%
13%
13%
31%

32

43
141
74%

Count

Yes
No
Total

29
9
38

Survey Participants:
Question
Respondents:

152

No Response Count:

2

Parent Question
'Leased' Respondents:
Parent Question
Respondents:

Percent of
Question
Respondents

Percent of
Question
Respondents
70.73%
21.95%

41

43
141

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Response Rate:

Figure 58.: Do you
have a preference of
lease vs own?

95%

Count

Lease
Own
Total

11
35
46

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

152

Figure 59.: Historical
investment trends:
Over past 18 months
in the facility

106
30%

Count

8
59
48
115

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

152

Yes
No
Maybe
Total

24%
76%

46

Declining
Staying the same
Increasing
Total

Figure 60.: Is there
room for expansion at
this site?

Percent of
Question
Respondents

Percent of
Question
Respondents
7%
51%
42%

115
37
76%

Count

78
38
10
126

Percent of
Question
Respondents
62%
30%
8%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

111

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

Figure 61.: Does the
company plan to
expand in the next
three years?

152
126
26
83%

Count

Yes
No
Total

69
72
141

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

152

Figure 61b: Are there
any local expansion
plans in the next 12 18 months?

49%
51%

141
11
93%

Count

Yes
No
Total

41
85
126

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

152

Figure 62.: Does the
company plan to
expand in the next
three years?: Is your
current site adequate
for the proposed
expansion?
Yes
No

Percent of
Question
Respondents

Percent of
Question
Respondents
32.54%
67.46%

126
26
83%

Count

Percent of
Question
Respondents

45
21

65%
30%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

112

Total

66

Survey Participants:
Question
Respondents:

152

No Response Count:

0

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 63.: Does the
company plan to
expand in the next
three years?: Will it
be in this
community?
Yes
No
Total

69

69
141
100%

Count

61
6
67

Survey Participants:
Question
Respondents:

152

No Response Count:

0

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 64.: 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
$5-$9.9 million

Percent of
Question
Respondents
85%
8%

72

69
141
100%

Count

Percent of
Question
Respondents

5
6
9
4
11
1

13%
15%
23%
10%
28%
3%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

113

$10-19.9 million
$20 million and over
Total

2
1 3%
39

Survey Participants:
Question
Respondents:

152

No Response Count:

30

Parent Question 'Yes'
Respondents:

69

Parent Question
Respondents:

141

Response Rate:

57%

Figure 65.: Does the
company plan to
expand in the next
three years?:
Approximate
percentage
equipment/technology
0%
Under 50%
50 to 99%
100%
Total

39

Percent of
Count
Question
Respondents

1
14
10
13
38

Survey Participants:
Question Respondents:

152
38

No Response Count:

31

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 66.: Does the
company plan to
expand in the next
three years?:
Approximate
percentage real
estate

5%

3%
37%
26%
34%

69
141
55%

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

114

0%
Under 50%
50 to 99%
100%
Total

4
8
12
5
29

Survey Participants:
Question
Respondents:

152

No Response Count:

40

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 67.: Does the
company plan to
expand in the next
three years?:
Estimated facility size
increase (square feet)
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
20,000 sq ft or more
Total

14%
28%
41%
17%

29

69
141
42%

Count

10
14
4
1
3
32

Survey Participants:
Question
Respondents:

152

No Response Count:

37

Parent Question 'Yes'
Respondents:

69

Parent Question
Respondents:

141

Response Rate:

46%

Percent of
Question
Respondents
31%
44%
13%
3%
9%

32

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

115

Figure 68.: Have
there been any recent
facility upgrades?

Count

Yes
No
Total

43
16
59

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

152

Figure 68b: Have
there been any recent
facility upgrades? If
Yes, when?: Month
scale

93
39%

Count

8
7
13
4
2
8
42

Survey Participants:
Question
Respondents:

152

No Response Count:

1

Figure 69.: Planning
any upgrades to the
facility?

73%
27%

59

3
6
12
18
24
36
Total

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

Percent of
Question
Respondents

Percent of
Question
Respondents
19.05%
16.67%
30.95%
9.52%
4.76%
19.05%

42

43
59
98%

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

116

Yes
No
Total

39
18
57

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

152

Figure 69b: Planning
any upgrades to the
facility? If Yes,
when?: Month scale
3
6
12
18
24
36
Total

57
95
38%

Count

152

No Response Count:

0

Figure 70.: If No, are
there any barriers to
upgrading you wish to
identify?

Percent of
Question
Respondents

10
25.64%
10
25.64%
9
23.08%
1
2.56%
7
17.95%
2 5.13%
39

Survey Participants:
Question
Respondents:

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

68%
32%

39

39
57
100%

Count

Percent of
Question
Respondents

1

11%

1

11%

Change in owership

1

11%

Lease issues

1

11%

Building code
restrictions
Business capacity

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Ownership
Financing

1
3

11%
33%

None

2

22%

Total

10

Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'No'
Respondents:
Response Rate:
Figure 71.: What, if
any, are the major
constraints on your
expansion? (Please
check all that are
applicable)
Warehousing
Transport/freight
Energy reliability
Identifying and
accessing new
markets
Lack of skilled staff
Roads

152
9
9
18
50%

Count

Percent of
Question
Respondents

1
3
7

1%
4%
10%

7

10%

8
8

11%
11%

Broadband access

11

15%

Energy costs
Problems with
Development
Approvals
Lack of suitable
premises
Other (please
specify):
Local regulations e.g.
zoning
Finance
Total

11

15%

12

16%

13

18%

17

23%

23

32%

26
147

36%

Survey Participants:

152

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

118

Question
Respondents:

73

No Response Count:

0

Parent Question 'Yes'
Respondents:

69

Parent Question
Respondents:

141

Response Rate:

100%

Figure 71b: What, if any, are the major
constraints on your expansion? (Please check
all that are applicable): Other (please specify)

Count

Percent of
Question
Respondents

Demand for service / product

1

4.76%

Financing

1

4.76%

Government
Lack of suitable airport

1
1

4.76%
4.76%

Language

1

4.76%

Skilled labour supply
Snow
Taxes
Communications infrastructure
Expansion costs
Lack of Suitable Premises
Time

1
1
1
2
2
2
2

4.76%
4.76%
4.76%
9.52%
9.52%
9.52%
9.52%

Local Regulations

3

14.29%

Total

19

Survey Participants:
Question Respondents:
No Response Count:

152
21
0

Parent Question 'Other
(please specify):'
Respondents:

21

Parent Question
Respondents:
Response Rate:

73
100%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Figure 72.: Have you
approached anybody in
local/provincial/federal
government or
business development
organizations to
discuss your expansion
plans?
Yes
No
Total

Count

32
34
66

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

Figure 72b: If Yes,
which have you
approached?

Percent of
Question
Respondents

48.48%
51.52%

152
66
86
43%

Count

Percent of
Question
Respondents

BC Hydro

2

8%

Chamber of
Commerce

2

8%

Community Futures

2

8%

7

27%

8

31%

10

38%

Local Economic
Development Office
BC Ministry
responsible for
Economic
Development
Local Council
Other (please
specify):
Total

16

62%

47

Survey Participants:
Question
Respondents:

152

No Response Count:

6

26

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Parent Question 'Yes'
Respondents:

32

Parent Question
Respondents:

66

Response Rate:

81%

Figure 72c: If Yes,
which have you
approached?: Other
(please specify)

Count

Percent of
Question
Respondents

1

3.85%

1
1
1
1
1

3.85%
3.85%
3.85%
3.85%
3.85%

1

3.85%

BBA (Basin Business
Advisors)
BC Transportation
CBT
Canadian Heritage
City Planners
Front Counter BC
Industry Canada
Ktunaxa Nation
Liquor Control and
Licensing Branch Ministry of Justice
Ministry of
Transportation
Nav Canada
RDCK (Regional
District of Central
Kootenay)
Provincial
Government

1

3.85%

1

3.85%

1

3.85%

1

3.85%

1

3.85%

4

15.38%

Total

16

Survey Participants:

152

Question
Respondents:

15

No Response Count:

1

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

121

Parent Question
'Other' Respondents:

16

Parent Question
Respondents:

26

Response Rate:

94%

Figure 73.: Have you
factored
improvements in
energy efficiency in
your expansion
plans?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:
Figure 74.: Are you
aware of BC Hydro
Power Smart
resources that are
available to you?

Count

23
13
36

Percent of
Question
Respondents
64%
36%

109
36
73
33%

Count

Yes
No
Total

92
38
130

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

152

Percent of
Question
Respondents
71%
29%

130
22
86%

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GOVERNMENT SERVICES

Figure 75.: Government Services

Not
Applicable

% Not
Applicable

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Respondents

Access to Port Facilities

55

92%

3

5%

1

2%

0

0%

1

2%

60

Access to US Border

12

19%

8

13%

6

10%

29

46%

8

13%

63

Access to airport facilities

17

12%

45

32%

38

27%

28

20%

12

9%

140

Access to highway/ roads

1

1%

13

9%

26

17%

72

48%

37

25%

149

Access to markets

8

6%

9

6%

49

34%

56

39%

21

15%

143

Access to suppliers

10

7%

19

13%

49

33%

57

39%

12

8%

147

Availability of appropriately
zoned land

66

53%

17

14%

12

10%

25

20%

4

3%

124

Availability of buildings for lease
or purchase

68

54%

20

16%

15

12%

20

16%

4

3%

127

Availability of rail transport

95

75%

18

14%

4

3%

6

5%

4

3%

127

Availability of road transport
services

13

9%

22

15%

49

34%

51

36%

8

6%

143

Availability of warehousing

96

74%

9

7%

13

10%

9

7%

3

2%

130

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Development approval process

48

36%

24

18%

24

18%

33

25%

3

2%

132

Disposal of waste material

24

18%

14

10%

24

18%

62

45%

13

9%

137

Inspections /licensing

22

16%

9

6%

32

23%

71

50%

7

5%

141

Recycling

13

9%

19

13%

38

26%

57

39%

19

13%

146

Telecommunications (internet,
cell)

2

1%

37

26%

41

28%

55

38%

10

7%

145

Water and sewerage supply

31

22%

10

7%

21

15%

62

44%

16

11%

140

Survey Participants:

152
152

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124

Figure 75b: Please rate the
following: Other (please specify)

Please rate the following:
Other (please specify)

Count

Percent of Question
Respondents

Access to grants and funds

Poor

1

2.56%

Availability of Parking

Poor

1

2.56%

BCSA

Poor

1

2.56%

Cell Service

Poor

3

7.69%

Emergency Services

Poor

1

2.56%

Federal- Employment and
Migration

Poor

1

2.56%

Ferry Service

Poor

4

10.26%

Front Counter BC

Poor

1

2.56%

Highway Services

Poor

2

5.13%

Hospital services

Fair

1

2.56%

Liquor control Board

Poor

1

2.56%

Maintenance of landscaping

Poor

1

2.56%

Power outages

Poor

1

2.56%

Regional director

Excellent

1

2.56%

Resort Development BranchProvincial Government

Good

1

2.56%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

125

Signage regulations

Poor

1

2.56%

Excellent

1

2.56%

Fair

1

2.56%

Good

4

10.26%

Not applicable

2

5.13%

Poor

2

5.13%

Tourism BC

Poor

1

2.56%

Transit (local)

Poor

1

2.56%

Work BC

Good

1

2.56%

35

89.74%

Snow Removal

Total

Survey Participants:

152

Question Respondents:

39

No Response Count:

113

Response Rate:

26%

Figure 76.: Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above?
Yes
No
Total

Count
95
40
135

Percent of
Question
Respondents
70.37%
29.63%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

126

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

152
135
17
89%

Figure 76b: Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above?: If Yes,
how?
Assist the development process
Bring down cost of commercial
buildings
Expand high speed internet
services

Percent of
Question
Respondents

Count

1

1.05%

1

1.05%

1

1.05%

1

1.05%

1

1.05%

1

1.05%

Snow removal

1

1.05%

Streamline granting of permits
Access to information

1
2

1.05%
2.11%

Improve Border services

2

2.11%

2

2.11%

2
2
2

2.11%
2.11%
2.11%

4

4.21%

Fire station
Improve sewage and waste water
management
Land zoning

Increase attention to community
and business needs
Provide emergency services
Provide reliable electric power
Restructure taxes
Address land zoning issues
Consider more and proper signage
Improve shipping and receiving

4
4

4.21%
4.21%

Improve ferry service

5

5.26%

Increase public transportation

5

5.26%

More support for tourism
Streamline development approval
processes
Improve recycling and waste
management

6

6.32%

6

6.32%

14

14.74%

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127

Improve Airport service
Improve highway and road quality
and service
Expand electronic communication
services (Cell phone/ Internet/
Broadband/Fiber)

15

15.79%

15

15.79%

26

27.37%

Total

124

Survey Participants:

152

Question Respondents:

95

No Response Count:

0

Parent Question 'Yes'
Respondents:

95

Parent Question Respondents:

135

Response Rate:

100%

Figure 77.: Which airport services
do you use?
Bellingham
Creston
Nelson
Revelstoke
Seattle
Springbank
Vancouver
Kalispell
Trail
Spokane
Castlegar
Cranbrook
Calgary
Kelowna
None
Total

Count
1
1
1
1
1
1
3
4
6
8
10
12
22
23
5
99

Percent of
Question
Respondents
2%
2%
2%
2%
2%
2%
5%
7%
11%
14%
18%
21%
39%
41%
9%

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128

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 78.: 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
Local flights to Calgary and
Vancouver
Lower fares
Medivac
More Airlines
More destinations
Parking
Scheduled flights
Shuttle service
Tourism services
Tourist information center
Extended runway
Passenger service
Larger aircraft
Regular flights
Commuter flights
Improvements to navigational aids
More flights
Better flight reliability
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

152
56
96
37%
Percent of
Question
Respondents

Count
1
1
1
1

2%
2%
2%
2%

1

2%

1
1
1
1
1
1
1
1
1
2
2
3
3
4
4
4
5
41

2%
2%
2%
2%
2%
2%
2%
2%
2%
4%
4%
7%
7%
9%
9%
9%
11%

152
45
107
30%

BUSINESS CLIMATE

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129

Figure 79.: Please rate
the local business
climate

Count

Excellent
Good
Fair
Poor
Total

4
64
52
20
140

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

152
140
12
92%

Percent of
Question
Respondents
3%
46%
37%
14%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

130

Figure 80.: Business climate ratings

No
% No
Opinion Opinion

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Respondents

BIA

26

79%

2

6%

2

6%

2

6%

1

3%

33

Chamber of Commerce

2

3%

6

10%

12

19%

27

43%

16

25%

63

Colleges/Universities

34

25%

13

9%

33

24%

49

36%

8

6%

137

Community Futures

20

31%

5

8%

6

9%

25

39%

8

13%

64

Cultural/Recreational Amenities

2

1%

12

9%

35

25%

64

46%

25

18%

138

Economic Development

16

12%

34

25%

49

36%

33

24%

5

4%

137

Housing

10

7%

32

23%

57

41%

37

27%

3

2%

139

K-12 education

29

21%

11

8%

15

11%

62

46%

19

14%

136

Local Government

11

8%

24

18%

36

27%

57

42%

7

5%

135

Local Tax Structure

27

20%

31

23%

47

35%

27

20%

4

3%

136

Technical Training

38

29%

21

16%

38

29%

28

22%

4

3%

129

Tourism services

1

2%

8

12%

11

17%

33

51%

12

18%

65

Workforce Availability

5

4%

33

24%

46

33%

44

32%

10

7%

138

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131

Workforce Quality

5

4%

7

5%

57

42%

53

39%

15

11%

137

Workforce Stability

5

4%

37

27%

54

39%

36

26%

7

5%

139

Survey Participants:

152

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132

Figure 81.: Please
compare the local
business climate today
versus 5 years ago

Percent of
Question
Respondents

Count

Better today
No change
Worse today
No opinion
Total

56
32
33
15
136

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

152
136
16
89%

Figure 81b: Please
compare the local
business climate today
versus 5 years ago: If
worse today, why?
Decline of resource
industries
Declining employment
Disposable income is
down
Expensive commercial
real estate
Lack of affordable
accommodation
Mine closure

41%
24%
24%
11%

Percent of
Question
Respondents

Count

1

3.12%

1

3.12%

1

3.12%

1

3.12%

1

3.12%

1

3.12%

Online shopping

1

3.12%

Cost of doing business
Locals shopping
elsewhere

2

6.25%

2

6.25%

Population
(low/aging/declining)

2

6.25%

Recession
Strong Canadian dollar
Forestry downturn
Less tourists
Business failures
Declining economy

2
2
3
3
4
9

6.25%
6.25%
9.38%
9.38%
12.50%
28.12%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

133

Total

36

Survey Participants:
Question Respondents:
No Response Count:
Parent Question
'Worse today'
Respondents:
Parent Question
Respondents:
Response Rate:

152
32
1

Figure 82.: 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 83.: What are
the community's
strengths as a place to
do business?
Collaboration among
businesses
Creative business
owners
Good demographics
Good restaurants
Low crime

33
136
97%

Percent of
Question
Respondents

Count

102
17
8
10
137

74%
12%
6%
7%

152
137
15
90%
Percent of
Question
Respondents

Count

1

1%

1

1%

1
1
1

1%
1%
1%

Natural attractions

1

1%

Natural beauty
Proximity to US
Self reliant
Skilled workforce

1
1
1
1

1%
1%
1%
1%

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Small town

1

1%

Unique shops

1

1%

Vibrant downtown
Above average
household incomes
Affordable

1

1%

2

1%

2

1%

Chamber of Commerce

2

1%

Climate
Low competition
Quality of life
Shop local awareness
Community
commitment to local
businesses
Customer loyalty
Outdoor activities
Stable economy
Great place to live
Social network
Environment
Recreational
opportunities
Tourism
Friendliness
Lifestyle
Supportive community
Location
Total

2
2
2
2

1%
1%
1%
1%

3

2%

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

3
4
4
5
6
7

2%
3%
3%
4%
4%
5%

7

5%

8
13
16
16
28
147

6%
10%
12%
12%
21%

152
136
16
89%

Figure 84.: What are the
community's weaknesses as a
place to do business?
Airport limitations
Competition
Economic climate

Count

Percent of
Question
Respondents

1
1
1

1%
1%
1%

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

135

Kootenay time or laissez fair
attitude
Lack of amenities

1

1%

1

1%

Lack of motivation

1

1%

Lack of suppliers
Planning and development
process
Poor road conditions
Reliable transportation

1

1%

1

1%

1
1

1%
1%

Small market

1

1%

Too dependent on tourism
Transient population
Vacant commercial buildings
Weather

1
1
1
1

1%
1%
1%
1%

Lack of local services

2

1%

Limited market
Low population

2
2

1%
1%

Available space

3

2%

Cost of doing business
Internet access
Low average income
Resistance to change
Cross border shopping
(US/Alberta)
Shipping and Receiving costs

3
3
3
3

2%
2%
2%
2%

4

3%

6

4%

Geographic isolation

7

5%

7

5%

7

5%

Location

10

7%

Seasonality

10

7%

Development Constraints
11
(Zoning/Bureaucracy/Permits)

8%

High cost of living

12

9%

Total

110

Population
(size/growth/aging)
Tax structure

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

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Survey Participants:

152

Question Respondents:

136

No Response Count:

16

Response Rate:

89%

Figure 85.: Are there
any barriers to growth
in this community?

Percent of
Question
Respondents

Count

Yes
No
Total

121
22
143

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

152
143
9
94%

Figure 85b: Are there
any barriers to growth
in this community? : If
Yes, what are they?

84.62%
15.38%

Percent of
Question
Respondents

Count

Access to capital
Access to markets

1
1

1%
1%

Economic seasonality

1

1%

Economy

1

1%

Geographic constraints

1

1%

Lack of an anchor
industry

1

1%

Land availability

1

1%

Low income levels

1

1%

Negative attitude
Shipping costs
Small market

1
1
1

1%
1%
1%

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Weather
Affordable housing
Airport service
Competition
Cost of living
Internet access

1
2
2
2
2
2

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

Job market is small

2

2%

Low population

2

2%

Skilled labour

2

2%

Zoning
Low growth
Poor road conditions
Cost of doing business
Tax structure
Infrastructure
supporting local
economy
Low economic
diversification
Availability of land
Seasonality
Population (size /
growth / age)
Resistance to change
Developmental
approval process
Geographic isolation
Total

2
3
3
5
5

2%
3%
3%
4%
4%

6

5%

6

5%

7
8

6%
7%

13

11%

13

11%

14

12%

14
127

12%

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

152
119
2
121
143
98%

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Figure 86.: Level of
service from business
support providers
Basin Business Advisors
Chamber of Commerce
College Industry Liaison
Officer
Community Futures
Continuing Education and
Workforce Training
Economic Development
Organization /
Commission
Innovation Councils
(Kootenay Association for
Science and Technology,
Kootenay Rockies
Innovation Council)
Invest Kootenay
Kootenay Aboriginal
Business Advocates
Society
National Research
Council Industrial
Research Assistance
Scientific Research and
Experimental
Development Tax
Incentive Program
Survey Participants:

Not
Applicable

% Not
Applicable

Unable
to
assist

43
5

80%
8%

2
2

%
Unable
to
assist
4%
3%

35

65%

0

33

57%

25

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Respon
-dents

0
5

0%
8%

3
11

6%
18%

5
23

9%
38%

1
15

2%
25%

54
61

0%

1

2%

1

2%

8

15%

9

17%

54

5

9%

0

0%

1

2%

13

22%

6

10%

58

44%

1

2%

1

2%

4

7%

19

33%

7

12%

57

34

64%

1

2%

2

4%

2

4%

9

17%

5

9%

53

48

87%

1

2%

0

0%

3

5%

3

5%

0

0%

55

45

85%

2

4%

1

2%

2

4%

3

6%

0

0%

53

52

98%

1

2%

0

0%

0

0%

0

0%

0

0%

53

49

94%

1

2%

0

0%

0

0%

1

2%

1

2%

52

50

96%

0

0%

0

0%

0

0%

1

2%

1

2%

52

109
109

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139

Figure 87.: Are there
suppliers you think
could locate in this
region?

Percent of
Question
Respondents

Count

Yes
No
Total

44
88
132

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

152
132
20
87%

Figure 87b: Are there
suppliers you think
could locate in this
region?: If Yes, please
list
Agricultural suppliers
Cleaning services
Courier service
Distributors
Heavy Equipment
dealers
Helicopter services
Mining services
Software developers
Technology companies
Wood Waste
Management
High Tech services
Manufacturers
Retail stores
Meats & Dairy / Fruits
and Vegetables /
Grains
Restaurants
Tourism and
Recreation
Total
Survey Participants:
Question Respondents:
No Response Count:

33.33%
66.67%

Percent of
Question
Respondents

Count

1
1
1
1

3%
3%
3%
3%

1

3%

1
1
1
1

3%
3%
3%
3%

1

3%

2
2 5%
2 5%

5%

3 8%
3 8%
6 16%
28
152
37
7

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Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 88.:Tell us which
business, sector, or
industry to attract that
would strategically
benefit you or your
industry
Agriculture value-added
industries

44
132
84%

Percent of
Question
Respondents

Count

1

1%

Art gallery

1

1%

Educational services

1

1%

Grocery stores

1

1%

Health and Wellness

1

1%

Internet services

1

1%

Mountain biking

1

1%

Recreational services

1

1%

Recycling Services

1

1%

Restaurants

1

1%

Shipping companies

1

1%

Snow mobiling

1

1%

Airport services

2

2%

Conference Centre

2

2%

Construction

2

2%

Food businesses

2

2%

Forestry

2

2%

Transportation

2 2%

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Green Businesses

3

2%

Hospitality

3 2%

Retail Stores

3 2%

Agriculture

4 3%

Creative businesses

4 3%

Arts & Culture

7 6%

Manufacturing

7 6%

Technology businesses

11 9%

Tourism

57 46%

Total

123

Survey Participants:

152

Question Respondents:

124

No Response Count:

28

Response Rate:

82%

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142

Not
applicable

% Not
applicable

Not
important
at all or
not very
important

44

51%

19

22%

24

28%

87

10

11%

21

24%

56

64%

87

Add or change in
business, products or
services

11

13%

12

14%

62

73%

85

Affordable
shipping/freight

14

16%

18

21%

55

63%

87

Availability of
telecommunications
infrastructure and
services

3

3%

3

3%

81

93%

87

6

7%

14

16%

67

77%

87

7

8%

14

16%

65

76%

86

Expansion of workforce
employees

11

13%

31

36%

45

52%

87

Improvement business
management

3

4%

10

12%

71

85%

84

Improvement of
customer services

1

1%

7

8%

79

91%

87

Improving worker
productivity

13

15%

20

23%

54

62%

87

Figure 89.: Business
competitiveness factors

Access to exporting and
international markets
Accessing capital

Energy costs
Exchange rate for
Canadian dollar

% Not
important
at all or
not very
important

Somewhat
important,
very
important

%
Somewhat
important,
very
important

Respondents

Columbia Basin Business Retention and Expansion Project: Report on Businesses in the Tourism Sector

143

New market
development locally

4

5%

10

12%

72

84%

86

New market
development outside of
region

10

11%

13

15%

64

74%

87

New product research
and development

21

24%

11

13%

55

63%

87

Reliable air
transportation

18

21%

23

26%

46

53%

87

Strategic alliances
(joining with other
businesses to provide
products/services)

5

6%

7

8%

74

86%

86

20
23

23%
27%

8
12

9%
14%

59
51

68%
59%

87
86

7

8%

8

9%

72

83%

87

Workplace health and
safety

8

9%

17

20%

62

71%

87

Survey Participants:

109

Water/sewer availability
Water/sewer costs
Workforce skill
development

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Figure 90.:
Performance of key
productivity drivers
Innovation & the use of
technology

Not
Applicable

% Not
Applicable

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

5

6%

4

5%

23

27%

36

43%

16

19%

84

Investing in people and
skills

7

8%

3

4%

21

25%

41

49%

12

14%

84

Leadership and
management capacity

2

2%

2

2%

6

7%

48

58%

25

30%

83

Measuring impact of
productivity efforts/
investments

10

12%

2

2%

29

35%

32

39%

10

12%

83

Networking and
collaboration with other
businesses

2

2%

5

6%

20

24%

36

43%

20

24%

83

Organizing work
(structures & processes)

7

8%

0

0%

14

17%

46

55%

16

19%

83

Productive workplace
culture

3

4%

2

2%

8

10%

47

56%

24

29%

84

Survey Participants:

109

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145

%
Respondents
Excellent

Figure 91.: Please
indicate which
economic drivers have
the greatest potential
for growth in the
region over the next 5
to 10 years. (please
pick top 3)
Government
Agriculture
Manufacturing
Other niche service
businesses (e.g.
services to seniors)
Education

Percent of
Question
Respondents

Count

3
6
8

3%
7%
9%

8

9%

9

10%

15

17%

17

20%

19
19

22%
22%

19

22%

Forestry

20

23%

Health & wellness

21

24%

Green or
environmental
businesses
Technology-based
businesses
Arts
Construction
culture and creative
businesses

Relocation of people
from urban centres
Tourism
Other
Total

28

32%

72
23
287

83%
26%

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

109
87
22
80%

Figure 91b: Please
indicate which
economic drivers have
the greatest potential
for growth in the
region over the next 5
to 10 years. (please

Count

Percent of
Question
Respondents

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146

pick top 3): If Other
please specify

Hydroelectricity
Recycling
Senior Services
Sports and recreation
Transportation
Mining
Total

1
1
1
1
1
10
15

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

109
16
7

Figure 92.: Is your
business impacted by
its proximity to the
Alberta border?

23
87
70%

Percent of
Question
Respondents

Count

Yes
No
Total

42
11
53

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

109
53
56
49%

Figure 92b: Is your
business impacted by
its proximity to the
Alberta border?: If Yes,
please explain
Negative - Loss of sales
to Alberta
Positive - Alberta has
higher recycling fees

1.15%
1.15%
1.15%
1.15%
1.15%
11.49%

79.25%
20.75%

Percent of
Question
Respondents

Count

1

3%

1

3%

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Positive - Workforce
migration from Alberta

1

3%

Negative - Alberta
competition

2

5%

Positive - Alberta
tourists

5

13%

Positive - Alberta
customers

28

70%

Total

38

Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:

109
40
2

Response Rate:

95%

42
53

ASSESSMENT AND PLANS

Figure 93.: Rate the
following: Facility's
overall health

Count

Excellent
Good
Fair
Poor
Total

29
69
26
3
127

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

152

Percent of
Question
Respondents
23%
54%
20%
2%

127
25
84%

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Figure 94.: Rate the
following: Overall
health of the parent
company

Count

Excellent
Good
Fair
Not applicable
Total

12
13
1
77
103

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

152

Figure 95.: Rate the
following: Local
management's
attitude toward the
community

Percent of
Question
Respondents
12%
13%
1%
75%

103
49
68%

Count

Percent of
Question
Respondents

Excellent
Good
Fair
Poor
Not applicable
Total

61
51
10
1
3
126

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

152
126
26
83%

Figure 96.: Rate the
following: Parent
company's attitude
towards the
community

Count

Percent of
Question
Respondents

10
11
3
2
76

10%
11%
3%
2%
75%

Excellent
Good
Fair
Poor
Not applicable

48%
40%
8%
1%
2%

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Total

102

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

152

Figure 97.: Rate the
risk: Facility closing in
the next 1 - 3 years

102
50
67%

Count

High
Moderate
Low
Total

4
12
118
134

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

152

Figure 98.: Rate the
risk: Facility
downsizing in the next
1 - 3 years

Percent of
Question
Respondents
3%
9%
88%

134
18
88%

Count

High
Moderate
Low
Total

5
13
114
132

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

152

Percent of
Question
Respondents
4%
10%
86%

132
20
87%

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150

APPENDIX B: NORTH AMERICAN INDUSTRY CLASSIFICATION SYSTEM
(NAICS) CODES
Transportation


Air transportation




4811 Scheduled air transport
4812 Non-scheduled air transport



All other transportation industries



4821 Rail transportation
o of which:
o Tourism sub-industries
o 482114 Passenger rail transportation
o Non-tourism sub-industries
o 482112 Short-haul freight rail transportation
o 482113 Mainline freight rail transportation
4831 Deep sea, coastal and great lakes water transportation
4832 Inland water transportation
4851 Urban transit systems
4852 Interurban and rural bus transportation
4853 Taxi and limousine service
4854 School and employee bus transportation
4855 Charter bus industry
4859 Other transit and ground passenger transportation
4871 Scenic and sightseeing transportation, land
4872 Scenic and sightseeing transportation, water
4879 Scenic and sightseeing transportation, other
5A05101 Automotive equipment rental and leasing
o of which:
o Tourism sub-industries
o 532111 Passenger car rental
o 532120 Truck, utility trailer and RV (recreational vehicle) rental and leasing
o Non-tourism sub-industries
o 532112 Passenger car leasing














Accommodation



7211 Traveller accommodation
721A1 RV (recreational vehicle) parks and recreational camps
o of which:
o Tourism sub-industries
o 721211 RV (recreational vehicle) parks and campgrounds

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o
o
o
o

721212 Hunting and fishing camps
721213 Recreational (except hunting and fishing) and vacation camps
Non-tourism sub-industries
721310 Rooming and boarding houses

Food and beverage services


7220 Food services and drinking places
o of which:
o Tourism sub-industries
o 72211 Full-service restaurants
o 72221 Limited-service eating places
o 72241 Drinking places (alcoholic beverages)
o Non-tourism sub-industries
o 72231 Food service contractors
o 72232 Caterers
o 72233 Mobile food services

Recreation and entertainment


51213 Motion picture and video exhibition
7110 Performing arts, spectator sports and related industries
o of which:
o Tourism sub-industries
o 7111 Performing arts companies
o 7112 Spectator sports
o 7115 Independent artists, writers and performers
o Non-tourism sub-industries
o 7113 Promoters (presenters) of performing arts, sports and similar events
o 7114 Agents and managers for artists, athletes, entertainers and other public
figures







7121 Heritage institutions
713A1 Amusement and recreation industries
7131 Amusement parks and arcades
7132 Gambling industries
7139 Other amusement and recreation industries
o of which:
o Tourism sub-industries
o 71391 Golf courses and country clubs
o 71392 Skiing facilities
o 71393 Marinas
o 71395 Bowling centres
o 71399 All other amusement and recreation industries
o Non-tourism sub-industries
o 71394 Fitness and recreational sports centres

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Travel services


5615 Travel arrangement and reservation services

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