COLUMBIA BASIN BUSINESS RETENTION
AND EXPANSION PROJECT
R EPORT ON F ERNIE & AREA
S PRING 2016

The Fernie Chamber of Commerce is a membership driven organization focused
on being a vibrant organization recognized for its valuable contribution to the
community.
The City of Fernie Official Community Plan supports the surveying of local
businesses to understand the needs of business. This project was undertaken
with financial support from the City of Fernie.
The Fernie and area Retention and Expansion project is focused on identifying
the needs of our existing businesses. The project was undertaken with financial
support from the Columbia Basin Trust.
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 a Business Retention and Expansion (BRE) survey conducted at
75 businesses in Fernie and area, or about 1 in 6 companies. BRE is an action-oriented and
community-based approach to business and economic development. It promotes job growth by
helping communities to learn about concerns of, as well as opportunities for, local businesses and
to set priorities for projects to address those needs.

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

Local
Workforce

Sales

Facilities
and
Equipment

Government
Services

Finding
The highest number of respondents’ businesses are classified as ‘Retail and
Wholesale Trade’ and ‘Accommodation and Food Service’ under the North American
Industry Classification system. However, it is important to note that the BRE
deliberately focused on these sectors sector for this study.
The quality of the product and the workforce were the most frequently cited
reasons given for success in Fernie and area.
Most companies surveyed have been in business for between 5 and 9 years.
Over half of the companies are ‘growing’.
Respondents reported a total of 1,072 employees.
The majority of employees are full-time.
Sales/Marketing and Business Management were most commonly listed as key areas
for training or professional development.
The most critical considerations for employees is the cost of living and housing.
Businesses indicated the market for their product/service is mostly either increasing
or stable.
71% 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.
62% of businesses lease the facility in which they operate, and 65% would prefer to
own their facility.
Just under half of businesses plan to expand within 3 years, with the vast majority
indicating that expansion will occur within the community.
Top recorded barriers to expansion are the lack of skilled staff and the lack of
suitable premises.
Top rated government services include access to the US border, access to
highway/roads, and telecommunications. The lowest ratings include availability of
buildings for lease or purchase, availability of appropriately zoned land, availability
of rail transport facilities, and access to airport facilities.
Improvements to the land use/zoning regulations and the recycling and waste
management systems are the government services most in need of improvement.
The Calgary International Airport is the most used airport by local businesses,
followed by the Canadian Rockies International Airport (Cranbrook).

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Business
Climate

Assessment
and Plans

The overall business climate was rated as good by most businesses, and the majority
of businesses believe that the business climate will improve over the next five years.
Business climate factors that received the highest ratings include the chamber of
commerce, the cultural and recreational amenities, and tourism services.
Tourism, educational services, and construction were the most commonly cited as
sectors, businesses, or industries that could be attracted to the region.
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 52% of businesses and
excellent by 33% of businesses.
None of the businesses surveyed indicated that they were at high risk of closing and
just 2% indicated they are at high risk of downsizing.

NEXT STEPS AND POTENTIAL ACTIONS
The results of this survey can be used to inform short- and long-term planning. In addition, a
number of businesses would benefit from follow-up support. Research findings suggest that the
following action areas have the greatest potential to improve the business climate:
Workforce – Recruitment & Retention
The businesses interviewed reported a total of 1,072 employees. The majority (51%) of employees
are full-time, followed by 27% part-time employees. The size of the workforce appears stable and
healthy, with 53% of businesses indicating that the number of employees at their business has
stayed the same, and 38% indicating that the number has increased.
Expected 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. The majority of businesses
(88%) recruit locally. 38% of businesses indicate that they currently face recruitment challenges,
55% anticipate future difficulties, and 63% of businesses stated they believe there are strategies
that could be undertaken to address employee recruitment.
Additionally, 50% of respondents noted that the lack of skilled staff was posing a barrier to
expansion plans. Respondents most commonly rely on advertising when recruiting, followed by
word of mouth, the use of recruiting firms, raised wages, job fairs, the internet, and the Canada
Job Bank. Actions that could prove helpful include: improved job advertising, assistance with the
temporary foreign worker program, and supporting affordable housing.
The hospitality and food/beverage service industries featured in areas of future recruitment
challenges, as did the area of administrative/clerical. Targeted actions that focus on the
employment that supports the tourism sector could be considered. Related to recruitment and
retention, are the critical considerations for employees identified which include the cost of living,
housing, and childcare.

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Youth Employment
Findings indicate that employees under the age of 26 are in the minority, with just 8% of essential
employees under the age of 25. Increasing youth employment may assist in addressing the
recruitment challenges that 38% of businesses report having. Actions on this theme could involve
gaining a better understanding of the reasons for the low rate of employed youth considered
essential, 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
60% of businesses in the region report being in a growth cycle and 36% are maturing, and the
majority of businesses are anticipating low to moderate sales growth over the next year, with 43%
expecting moderate sales growth between 1 – 9% and 34% expecting 10-24% sales growth.
The vast majority of businesses (71%) indicate that the majority of their sales are to local markets,
indicating there may be an opportunity to expand into surrounding markets. 49% indicate that
they are planning to expand within the next three years. Less than half (46%) 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 local business conditions.
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,
identifying and securing new sites if appropriate, 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 the lack of skilled staff, the lack of suitable
premises and financing.
It is worth noting that few (31%) 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 sized
and independent. The customer base for businesses appears to be diverse, with 44% of businesses
indicating that just 1 - 9% of their sales are generated by their top three customers. Tailoring
supports and services to small/medium sized, independent businesses that are focused on the
service and tourism sectors will benefit businesses in Fernie and area.
Services and supports should consider that 89% of functions provided by a business are ‘services’.
Actions to support and encourage small and medium sized businesses could include specific

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training targeted to the needs of small businesses, such as providing shared services such as
payroll, human resources, employee recruitment, bookkeeping, etc. Additional actions could
include exploring existing supports available from the provincial Small Business BC organisation,
Tourism BC, or CBT’s Basin Business Advisors Program.
Supply Sourcing and Procurement
The data indicates that 44% of supplies come from within the local region. The most common
response (78%) 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 cited 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 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 52% of businesses do have a training budget and 48%
indicated that training typically occurs locally. 50% of respondents indicated that the lack of skilled
staff was a barrier to their expansion plans. 56% of businesses were aware of new trends,
technologies and industry changes that will require new skills. Areas identified for training include
sales/marketing skills, business management, customer service, and food safe/first aid/safety.
Succession and Business Planning
Business and succession planning are critical to the health and longevity of businesses, yet only
12% of respondents indicated that they have a formal succession plan and just over half (51%)
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. 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-on-one 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 local businesses, and may include direct outreach to those businesses identified as part of
the BRE survey.
Continued Support for Tourism Sector
The community of Fernie is already invested in the tourism sector with a relatively high
percentage (42%) of businesses engaged in tourism related industries (20% in the ‘Retail and
Wholesale Trade sector and 13% in the ‘Accommodation and Food Services’ sector, and 9% in the
‘Arts, Entertainment and Recreation’ sector). An overwhelming 93% of respondents indicated that
tourism was the economic driver with the greatest growth potential. Respondents also noted that
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increasing the number of tourism related businesses, educational services, and construction
related businesses would benefit the region. Actions to increase and support the tourism industry
could include the continued collaboration between government and local tourism agencies such as
Destination British Columbia, Tourism Fernie, the Fernie Chamber of Commerce, and local
businesses. With most businesses expressing optimism for an improved business climate over the
next five years, there is much positive support and social capital to build on the work already
occurring in this area.
Government Services
A recurring theme was the lack of buildings and land available for lease or purchase, with 42% of
respondents indicating that the lack of suitable premises was a barrier to expansion, and 17%
suggesting that changes to the land/use and zoning would improve the government services
available.
With 49% of businesses planning expansions over the next three years, and 54% of those
indicating that their site is currently not adequate to support those plans, there is an opportunity
for the local government to work with local businesses to understand existing and future business
needs and assess land use planning at a micro level. Issues around the lack of available land may
be addressed through communication strategies between the local government, local businesses,
and the community.
Opportunities may exist locally for changes to land use designations and zoning that could serve
both the greater community and local businesses. Collaboration and dialogue with targeted
businesses could produce valuable results and innovative solutions.

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TABLE OF CONTENTS
Executive Summary ............................................................................................................................. ii
Key Research Findings ..................................................................................................................... ii
Next Steps and Potential Actions ................................................................................................... iii
List of Figures .................................................................................................................................... viii
Project Overview ................................................................................................................................. 1
The BRE Concept ............................................................................................................................. 1
Project Objectives............................................................................................................................ 1
Research Considerations ..................................................................................................................... 2
The BRE Survey ................................................................................................................................ 2
The Data Set .................................................................................................................................... 2
Data Collection ................................................................................................................................ 2
Data Input, Analysis and Reporting ................................................................................................. 3
Research Findings ................................................................................................................................ 4
Company Information ..................................................................................................................... 4
Local Workforce............................................................................................................................. 12
Sales ............................................................................................................................................... 23
Facilities and Equipment ............................................................................................................... 28
Government Services .................................................................................................................... 36
Business Climate ............................................................................................................................ 41
Assessment and Plans ................................................................................................................... 54
Recommendations............................................................................................................................. 57
Next Steps...................................................................................................................................... 57
Potential Action Areas ................................................................................................................... 58
Appendix A: Data Tables.................................................................................................................... 62
Company Information ................................................................................................................... 62
Local Workforce............................................................................................................................. 72
Sales ............................................................................................................................................... 91
Facilities and Equipment ............................................................................................................. 102
Government Services .................................................................................................................. 117
Business Climate .......................................................................................................................... 121
Assessment and Plans ................................................................................................................. 137

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LIST OF FIGURES
Figure 1: Industry classification ........................................................................................................... 4
Figure 2: Facility function(s) ................................................................................................................ 5
Figure 3: Location of primary competitors .......................................................................................... 5
Figure 4: Key words and respondents' discussions of the factors that make them successful in this
region................................................................................................................................................... 6
Figure 5: Choosing Fernie .................................................................................................................... 7
Figure 6: Other Locations .................................................................................................................... 7
Figure 7: Location of Other Locations ................................................................................................. 8
Figure 8: Location of headquarters ..................................................................................................... 8
Figure 9: Life cycle stage...................................................................................................................... 9
Figure 10: Length of time in business .................................................................................................. 9
Figure 11: Type of business ............................................................................................................... 10
Figure 12: Ownership and management changes in last 5 years ...................................................... 10
Figure 13: Anticipated timeline for ownership change ..................................................................... 10
Figure 14: Anticipated exit strategy .................................................................................................. 11
Figure 15: Existence of formal succession plan ................................................................................. 11
Figure 16: Existence of current business plan ................................................................................... 11
Figure 17: Total number of employees ............................................................................................. 12
Figure 18: Nature of employment ..................................................................................................... 12
Figure 19: Historical Employment trend ........................................................................................... 13
Figure 20: Employment trend over last 3 years ................................................................................ 13
Figure 21: Employment trend over next 3 years ............................................................................... 14
Figure 22: Age of the majority of essential employees ..................................................................... 14
Figure 23: Wages in relation to other businesses in the region ........................................................ 15
Figure 24: Trend in unfilled positions ................................................................................................ 15
Figure 25: Location of workforce recruitment .................................................................................. 15
Figure 26: Recruitment and retention challenges ............................................................................. 16
Figure 27: Key words and responses in respondents' discussion of retention efforts ..................... 16
Figure 28: Recruitment Activities ...................................................................................................... 17
Figure 29: Current recruitment areas................................................................................................ 17
Figure 30: Future areas where recruitment may be challenging ...................................................... 18
Figure 31: Strategies to overcome employee recruitment challenges ............................................. 18
Figure 32: Skill level of majority of workforce ................................................................................... 18
Figure 33: Training Budget ................................................................................................................ 19
Figure 34: Awareness of any anticipated trends, technologies, significant changes that will be
occurring in your industry that will require new skills ...................................................................... 19
Figure 35: Training or professional development needs................................................................... 20
Figure 36: Areas for new Training in next five years ......................................................................... 21
Figure 37: Preferred modes of training ............................................................................................. 21
Figure 38: Usual training locations .................................................................................................... 22
Figure 39: Critical considerations for employees .............................................................................. 22
Figure 40: Annual sales ...................................................................................................................... 23
Figure 41: Status of market for product/service ............................................................................... 23
Figure 42: Market Share in Comparison to Competitors .................................................................. 24
Figure 43: Projected sales growth in the next year ........................................................................... 24
Figure 44: Historic sales trend ........................................................................................................... 25
Figure 45: Export sales....................................................................................................................... 25
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Figure 46: Sales generated by top three customers ......................................................................... 26
Figure 47: Geographic source of majority of sales ............................................................................ 26
Figure 48: International trade status................................................................................................. 26
Figure 49: Engagement with government procurement processes .................................................. 27
Figure 50: Geographic source of majority of supplies ....................................................................... 27
Figure 51: Reason for out-of-area purchasing................................................................................... 28
Figure 52: Size of facility .................................................................................................................... 28
Figure 53: Condition of facility .......................................................................................................... 29
Figure 54: Condition of equipment ................................................................................................... 29
Figure 55: Ownership status of facility .............................................................................................. 29
Figure 56: Length of time remaining on lease ................................................................................... 30
Figure 57: Ownership preference...................................................................................................... 30
Figure 58: Historical Investment in facility (past 18 months)............................................................ 31
Figure 59: Room for expansion ......................................................................................................... 31
Figure 60: Plans to expand within three years .................................................................................. 31
Figure 61: Adequacy of current site to support expansion ............................................................... 32
Figure 62: Expansion to occur in community .................................................................................... 32
Figure 63: Estimated expansion investment ..................................................................................... 32
Figure 64: Component of expansion budget for equipment and technology ................................... 33
Figure 65: Component of expansion budget for real estate ............................................................. 33
Figure 66: Size of facility expansion .................................................................................................. 33
Figure 67: Recent facility upgrades ................................................................................................... 34
Figure 68: Planning facility upgrades................................................................................................. 34
Figure 69: Barriers to upgrading ........................................................................................................ 34
Figure 70: Barriers to expansion........................................................................................................ 35
Figure 71: Organizations approached for expansion assistance ....................................................... 35
Figure 72: Considering energy efficiency in expansion plans ............................................................ 36
Figure 73: Awareness of BC Hydro Power Smart .............................................................................. 36
Figure 74: Rating of government services ......................................................................................... 38
Figure 75: Key words and responses in respondents' suggestions for improvements to government
services .............................................................................................................................................. 40
Figure 76: Airport service used.......................................................................................................... 40
Figure 77: New services at local airport ............................................................................................ 41
Figure 78: Rating of local business climate ....................................................................................... 41
Figure 79: Rating of business climate factors .................................................................................... 42
Figure 80: Business climate today vs. 5 years ago............................................................................. 43
Figure 81: Business climate 5 years from today ................................................................................ 44
Figure 82: Community’s strengths as a place to do business............................................................ 44
Figure 83: Community's weaknesses as a place to do business ........................................................ 45
Figure 84: Barriers to growth in the community ............................................................................... 46
Figure 85: Level of service from business support providers ............................................................ 47
Figure 86: Potential Suppliers............................................................................................................ 48
Figure 87: Sectors, businesses or industries that could be attracted to region ................................ 48
Figure 88: Importance of business competitiveness factors ............................................................. 50
Figure 89: Performance on key productivity drivers ......................................................................... 52
Figure 90: Economic drivers with greatest growth potential ............................................................ 53
Figure 91: Impact of Proximity to Alberta ......................................................................................... 54
Figure 92: Facility’s overall health ..................................................................................................... 54
Figure 93: Overall health of parent company ................................................................................... 54

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Figure 94: Local management's attitude toward community ........................................................... 55
Figure 95: Parent company's attitude toward local community ....................................................... 55
Figure 96: Risk of facility closing........................................................................................................ 55
Figure 97: Risk of facility downsizing ................................................................................................. 56

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PROJECT OVERVIEW
This report describes findings from a Business Retention and Expansion (BRE) survey1 conducted
within the Fernie and area during the Winter/Spring 2016.
The project was led by the Fernie Chamber of Commerce with support from the City of Fernie and
the Columbia Basin Trust. Interviews were completed by a local research consultancy firm and BRE
Lead (Chamber Executive Director). A BRE Advisory Committee, including a Chamber Board
Member, a City Administration representative, and community business leaders helped guide the
process.
The Columbia Basin Rural Development Institute (RDI) provided training, data analysis, and report
writing support.

THE BRE CONCEPT
BRE is an action-oriented and community-based approach to business and economic
development. It promotes job growth by helping communities to learn about the concerns of, as
well as opportunities for, local businesses and to set priorities for projects to address those needs.
Ultimately, communities will have greater success in attracting new businesses if existing
businesses are content with local economic conditions and community support. Business
development and job creation are key factors in fostering healthy and vibrant communities—
depending on the characteristics of a community’s economy, anywhere from 40 to 90 per cent of
new jobs come from existing businesses.

PROJECT OBJECTIVES
Objectives specific to the Fernie and area BRE project were as follows:
1. Identify the needs, concerns, and opportunities of existing local businesses in
order that, where appropriate, local action can be taken to respond to the
businesses’ needs or development opportunities;
2. Learn of the future plans of the region’s local businesses with respect to
expansion, relocation, and /or retention, as well as following-up where assistance
can be provided;
3. Demonstrate the Chamber’s supportive role to commerce in Fernie and build
relationships with the entire business community; and
4. Encourage the business community’s active involvement in economic
development.

1

Short and Long BRE surveys can be downloaded from: http://cbrdi.ca/research-areas/appliedresearch/business-retention-expansion/

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RESEARCH CONSIDERATIONS
THE BRE SURVEY
The RDI has a licence agreement with the Economic Development Association of BC for BC
Business Counts, a program that provides access to an online BRE survey, contact management,
and reporting system called ExecutivePulse. Data presented in this report were collected as part
of a comprehensive BRE survey that is aligned with surveys conducted by other participants in the
BC Business Counts program across the province of BC. Survey data can therefore be analyzed at a
community, sub-regional, regional and provincial level.
The base survey, consisting of 94 questions, includes modules for company information, the local
workforce, sales, facilities and equipment, and future plans for growth or succession. Based on
feedback from a BRE regional advisory group, thirteen region-specific questions were appended to
the base BRE survey. The Labour Market specific questions were added to the base survey in order
to identify and address labour market supply and demand, uncover some emerging labour market
trends, as well as determine barriers to labour retention within Fernie and area.

THE DATA SET
The City of Fernie and surrounding area, including businesses in the Hosmer area made up the
geographic scope of the study area.
A complete list of business licenses in Fernie was collected from the City of Fernie. Businesses
were sorted into the North American Industry Classification System (NAICS) categories to ensure
equal representation of each sector. There was an emphasis on tourism and retail sectors.
The survey was advertised in local news publications, through social media channels, and the
Chamber of Commerce newsletter and events to invite businesses to participate. Businesses were
contacted by phone and by email to solicit participation.
In total, 75 businesses took part in a one-on-one interview with the research consultant.
Responses were entered into a confidential database. Due to time constraints of the interviewee,
3 of the 75 businesses did not participate in the thirteen additional questions developed
specifically for the region.

DATA COLLECTION
Interviews were arranged by phone and by email. Businesses were invited to participate through
advertisements in local publications, call for participants at Chamber events, and invitation in
Chamber newsletters. Securing participation took 45-60 minutes per business. Face-to-face
interviews took between 45 to 90 minutes to complete. Data entry took 30-45 minutes per survey.
Interviews were completed by three individuals. Capasiti Consulting principals Cindy Pearson (25)
and Steve Thomson (19), and Chamber Executive Director Patty Vadnais (31).

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DATA INPUT, ANALYSIS AND REPORTING
A Chamber of Commerce employee was responsible for entering all data into the system. All
interviewers and data entry clerk signed confidentiality agreements. Completed surveys were
stored in a locked filing cabinet in the office of the Chamber Executive Director.
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 with the Chamber
of Commerce Executive Director. Findings and related recommendations were assembled into this
report by RDI researchers.

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RESEARCH FINDINGS2
COMPANY INFORMATION
Type of Product/Service Offered
Businesses interviewed represent a diverse cross-section of industries, with an emphasis in the
tourism and service sectors. Most common are Retail and Wholesale Trade (20% or 15
respondents), Accommodation and Food Services (13% or 10 respondents), and Construction (11%
or 8 respondents).
Figure 1: Industry classification

Other Services

7%

Accommodation and Food Services

13%

Arts, Entertainment and Recreation

9%

Health Care and Social Assistance

5%

Educational Services

5%

Administrative Support, Waste Management…

3%

Professional, Scientific and Technical Services

9%

Real Estate and Rental and Leasing

3%

Finance and Insurance

3%

Information and Cultural Industries

4%

Retail and Wholesale Trade

20%

Manufacturing

5%

Construction

11%

Mining, quarrying, and oil and gas extraction

1%

Agriculture, forestry, fishing and hunting

1%
0%

5%

10%

15%

20%

25%

Note: 75 respondents
Facility Function
The vast majority of respondents (89% or 65 respondents) indicated that their facility provides
services. Other primary functions include ‘headquarters’ (21% or 15 respondents) and
‘manufacturing’ (14% or 10 respondents). Fewer respondents indicated that their facility serves an
engineering/research and development function, distribution or warehousing function.

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

respondents.

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Figure 2: Facility function(s)

Services

89%

Headquarters

21%

Manufacturing

14%

Warehousing

7%

Distribution

7%

Engineering/RD

5%
0%

20%

40%

60%

80%

100%

Note: 73 respondents
Competition
The vast majority of competition (80 % or 53 responses) reported was coming from within the
regional area3.
Figure 3: Location of primary competitors

In Region
In Canada
In Province
Outside Canada

80%
20%
6%
3%
0%

20%

40%

60%

80%

100%

Note: 66 respondents

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

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Factors for Success
Figure 4: 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 quality product (16% or 12 businesses), workforce (12% or 9 businesses),
and demand for products/services (12% or 9 businesses) was also discussed frequently.
“Resort ski hill brings tourists to town.”
“Longevity, staff, product and service consistency, focus on local customers needs.”
“Support from other small businesses drives the business.”
“Professional services in a timely manner. Relationships are important to the success of the
business.”
“Local, employees live in Fernie and are community minded.”
“Good product. Have niche services that aren't easily replicated.”
Choosing Fernie
Respondents most frequently cited the lifestyle (29% or 21 respondents) followed by a business
opportunity (22% or 16 respondents). Other factors include the purchase of an existing business
(11% or 8 respondents) and those who were born and raised and stayed.

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Figure 5: Choosing Fernie

Lifestyle

29%

Business opportunity

22%

Bought an existing business

11%

Born and raised here

11%

Location

8%

Close to family

7%

Already living here

7%

Connections to the community

5%

Hobby turned into a business

1%

Experience in the business

1%

Established business

1%

Business expansion

1%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 73 respondents

Other Locations

Figure 6: Other Locations

24% of respondents (18 respondents)
indicated that their company has other
locations.
Yes 24%

Note: 74 respondents

No 76%

76% of those other locations (13 respondents) are in other areas of the province, 71% (12
respondents) are in other parts of Canada.

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Figure 7: Location of Other Locations

In Province
Elsewhere in nation
Outside Canada

76%
71%
29%
0%

20%

40%

60%

80%

100%

Note: 17 respondents
88% (66 businesses) of respondents reported that their headquarters are located within British
Columbia, 9% (7 businesses) indicated that they are headquartered in other parts of Canada, while
3% (2 businesses) have headquarters outside of Canada.
Figure 8: Location of headquarters

In Province
Elsewhere in nation
Outside Canada

88%
9%
3%
0%

20%

40%

60%

80%

100%

Note: 75 respondents

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Age and Life Cycle Stage
Over half of all respondents (60% or 44 respondents) reported that their business is in the
‘growing’ life cycle stage. Another 36% (26 businesses) indicated that their business is in the
‘maturing’ stage. Only 3% (2 businesses) indicated that they are in the ‘emerging’ stages, while just
1% (1 business) indicated they were declining.
Figure 9: Life cycle stage
Maturing
Growing
Emerging
Declining

36%
60%
3%
1%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 73 respondents
Most businesses (23 respondents or 31%) reported that they have been in business for between 5
and 9 years. A significant number reported that they have been in business for 10 - 19 years (21
respondents or 28%), over 20 years (15 respondents or 20%), and 1 – 4 years (11 respondents or
15%).
Figure 10: Length of time in business

>20 Years

20%

10-19 Years

28%

5-9 Years

31%

1-4 Years

15%

<1 Year

7%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 75 respondents

Ownership and Management
94% of all companies are privately owned, with just 6% publicly owned. Most respondents (46
respondents or 61%) indicated that their business is classified as a corporation, while 17% (13
respondents) indicated that they are a sole proprietorship. The remainder of businesses identified
as other (8% or 6 respondents), non-profit (7% or 5 respondents), partnership (5% or 4
respondents), or limited liability partnership (1% or 1 respondent).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 11: Type of business

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

8%
61%
17%
7%
5%
1%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 75 respondents
Figure 12: Ownership and management changes in last 5 years

84% of businesses (61 businesses) have not seen a
management or ownership change in the last 5 years,
while 16% of businesses (12 businesses) have changed
management and/or ownership over that same period
of time. Just 9% of businesses (7) are expecting an
ownership change in the near future. Of the 12
respondents that have seen changes in management
and or ownership, 80% (8 businesses) report that the
change had a positive impact.

Yes
16%

No
84%

Note: 73 respondents
Succession and Business Plans
Of the 7 businesses (9%) that reported a pending ownership change, 2 (33%) expect the change
will happen in a year or less, 2 (33%) expect the process to take 2 years, and 33% or 2 businesses
anticipates it taking 3 or more years.
Figure 13: Anticipated timeline for ownership change

3 years or more

33%

2 years

33%

1 year or less

33%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 6 respondents
29% of respondents (2 respondents) expect that the current owner will exit the business by selling
it to a non-family member, while 29% (2 respondents) expect it to be sold/transferred to another
company. 14% (1 business) expect it to be sold to a family member.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 14: Anticipated exit strategy

Other

29%

Sell/transfer to a non-family member

29%

Sell to another company

29%

Sell/transfer to a family member

14%
0%

5%

10%

15%

20%

25%

30%

Note: 7 respondents
Figure 15: Existence of formal succession plan

Not
applica
ble,
14%

Only 12% (6 respondents) of businesses reported that
they have a formal succession plan in place, and just 17%
have identified a sucessor for their business. Of those
that completed a succession plan, 100% received
assistance in its preparation.

Yes,
12%

No,
73%

Note: 49 respondents

Figure 16: Existence of current business plan

Just over half of all respondents (51% or 32
respondents) indicated that they have a business plan
in place.
No,
49%

Yes,
51%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

Note: 63 respondents

11

LOCAL WORKFORCE
Size of Workforce
The 75 businesses interviewed reported a total of 1,072 employees. 29% or 22 of the businesses
surveyed indicated that they have less than five employees and another 29% or 22 businesses
indicated that they have between 5 and 9 employees.
Figure 17: Total number of employees

50-99

3%

20-49

23%

10-19

16%

5-9

29%

Less than 5

29%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 75 respondents
51% (551) of employment positions at surveyed businesses are full-time, while 27% (290) are parttime and 22% (231) are temporary.
Figure 18: Nature of employment
Temporary
Part Time
Full Time

22%
27%
51%
0%

10%

20%

30%

40%

50%

60%

Note: 75 respondents

53% of respondents (39 businesses) indicated that the number of employees at their business has
stayed the same historically. While 38% (28 businesses) indicated that the size of their workforce
has increased. 9% (7 businesses) indicated a decrease.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 19: Historical Employment trend4

Increasing

38%

Staying the same

53%

Declining

9%
0%

10%

20%

30%

40%

50%

60%

Note: 75 respondents
The last three years has generally seen stability in the size of the workforce, with between 54%
and 78% of businesses reporting that the number of employees has stayed the same, and between
18% and 34% reporting that employment over that three year time period has increased.
Interestingly the employment trend for full-time, part-time, and casual employment were
generally consistent over the previous three years.
Figure 20: Employment trend over last 3 years

5%
3%

Decreased

14%
Casual

78%
Stayed the same

62%
54%

part time
full time

18%
Increased

34%
31%
0%

20%

40%

60%

80%

100%

Note: #of respondents varies

The majority of businesses iterviewed expect the size of their workforce to stay the same over the
next 3 years.

4 The question considered a 10 year historical trend.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 21: Employment trend over next 3 years

3%

Decreased

8%
4%

Stayed the same
50%

0%

Part Time
Full Time

10%

Increased

Casual

88%

61%

32%

20%

46%

40%

60%

80%

100%

Note: #of respondents varies
Workforce Demographics
38% (27 respondents) indicated that the majority of their essential employees are between 35 and
49 years old. 37% (26 respondents) of businesses indicated that their workforce is between 26 and
34, and just 8% (6 businesses) have a workforce under the age of 25.
Figure 22: Age of the majority of essential employees

50 or older

17%

35 - 49

38%

26 - 34

37%

Less than 25

8%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 71 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 (42% or 22 businesses) and between $30 and
$49 per hour (23% or 12 businesses). The most commonly reported average hourly wage for semiskilled workers (29% or 12 businesses respectively) was between $15 -$19 and $20 - $29 and the
most commonly reported average wage for entry-level workers (47% or 18 businesses of
respondents) was between $10 and $12. 60% of respondents (38 respondents) reported that their
wage scale is similar to other businesses in the region.5

5 Detailed wage data is found in Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 23: Wages in relation to other businesses in the region

Greater than

32%

Same as

60%

Lower than

8%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 63 respondents
Recruitment and Retention
Of those businesses that responded, 82% (46 respondents) indicated that the number of unfilled
positions at their company would remain constant.
Figure 24: Trend in unfilled positions

Increasing
Decreasing
Stable

16%
2%
82%
0%

20%

40%

60%

80%

100%

Note: 56 respondents
The vast majority of respondents (88% or 61 respondents) reported that they primarily recruit
employees from local labour markets. 7% (5 respondents) recruit provincially, while 3% (2
respondents) report that they recruit at the national level. International recruitment was only
identified by one respondent.
Figure 25: Location of workforce recruitment

Locally
Provincially
Nationally
Internationally

88%
7%
3%
1%
0%

20%

40%

60%

80%

100%

Note: 69 respondents
Of 75 respondents, 38% (28 respondents) indicated that they have experienced recruitment
challenges and 24% (17 respondents) indicated that they have experienced retention challenges.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 26: Recruitment and retention challenges

Recruitment challenges
Retention challenges

38%
24%
0%

10%

20%

30%

40%

50%

Note: # of respondents varies
When asked what efforts their business has undertaken to retain employees, 27 businesses
responded. The most frequent response was benefits (41% or 11 respondents), followed by
treating employees well (37% or 10 respondents). Bonuses (19% or 5 respondents) and flex time
for staff (15% or 4 respondents) were also frequently cited.
Figure 27: Key words and responses in respondents' discussion of retention efforts

“developed employee package.”
“Medical plan, family environment,
flexible working conditions.”
“Bonus structure, staff parties, provision
of food, marketing of services to grow
business.”
“Offering a living wage for the skill set
required.”

When asked what efforts businesses have undertaken to recruit employees, efforts that emerged
most often were advertising (29% or 6 respondents) and word of mouth (14% or 3 respondents).
Respondents also cited using a wide variety of other means, including using recruitment firms,
raising wages, job fairs, using the internet and Canada Job Bank.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 28: Recruitment Activities

Advertising

29%

Word of mouth

14%

Recruiting Firms

10%

Raised Wages

10%

Job Fairs

10%

Internet

10%

Canada Job Bank

10%

Training

5%

Benefits

5%
0%

5%

10%

15%

20%

25%

30%

Note: 21 respondents
Of the 28 companies that indicated they were experiencing recruitment challenges, the areas
currently being recruited for among surveyed businesses include the hospitality service industry
(11% or 3 respondents) and administrative/clerical (11% or 3 respondents). The responses
included in the ‘other’ categories charted below are detailed in Appendix A.
Figure 29: Current recruitment areas

Other

78%

Hospitality Service

11%

Administrative/Clerical

11%

Healthcare Professionals

7%

Food/Beverage Service

7%

Professional/Technical

4%

Mechanics

4%

Maintenance

4%

Construction/Contractors

4%
0%

20%

40%

60%

80%

100%

Note: 27 respondents
55% of respondents (39 businesses) anticipate future recruitment difficulties. The most commonly
anticipated recruitment areas which may prove challenging include hospitality service (10% or 3
respondents), food/beverage service and administrative/clerical (7% or 2 respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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respectively). The responses included in the ‘other’ categories charted below are detailed in
Appendix A.
Figure 30: Future areas where recruitment may be challenging

Other

73%

Hospitality Service

10%

Food/Beverage Service

7%

Administrative/Clerical

7%

Sales/Service

3%

Mechanics

3%

Maintenance

3%

Healthcare Professionals

3%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 30 respondents
63% of respondents (31 respondents) indicated that they believed that there were strategies that
could be undertaken to address employee recruitment. 28% (5 respondents) believed that better
job advertising could be effective, while 22% (4 respondents) suggested help with the foreign
worker program and another 11% (2 respondents) suggested supporting affordable housing.
Figure 31: Strategies to overcome employee recruitment challenges

No

63%

Yes

37%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 49 respondents
Skills and Training
The majority of respondents (41%) 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 32: Skill level of majority of workforce

Entry-level

17%

Semi-skilled

22%

Skilled/Professional

41%
0%

10%

20%

30%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

40%

50%

18

Note: # of respondents varies
52% (37 businesses) indicated that there is a training budget to upgrade employee skills. 79% (57
businesses) indicated that their company offers in-house training and 24% (17 businesses) use
contracted training.
Figure 33: Training Budget

76%
No

21%
48%

contracted training
in-house training

24%
Yes

training budget

79%
52%
0%

20%

40%

60%

80%

100%

Note: # of respondents varies
56% of respondents (40 businesses) indicated that they were aware of trends, technologies, and
other significant changes that will be occurring in their industry that will require new skills.
Figure 34: Awareness of any anticipated trends, technologies, significant changes that will be occurring in
your industry that will require new skills

No

44%

Yes

56%
0%

10%

20%

30%

40%

50%

60%

Note: 72 respondents
67% or 48 respondents indicated that there are areas of training or professional development that
would be of benefit. Most commonly listed among these areas were sales/marketing skills (20% or
9 businesses), business management (16% or 7 businesses), and customer service (14% or 6
businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 35: Training or professional development needs

Sales/Marketing

20%

Business management

16%

Customer service

14%

Safety/First Aid/Food Safe

11%

Social media

9%

Technical training

5%

Team building

2%

Project management

2%

Managerial training

2%

Leadership training

2%

Grant writing

2%

General sales course\nDealing with…

2%

Emerging technologies

2%

Athletic therapy

2%

Ambassador training

2%

Accounting/Bookeeping

2%
0%

5%

10%

15%

20%

25%

Note: 44 respondents
When asked what new training might need to be considered in the next five years, the most
commonly cited response was in the area of computer skills (33% or 14 businesses), emerging
industry practices (17% or 7 businesses), and social media (10% or 4 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 36: Areas for new Training in next five years

Computer and technology training

33%

Emerging industry practices

17%

Social Media

10%

Building Certification

7%

Emerging Technologies

5%

Survival training

2%

Sales

2%

Safety

2%

Robotics

2%

Professional development

2%

Marketing

2%

Internet and online sales. Paypal. Social Media

2%

Government regulations

2%

Energy conservation

2%

Emerging technologies

2%

Emerging Nursing Practices

2%

Customer service

2%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 42 respondents
63% of respondents (40 businesses) stated that they prefer training when it is delivered through a
classroom setting, while 53% (34 businesses) preferred an online/webinar format, and 50% had a
preferenced for individual coaching (32 businesses).
Figure 37: Preferred modes of training

Other

13%

Classroom

63%

Online/ Webinar training

53%

Individual coaching

50%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 64 respondents
48% of respondents (31 businesses) typically seek training opportunities that are offered locally,
and 31% (20 businesses) travel to other areas in the province for their training or within the region

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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(30% or 19 businesses). Fewer training opportunities are sought elsewhere in the country or in the
United States.
Figure 38: Usual training locations

Local
British Columbia
Regional
Rest of Canada
United States

48%
31%
30%
23%
11%
0%

10%

20%

30%

40%

50%

60%

Note: 64 respondents
Unions
2 businesses (3%) surveyed reported that they have union status.
Employees
The most frequently cited critical issues for employees are the cost of living (92% or 65 businesses)
and housing (77% or 55 businesses). Child Care (51% or 36 businesses) and Transportation (30% or
21 businesses) issues were also cited. For a list of factors included in the “other” category charted
below, refer to Appendix A.
Figure 39: Critical considerations for employees

Other
Cost of living
Housing
Child care
Transportation

28%
92%
77%
51%
30%
0%

20%

40%

60%

80%

100%

Note: 71 respondents
92% of businesses (66 businesses) interviewed reported that over 75% of their employees live
within the community, 7% (1 business) indicated that 75% of the employees live elsewhere in the
region, and 33% (2 businesses) indicated that over 50% of their workforce lives outside of the
region.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

22

SALES
Market Size and Share
The highest number of respondents (12 businesses or 33%) reported annual sales between $1
million and $4.9 million. The second highest number of respondents (9 businesses or 25%)
reported annual sales of between $100,000 and $499,000.
Figure 40: Annual sales

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

3%
3%
33%
19%
25%
8%
3%
6%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 36 respondents6
Half of businesses interviewed (50% or 37 businesses) indicated that the size of the market for
their product or service is stable. Another 47% (35 businesses), reported that the market is
increasing.
Figure 41: Status of market for product/service

Increasing
Decreasing
Stable

47%
3%
50%
0%

10%

20%

30%

40%

50%

60%

Note: 74 respondents
48% (29 businesses) of respondents indicated that their share of the market for their product in
comparison with their competitors is increasing, while 42% (25 businesses) indicated that it is
stable. A small number of respondents (10% or 6 businesses) indicated that their market share is
decreasing.

6 Note: question was optional for respondents.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 42: Market Share in Comparison to Competitors

Increasing
Decreasing
Stable

48%
10%
42%
0%

10%

20%

30%

40%

50%

60%

Note: 60 respondents
Growth
43% of respondents (29 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 by 34% of respondents (23
businesses). A combined 7% (total of 5 businesses) expect strong sales growth of over 25%. 13% (9
businesses) of respondents expect their sales to remain stagnant, while a further 1% (1 business)
expect sales to decline.
Figure 43: Projected sales growth in the next year

Over 100%

1%

25 - 49%

6%

10 - 24%

34%

1 - 9%

43%

0%

13%

Declining

1%
0%

10%

20%

30%

40%

50%

Note: 67 respondents
The majority of responses (53% or 38 businesses) indicated that sales at their business have
increased over time, 32% (23 businesses) indicated that sales have remained relatively stable, and
11% (8 businesses) reported that sales have declined.
21% or 9 businesses reported that sales at their parent company have historically increased, 2% (1
business) reported that they have stayed the same,and 2% (1 business) reported a decline. It is
worth noting there was a 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. 39% of
respondents (24 businesses) reported that sales within their industry have been staying the same,
while 33% (20 businesses) reported that they have been increasing, and an additional 16% (10
businesses) indicated sales in their industry are declining.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 44: Historic sales trend

11%

Not applicable

74%
4%
33%

Increasing

21%
53%

within the industry
at the parent company

39%

Staying the same

2%

At this business

32%
16%

Declining

2%
11%
0%

20%

40%

60%

80%

Note: # of respondents varies
Export Sales
Of the 10 businesses that reported exporting to international markets, 17% (8 businesses)
indicated that their export sales have stayed the same, 4% (2 businesses) indicated that they have
been stable, and none reported any decline in sales.
Figure 45: Export sales

Not applicable

79%

Increasing

4%

Staying the same
Declining

17%
0%
0%

20%

40%

60%

80%

100%

Note: 47 respondents
Source of Sales
The customer base among Fernie businesses appears to have a diverse customer base, with the
largest percentage of respondents (44% or 20 businesses) indicating that 1 – 9% of their sales are
generated by their top three customers.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 46: Sales generated by top three customers

76 - 100%

7%

51 - 75%

4%

26 - 50%

22%

10 - 25%

22%

1 - 9%

44%
0%

10%

20%

30%

40%

50%

Note: 45 respondents
A majority of respondents (71%) indicated that over 50% of their sales are to customers within the
local community or region. 4% indicated that over 50% of their sales are within the province and
12% indicated the majority of sales to a national market. There were no respondents that reported
that the majority of their sales to the U.S. or to international markets. Additionally, when asked
whether they supply products or services to any company in the community, 68% (50
respondents) indicated that they did.
Figure 47: Geographic source of majority of sales

International
United States
National
Provincial
Local

0%
0%
12%
4%
71%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: # of respondents varies
Just 2 respondents (3%) indicated that they import goods or services from other countries and 5
respondents (8%) indicated that they export goods or services to other countries. 92% of
respondents did not find the question applied to them, or responded that they had no
international trade status.
Figure 48: International trade status

Not applicable
None
Export
Import

70%
22%
8%
3%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 64 respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Procurement

Figure 49: Engagement with government
procurement processes
Yes 22%

Only 22% (15 respondents) indicated that they
engage in government procurement (i.e.,
providing products or services to governments
and public-sector organizations).
No 78%

Note: 69 respondents

51% of respondents (22 businesses) interviewed reported that they purchase a majority of their
supplies from national sources.44% (19 businesses) indicated that the majority of their supplies
come from businesses located within the local area.
Figure 50: Geographic source of majority of supplies

International
United States
National
Provincial
Local

5%
9%
51%
28%
44%
0%

10%

20%

30%

40%

50%

60%

Note: # of respondents varies
Purchasing
When reflecting on their reasons for purchasing products or services from out-of-area suppliers,
the most common response (78% or 43 businesses) indicated that the products they need are not
available locally.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 51: Reason for out-of-area purchasing

Other

11%

Product not available here

78%

Higher costs locally

11%

Unaware of local venders

9%

Quality of available products

9%

No control - head office decision

9%

Loyalty to current supplier

7%

No applicable to this business

4%
0%

20%

40%

60%

80%

100%

Note: 55 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
47% (31 businesses) of respondents reported that their facility is between 1,000 square feet and
4,999 square feet in size, and another 27% (18 businesses) indicated it was less than 1,000 square
feet.
Figure 52: Size of facility
20,000 sq ft or more
10,000-19,999 sq ft
5,000-9,999 sq ft
1,000-4,999 sq ft
less than 1,000 sq ft

12%
6%
8%
47%
27%
0%

10%

20%

30%

40%

50%

Note: 66 respondents
37% of respondents (26 businesses) indicated that their facility is in excellent condition. Another
34% (24 businesses) indicated that it is in good condition and 23% (16 businesses) reported that
their facility is in fair condition. 6% (4 businesses) reported that their facility is in poor condition.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 53: Condition of facility

Poor

6%

Fair

23%

Good

34%

Excellent

37%
0%

5%

10%

15%

20%

25%

30%

35%

40%

Note: 70 respondents
60% (40 businesses) of respondents indicated that their equipment is in good condition. 31% (21
businesses) indicated that it is in excellent condition, 7% (5 businesses) report their equipment is
in fair condition, and just 1% (1 business) is in poor condition.
Figure 54: Condition of equipment

Poor

1%

Fair

7%

Good

60%

Excellent

31%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 67 respondents

Ownership

Figure 55: Ownership status of facility

Owned,
38%

62% of respondents (45 businesses) lease the facility
in which they operate and 38% (28 businesses) own
it.
Note: 73 respondents

Leased,
62%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Of the 45 businesses that lease their facility, and provided a response to the question, 39% have
less than 1 year remaining on their lease and another 30% have between 1 and 2 years remaining.
The majority of respondents that lease their facility (81% or 34 businesses) intend to renew their
current lease agreement.
Figure 56: Length of time remaining on lease

>5 Years

17%

3-5 Years

13%

1-2 Years

30%

<1 Year

39%
0%

10%

20%

30%

40%

50%

Note: 23 respondents

Figure 57: Ownership preference
Lease,
35%

Own,
65%

65% of respondents (35 businesses) would prefer
to own their facility.

Note: 54 respondents

Investment and Expansion
57% of respondents (30 businesses) indicated that their company’s investment in their facility has
stayed the same over the past 18 months, while 38% (20 businesses) indicated that the
investment has increased. Only three businesses (6%) indicated that investment in their facility has
decreased over the same time period.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

30

Figure 58: Historical Investment in facility (past 18 months)

Increasing
Staying the same
Declining

38%
57%
6%
0%

10%

20%

30%

40%

50%

60%

Note: 53 respondents
54% of respondents (38 businesses) indicated that there was not room for expansion at their site,
and 37% (26 businesses) indicated that there was room at their site.
Figure 59: Room for expansion

Maybe

9%

No

54%

Yes

37%
0%

10%

20%

30%

40%

50%

60%

Note: 70 respondents

Figure 60: Plans to expand within three years

No,
51%

Yes,
49%

49% of respondents (35 businesses) plan to expand within three
years, however 51% (36 businesses) do not. Additionally, 40% (20
businesses) plan to expand in the next 12 – 18 months.
Note: 71 respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

31

Figure 61: Adequacy of current site to support expansion

Of the 35 businesses planning expansion within the next three
years, 46% (12 businesses) reported that their current site will
be adequate. Notably however, 14 businesses (54%) reported
that they will have to look for a new site to meet their planned
expansion needs.

Yes,
46%

No,
54%

Note: 26 respondents

The vast majority of respondents (85% or 28 businesses) indicated that expansion will occur within
the community.
Figure 62: Expansion to occur in community

No
Yes

15%
85%
0%

20%

40%

60%

80%

100%

Note: 33 respondents
The total investment anticipated for the planned expansion plans ranges substantially. 32% (6
businesses) anticipate investing less than $25,000, and an additional 26% (5 businesses) are
planning larger investments in the range of $100,000 to $499,999, with 21% (4 businesses)
planning investments between $1 – $4.9 million.
Figure 63: Estimated expansion investment

$10-19.9 million

5%

$1-$4.9 million

21%

$100,000-$499,999

26%

$25,000-$99,999

16%

Less than $25,000

32%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 19 respondents
Of the 35 businesses planning expansion, 42% (5 businesses) responded to state that they expect
to spend under 50% of their expansion budget on equipment and technology, while 42% (5

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

32

businesses) responded to indicate that 50% - 99% of their expansion budget will be devoted to
equipment and technology.
Figure 64: Component of expansion budget for equipment and technology

100%

17%

50 to 99%

42%

Under 50%

42%
0%

10%

20%

30%

40%

50%

Note: 12 respondents
4 respondents (50% of businesses) expect to spend 50 - 99% of their expansion budget on real
estate, while another 25% (2 businesses) expect to spend under 50%.
Figure 65: Component of expansion budget for real estate

100%
50 to 99%
Under 50%
0%

13%
50%
25%
13%
0%

10%

20%

30%

40%

50%

60%

Note: 8 respondents
46% (6 respondents) of businesses indicated that expansion plans will be between 1,000 and 4,999
square feet. 31% (4 respondents) of businesses anticipated an expansion of less than 1,000 square
feet, while just two respondents (15%) expected an expansion of between 5,000 and 9,999 square
feet, and 1 respondent (8%) expects an expansion of 20,000 sq.ft or more.
Figure 66: Size of facility expansion

20,000 sq ft or more

8%

5,000-9,999 sq ft

15%

1,000 to 4,999 sq ft

46%

Less than 1,000 sq ft

31%
0%

10%

20%

30%

40%

50%

Note: 13 respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Facility Upgrades
Figure 67: Recent facility upgrades

No 41%

59% of businesses (41 businesses) indicated that
there had been recent facility upgrades. Of those 41
businesses, 33% (13 businesses) indicated that
those upgrades were completed in the last 12
months.

Yes
59%

Note: 70 respondents

Figure 68: Planning facility upgrades

34% (23 businesses) indicated that they are
planning facility upgrades, and that the majority
(48% or 11 businesses) of those planning upgrades
will occur in the next 12 months.

Yes 34%

No 66%

Note: 67 respondents

Respondents were also asked to identify any barriers to upgrading. The most frequently cited
barrier was space (33% or 4 businesses). Other factors cited include ownership, change in
ownership, business capacity, and the sale of the building.
Figure 69: Barriers to upgrading

None
Space
Ownership
Change in ownership
Business capacity
Building is for sale

25%
33%
17%
8%
8%
8%
0%

5%

10%

15%

20%

25%

30%

35%

Note: 12 respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Respondents cited a variety of factors that act as constraints to their expansion. The most
common of those were lack of skilled staff (50% or 13 businesses), lack of suitable premises (42%
or 11 businesses), and finance (31% or 8 businesses).
Figure 70: Barriers to expansion

Note: 26 respondents
Just 31% of respondents (10 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 (40% or 4 businesses), Community Futures (10% or 1 businesses), and
the local Chamber of Commerce (10% or 1 businesses).
Figure 71: Organizations approached for expansion assistance

Other

70%

Local Council

40%

Community Futures

10%

Chamber of Commerce

10%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 10 respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Energy Efficiency
Figure 72: Considering energy efficiency in expansion plans

No
40%

60% of those who responded (26 businesses) are
considering energy efficiency in their expansion plans.
Yes
60%

Note: 43 respondents

Figure 73: Awareness of BC Hydro Power Smart

63% of respondents (43 businesses) are familiar with
the energy efficiency support available through the BC
Hydro Power Smart program.

No,
37%
Yes,
63%

Note: 68 respondents

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







The services that received the highest number of POOR ratings were availability of
buildings for lease or purchase (32% or 23 businesses), availability of appropriately zoned
land (20% or 13 businesses), availability of rail transport facilities (17% or 13 businesses),
and access to airport facilities (17% or 13 businesses).
The services that received the highest number of FAIR ratings were access to suppliers
(39% or 29 businesses), availability of road transport services (31% or 23 businesses), and
access to airport facilities (28% or 21 businesses).
The services that received the highest number of GOOD ratings were water and sewerage
supply (73% or 53 businesses), access to highway/roads (69% or 52 businesses), and
access to US border (66% or 49 businesses).
The services that received the highest number of EXCELLENT ratings were access to US
border (24% or 18 businesses), access to highway/roads (23% or 17 businesses), and
telecommunications (17% or 13 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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

The services that the highest number of respondents felt are NOT APPLICABLE to their
business were access to port facilities (85% or 61 businesses), availability of rail transport,
(79% or 55 businesses) and the availability of warehousing (63% or 44 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 74: Rating of government services

Availability of
warehousing

0%
16%
7%
14%
11%

Availability of
road transport
services

9%
0%

Availability of
rail transport

1%
1%
1%
17%

Availability of
buildings for
lease or
purchase

1%

Availability of
appropriately
zoned land

3%

% Excellent
% Good

42%
39%

8%
5%

% Fair
% Poor

9%
20%
7%
11%

53%

23%
4%
0%
4%

% Not
Applicable
69%

4%

33%
28%
17%
17%

Access to airport
facilities

Access to Port
Facilities

79%

26%
19%
32%
22%

5%

Access to
markets

Access to US
Border

49%
31%

32%
12%
20%
33%

Access to
suppliers

Access to
highway/ roads

63%

24%
0%
0%
9%
1%
3%
0%
11%
0%

50%

66%

85%
100%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

38

5%

Water and
sewerage
supply

73%

15%
3%
4%
17%

Telecommunica
tions (internet,
cell)

61%

12%
8%
1%
15%

Recycling

57%

19%
9%
0%

% Good
% Fair

8%
Inspections
/licensing

57%

13%
4%
18%
10%

Disposal of
waste material

% Excellent

14%
14%
11%

% Poor
% Not Applicable

51%

0%

Development
approval
process

19%
25%
11%
44%

0%

50%

100%

Note: # of respondents varies
When asked whether there were any suggestions on how to improve any of the services and
infrastructure, 56% respondents (31 businesses) indicated they had suggestions. The highest
number of responses (17% or 5 businesses) discussed changes to land use/zoning, along with
improvements to recycling and waste management (13% or 4 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 75: Key words and responses in respondents' suggestions for improvements to government
services

“Make recycling program more like
Banff.”
“Government having the staff do their
job (Planning and building inspection
seems understaffed).”
“Incentives on commercial real estate
development.”
“City to sort out more building zoning
space. Find more inventory of bldgs
capable of facilitating retail and
practitioner/rehabilitation space.
Purchasing a building is prohibitive because of all the upgrades required with ownership
change.”
Airport Service
The Calgary International Airport is the most used airport, with 67% of respondents (37
businesses) indicating they use that airport. The Canadian Rockies International Airport
(Cranbrook) was the second most used with 56% (31 businesses).
Figure 76: Airport service used

None

5%

Calgary

67%

Cranbrook

56%

Kalispell

18%

Spokane

2%
0%

10%

20%

30%

40%

50%

60%

70%

80%

Note: 55 respondents
Respondents indicated that they would most like a shuttle service (20% or 7 businesses) and more
flights (17% or 6 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 77: New services at local airport

Shuttle service

20%

More flights

17%

More destinations

9%

More Airlines

9%

Food service

9%

Lower fares

6%

Scheduled flights

3%

Parking

3%

Local Service

3%

Larger aircraft

3%

International flights

3%

Air shuttle to Vancouver

3%
0%

5%

10%

15%

20%

25%

Note: 35 respondents

BUSINESS CLIMATE
Quality of Business Climate
The majority of responses rated the overall business climate as good (59% or 43 businesses).
Figure 78: Rating of local business climate
Poor
Fair
Good
Excellent

1%
36%
59%
4%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 73 respondents
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 housing (33% or 25
businesses), technical training (20% or 15 businesses), and workforce availability (21% or
16 businesses).
The factors that received the highest number of FAIR ratings included workforce
availability (41% or 31 businesses), economic development (40% or 30 businesses),
housing (37% or 28 businesses), and workforce stability (37% or 28 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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





The factors that received the highest number of GOOD ratings included K-12 education
(53% or 39 businesses, tourism services (52% and 39 businesses), and cultural/recreational
amenities (52% or 39 businesses).
The factors that received the highest number of EXCELLENT ratings included chamber of
commerce (39% or 29 businesses), cultural and recreational amenities (31% or 23
businesses), and tourism services (31% or 23 businesses).
The factors that received the highest number of NO OPINION ratings include Community
Futures (64% or 43 businesses) and Technical Training (41% or 30 businesses).

Figure 79: Rating of business climate factors

3%
Local Tax Structure

11%
20%

34%
32%

1%
Local Government

44%
36%

10%
10%
11%

K-12 education

53%

4%
3%

30%

4%

25%

Housing

37%
33%

0%

% Excellent

0%

Cultural/Recreational
Amenities

% Good

28%

Economic Development

40%

16%
16%

% Poor
31%

5%
0%

Community Futures

1%
1%

24%
64%

1%
Colleges/Universities

8%

24%

41%

25%
39%

Chamber of Commerce

% No Opinion

52%

12%

9%

% Fair

8%

49%

0%
4%
0%

20%

40%

60%

80%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

42

1%
Workforce Stability

36%
37%

21%

4%
9%
Workforce Quality
4%

43%

35%

8%

% Excellent

4%

% Good

33%

Workforce Availability

41%

17%

4%

% Poor
31%

Tourism services

1%
4%
1%

0%

10%

20%

30%

% No Opinion

52%

12%

22%
16%
20%

Technical Training

% Fair

41%
40%

50%

60%

Note: # of respondents varies
56% of respondents (40 businesses) felt that the business climate is better today than it was 5
years ago. 21% (15 businesses) thought that it is worse, and 14% (10 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 (40% or 6 respondents) and declining market
(40% or 6 respondents).
Figure 80: Business climate today vs. 5 years ago

No opinion
Worse today
No change
Better today

10%
21%
14%
56%
0%

10%

20%

30%

40%

50%

60%

Note: 72 respondents

61% of respondents (42 businesses) expect that the business climate will be better 5 years from
today. 10% (7 businesses) expect that it will be worse.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

43

Figure 81: Business climate 5 years from today

No opinion

6%

Will be worse

10%

No change

23%

Will be better

61%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 69 respondents
Strengths and Weaknesses of Business Climate
86 responses were provided when respondents were asked to list the community’s strengths as a
place to do business, the highest number of responses (39% or 29 responses) cited the supportive
community as the community’s primary strength. 16% (12 businesses) indicated the tourism and
16% (12 businesses) indicated the lifestyle.
Figure 82: Community’s strengths as a place to do business

Supportive community
Tourism
Lifestyle
Recreational opportunities
Location
Diversified economy
Natural attractions
Friendliness
Customer service
Customer loyalty
Affluent residents
Word of mouth
Vibrant downtown
Stable economy
Social network
Outdoor activities
Natural beauty
Industry diversity
Great place to live

39%
16%
16%
5%
5%
5%
4%
4%
4%
3%
3%
1%
1%
1%
1%
1%
1%
1%
1%
0%

5%

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

Note: 74 respondents
Respondents were asked to list the community’s weaknesses as a place to do business. The
highest number of responses (14% or 10 respondents) was received for the seasonality of the

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

44

community. The low population was cited by 10% of respondents (7 businesses) as was the
dependency on one major industry.
Figure 83: Community's weaknesses as a place to do business

Seasonality
Low population
Dependent on one major industry
High cost of living
Lack of skilled workforce
Geographic isolation
Resistance to change
Lack of amenities
Cost of doing business
Inaccessible government services
Available space
Planning and development process
Lack of support for local businesses
Transient population
Too dependent on tourism
Small market
Shipping and Receiving costs
Population (size/growth/aging)
Poor customer service
Lack of suppliers
High business taxes
Development Constraints…
Cross border shopping (US/Alberta)
0%

14%
10%
10%
8%
7%
7%
5%
5%
5%
4%
4%
3%
3%
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
2%

4%

6%

8%

10%

12%

14%

16%

Note: 73 respondents
Business Growth
79% of respondents (58 businesses) indicated that there are barriers to growth. The highest
number of respondents (16% or 9 businesses) stated that the geographic constraint is an
important barrier to growing the community’s economy. Other commonly cited barriers include
the low population (12% or 7 businesses), low economic diversification (10% or 6 businesses), and
the development approval process (10% or 6 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 84: Barriers to growth in the community

Geographic constraints

16%

Low population

12%

Low economic diversification

10%

Developmental approval process

10%

Skilled labour

7%

Cost of doing business

7%

Small market

5%

Seasonality

5%

Competition

5%

Availability of land

5%

Transportation

3%

Resistance to change

3%

Cost of living

3%

Shipping costs

2%

Population (size / growth / age)

2%

Affordable housing

2%
0%

2%

4%

6%

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

Note: 58 respondents
The following excerpts illustrate the barriers cited:
“Population - limited number of year-round habitants.”
“Space, land availability, suitable land.”
“Cost of real estate, lack of affordable housing, reliance on Alberta money.”
Respondents were asked about the level of support they received from various business support
providers. The Economic Development Organisation/Commission the highest Poor response (8%
or 4 businesses). The Chamber of Commerce was cited as providing an excellent level of service by
45% of respondents (31 businesses) and a good level of service by 39% of respondents (27
businesses). Respondents found the Community Futures (2% or 1 business) and Continuing
Education and Workforce Training (2% or 1 businesses) as most commonly unable to assist.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

46

Figure 85: Level of service from business support providers

Scientific Research and Experimental
Development Tax Incentive Program

National Research Council Industrial
Research Assistance

Kootenay Aboriginal Business
Advocates Society

Invest Kootenay

0%
2%
0%
0%
0%

98%

0%
4%
2%
2%
0%

93%

0%
8%
2%
0%
0%
0%
13%
0%
0%
0%

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

5%
8%
2%
2%
0%

Economic Development Organization
/ Commission

2%
4%
4%
8%
0%
5%
9%
2%
2%

Continuing Education and Workforce
Training

3%
2%
2%

Community Futures

Chamber of Commerce

Basin Business Advisors

90%

% Excellent
% Good
84%

% Fair
% Poor
% Unable to assist

83%

% Not Applicable

29%
53%

13%
15%

9%
3%
0%
4%
11%
8%
3%
2%
0%
0%

87%

66%
45%
39%

76%

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

Note: # of respondents varies

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

47

32% of respondents (23 businesses) indicated that there are suppliers that could locate in the
region. Retail stores, Coffee equipment/services, and building supplies was most commonly cited
by 14% of respondents (2 businesses).
Figure 86: Potential Suppliers

Retail stores

14%

Coffee equipment /services

14%

Building supplies

14%

Technology companies

7%

Office supplies

7%

Meats & Dairy / Fruits and Vegetables / Grains

7%

Local artisans

7%

Design Services

7%
0%

2%

4%

6%

8%

10% 12% 14% 16%

Note: 14 respondents
When asked what business, sector, or industry could be attracted to most strategically benefit the
industry, the most common response was tourism (17% or 8 respondents), educational services
(11% or 5 businesses), and construction (11% or 5 businesses).
Figure 87: Sectors, businesses or industries that could be attracted to region

Tourism
Educational services
Construction
Transportation
Retail Stores
Creative businesses
Conference Centre
Technology businesses
Recreational services
Manufacturing
Senior Services
Information Technology
Health and Wellness
Food businesses

17%
11%
11%
6%
6%
6%
6%
4%
4%
4%
2%
2%
2%
2%
0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Note: 47 respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

48

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 (99% or 70 businesses) and improvement of customer service (93% or
67 businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

49

Figure 88: Importance of business competitiveness factors

Workplace health and safety

14%
4%

Workforce skill development

6%
4%

Water/sewer costs

0%

Reliable air transportation

31%
17%

85%
52%

15%
6%
1%

New market development
locally

15%
4%

Improving worker
productivity

8%
4%

Improvement of customer
services

7%
0%

Improvement business
management

7%
1%

Expansion of workforce
employees

6%

Energy costs

68%

15%

New market development
outside of region

Exchange rate for Canadian
dollar

61%

31%

20%
13%

Strategic alliances (joining
with other businesses to…

New product research and
development

90%

8%

Water/sewer availability

82%

23%

79%
76%
81%
88%

% Somewhat important, very
important

93%

% Not important at all or not
very important

91%
22%

72%
85%

11%
4%
18%
7%

75%

Availability of
1%
telecommunications… 0%

99%

Affordable shipping/freight

11%
6%

Add or change in business,
products or services

12%
1%

Accessing capital
Access to exporting and
international markets

3%

% Not applicable

83%
87%

21%

76%

32%
30%
38%
0% 20% 40% 60% 80%100%120%

Note: # of respondents varies

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

50

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




EXCELLENT ratings include productive workplace culture (41% or 29 businesses) and
organising work (structures and processes) (26% or 18 businesses);
GOOD ratings include networking and collaboration with other businesses (62% or 44
businesses), leadership and management (61% or 43 businesses), and organising work
(structures and processes) (57% or 40 businesses);
FAIR ratings measuring impact of productivity efforts/investments (26% or 18 businesses);
POOR ratings include measuring impact of productivity efforts/investments (13% or 9
businesses).

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

51

Figure 89: Performance on key productivity drivers

Productive workplace
culture

41%
51%
6%
0%
3%
26%

Organizing work (structures
& processes)

57%
16%
0%
1%
13%

Networking and
collaboration with other
businesses

62%
17%
4%
4%
% Excellent

6%

Measuring impact of
productivity efforts/
investments

% Good

43%
26%

% Fair

13%
12%

% Poor
% Not Applicable

24%
61%

Leadership and
management capacity

11%
1%
3%
25%
55%

Investing in people and
skills

15%
3%
1%
23%
51%

Innovation & the use of
technology

20%
4%
3%
0%

20%

40%

60%

80%

Note:# of respondents varies
Economic Drivers
Respondents believe that the economic drivers with the highest growth potential over the next 5
to 10 years include tourism (93% or 64 businesses), relocation of people from urban centres (28%
or 19 businesses), culture and creative businesses (23% or 16 businesses), construction businesses
(23% or 16 businesses), and arts (23% or 16 businesses). For a list of drivers identified as “other”,
refer to Appendix A.

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 90: Economic drivers with greatest growth potential

Other

62%

Tourism

93%

Relocation of people from urban centres

28%

culture and creative businesses

23%

Construction

23%

Arts

23%

Health & wellness

20%

Technology-based businesses

19%

Forestry

19%

Other niche service businesses (e.g. services to
seniors)

12%

Green or environmental businesses

10%

Education

10%

Agriculture

4%

Manufacturing

3%

Government

3%

Finance

3%
0%

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Note: 69 respondents
Proximity to Alberta
57 respondents (86%) reported that they were impacted by their proximity to Alberta. The
positive impact of Alberta tourists was the most significantly noted by 38% of respondents (21
businesses), while 31% (17 businesses) indicated a similar positive impact of customers from
Alberta.

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Figure 91: Impact of Proximity to Alberta

Positive - Alberta tourists

38%

Positive - Alberta customers

31%

Negative - Loss of sales to Alberta

18%

Negative - Alberta competition

11%
0%

10%

20%

30%

40%

50%

Note: 55 respondents

ASSESSMENT AND PLANS
Overall Health
The majority of businesses surveyed reported that their facility is in overall good health (52% or 25
businesses), 33% (16 businesses) reported that their facility’s health is excellent, and 13% (6
business) reported that it is fair. 2% (1 business) of respondents indicated that their company is in
poor health.
Figure 92: Facility’s overall health

Poor
Fair
Good
Excellent

2%
13%
52%
33%
0%

10%

20%

30%

40%

50%

60%

Note: 48 respondents
Most businesses with a parent company indicated that the health of that parent company is
excellent (17% or 7 businesses).
Figure 93: Overall health of parent company

Not applicable

80%

Good

2%

Excellent

17%
0%

20%

40%

60%

80%

100%

Note: 41 respondents

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Attitude toward Community
61% of respondents (28 businesses) indicated that their local management’s attitude toward the
community is excellent and 33% (15 businesses) indicated that it is good.
Figure 94: Local management's attitude toward community
Fair
Good
Excellent

7%
33%
61%
0%

10%

20%

30%

40%

50%

60%

70%

Note: 46 respondents
Respondents indicated that their parent company’s attitude toward the local community is either
excellent (12% or 5 businesses) or good (7% or 3 businesses).
Figure 95: Parent company's attitude toward local community
Not applicable
Good
Excellent

81%
7%
12%
0%

20%

40%

60%

80%

100%

Note: 42 respondents
Risk of Closing or Downsizing
Data indicates that the risk of Fernie businesses closing is low. None of the respondents reported
that they are at a high risk of closing in the next 1-3 years, and just 12% (6 businesses) indicated
they were at a moderate risk.
Figure 96: Risk of facility closing

Low

88%

Moderate

12%
0%

20%

40%

60%

80%

100%

Note: 50 respondents
Similarly, the data indicates that the risk of downsizing is low, with just 2% (1 business) indicating
that the risk is high.

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Figure 97: Risk of facility downsizing

Low
Moderate
High

85%
13%
2%
0%

20%

40%

60%

80%

100%

Note: 48 respondents

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RECOMMENDATIONS
NEXT STEPS
The results of this survey can be used by economic development organizations in the City of Fernie
and area to inform short- and long-term business retention and expansion action planning. Many
BRE programs ensure that follow-up actions occur as soon as possible following completion of the
survey stage. This approach builds credibility, a sense of success, and momentum to carry out
long-term actions.
Successful BRE programs pick an initial set of short-term actions that:
 can be completed in 6 months or less;
 are highly visible to businesses and the community as a whole; and
 have the potential for considerable impact with minimal input (i.e., the “low hanging
fruit”).
Many BRE actions also lead to long-term programs (e.g., a ‘Buy Local’ program), or ongoing plans
and policies. Patience and a commitment over the long-term are critical in determining the
success of these initiatives. For this reason, BRE should be thought of, and implemented as, an ongoing process as opposed to a one-time project.
BRE results can form the backbone of a community’s economic development strategy and, in
some cases they are integrated into the community’s Official Community Plan (OCP).
Some communities form committees or action groups around the themes or action areas
identified in the BRE report to ensure success in implementation.
The following steps could further and support links to planning and action:
1. Continually communicate (through press, presentations, electronic media, etc.) with the
business community regarding actions and be clear that the actions are tied to the BRE
process.
2. Establish a task force or committee to continue building on the momentum of the BRE
report and ensure actions and next steps are taken and kept on track. Include follow-up
discussions with individual businesses, particularly to address red and green-flags.
Consider using the “Business Walk” survey as a tool to connect with businesses annually.
3. Host a business stakeholder forum to present findings, discuss common issues, and
potential solutions.
4. Host a facilitated action planning session with economic development stakeholders and
industry representatives.
5. Based on results from the forums and action planning session, finalize priority actions,
develop related action plans, update existing economic development plans and develop
relationships with a broader network of support providers (at regional, provincial and
national scales) to support implementation.
6. Establish a monitoring program to assess the impact of implementation efforts.

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POTENTIAL ACTION AREAS
The results of this survey can be used to inform short- and long-term planning. In addition, a
number of businesses would benefit from follow-up support. Research findings suggest that the
following action areas have the greatest potential to improve the business climate:
Workforce – Recruitment & Retention
The businesses interviewed reported a total of 1,072 employees. The majority (51%) of employees
are full-time, followed by 27% part-time employees. The size of the workforce appears stable and
healthy, with 53% of businesses indicating that the number of employees at their business has
stayed the same, and 38% indicating that the number has increased.
Expected 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. The majority of businesses
(88%) recruit locally. 38% of businesses indicate that they currently face recruitment challenges,
55% anticipate future difficulties, and 63% of businesses stated they believe there are strategies
that could be undertaken to address employee recruitment.
Additionally, 50% of respondents noted that the lack of skilled staff was posing a barrier to
expansion plans. Respondents most commonly rely on advertising when recruiting, followed by
word of mouth, the use of recruiting firms, raised wages, job fairs, the internet, and the Canada
Job Bank. Actions that could prove helpful include: improved job advertising, assistance with the
temporary foreign worker program, and supporting affordable housing.
The hospitality and food/beverage service industries featured in areas of future recruitment
challenges, as did the area of administrative/clerical. Targeted actions that focus on the
employment that supports the tourism sector could be considered. Related to recruitment and
retention, are the critical considerations for employees identified which include the cost of living,
housing, and childcare.
Youth Employment
Findings indicate that employees under the age of 26 are in the minority, with just 8% of essential
employees under the age of 25. Increasing youth employment may assist in addressing the
recruitment challenges that 38% of businesses report having. Actions on this theme could involve
gaining a better understanding of the reasons for the low rate of employed youth considered
essential, 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
60% of businesses in the region report being in a growth cycle and 36% are maturing, and the
majority of businesses are anticipating low to moderate sales growth over the next year, with 43%
expecting moderate sales growth between 1 – 9% and 34% expecting 10-24% sales growth.
The vast majority of businesses (71%) indicate that the majority of their sales are to local markets,
indicating there may be an opportunity to expand into surrounding markets. 49% indicate that

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they are planning to expand within the next three years. Less than half (46%) 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 local business conditions.
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,
identifying and securing new sites if appropriate, 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 the lack of skilled staff, the lack of suitable
premises and financing.
It is worth noting that few (31%) 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 sized
and independent. The customer base for businesses appears to be diverse, with 44% of businesses
indicating that just 1 - 9% of their sales are generated by their top three customers. Tailoring
supports and services to small/medium sized, independent businesses that are focused on the
service and tourism sectors will benefit businesses in Fernie and area.
Services and supports should consider that 89% 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, such as providing shared services such as
payroll, human resources, employee recruitment, bookkeeping, etc. Additional actions could
include exploring existing supports available from the provincial Small Business BC organisation,
Tourism BC, or CBT’s Basin Business Advisors Program.
Supply Sourcing and Procurement
The data indicates that 44% of supplies come from within the local region. The most common
response (78%) 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 cited 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.

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A 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 52% of businesses do have a training budget and 48%
indicated that training typically occurs locally. 50% of respondents indicated that the lack of skilled
staff was a barrier to their expansion plans. 56% of businesses were aware of new trends,
technologies and industry changes that will require new skills. Areas identified for training include
sales/marketing skills, business management, customer service, and food safe/first aid/safety.
Succession and Business Planning
Business and succession planning are critical to the health and longevity of businesses, yet only
12% of respondents indicated that they have a formal succession plan and just over half (51%)
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. 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-on-one 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 local businesses, and may include direct outreach to those businesses identified as part of
the BRE survey.
Continued Support for Tourism Sector
The community of Fernie is already invested in the tourism sector with a relatively high
percentage (42%) of businesses engaged in tourism related industries (20% in the ‘Retail and
Wholesale Trade sector and 13% in the ‘Accommodation and Food Services’ sector, and 9% in the
‘Arts, Entertainment and Recreation’ sector). An overwhelming 93% of respondents indicated that
tourism was the economic driver with the greatest growth potential. Respondents also noted that
increasing the number of tourism related businesses, educational services, and construction
related businesses would benefit the region. Actions to increase and support the tourism industry
could include the continued collaboration between government and local tourism agencies such as
Destination British Columbia, Tourism Fernie, the Fernie Chamber of Commerce, and local
businesses. With most businesses expressing optimism for an improved business climate over the
next five years, there is much positive support and social capital to build on the work already
occurring in this area.
Government Services
A recurring theme was the lack of buildings and land available for lease or purchase, with 42% of
respondents indicating that the lack of suitable premises was a barrier to expansion, and 17%
suggesting that changes to the land/use and zoning would improve the government services
available.

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With 49% of businesses planning expansions over the next three years, and 54% of those
indicating that their site is currently not adequate to support those plans, there is an opportunity
for the local government to work with local businesses to understand existing and future business
needs and assess land use planning at a micro level. Issues around the lack of available land may
be addressed through communication strategies between the local government, local businesses,
and the community.
Opportunities may exist locally for changes to land use designations and zoning that could serve
both the greater community and local businesses. Collaboration and dialogue with targeted
businesses could produce valuable results and innovative solutions.

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APPENDIX A: DATA TABLES
COMPANY INFORMATION

Figure 1: Industry Classification
Agriculture, forestry, fishing and
hunting
Mining, quarrying, and oil and gas
extraction
Construction
Manufacturing

NAICS

Percent of
Question
Respondents

Count

11

1

1%

21

1

1%

23
31-33

8
4

11%
5%

Retail and Wholesale Trade

41-45

15

20%

Information and Cultural Industries

51

3

4%

Finance and Insurance
Real Estate and Rental and Leasing
Professional, Scientific and Technical
Services
Administrative Support, Waste
Management and Remediation
Educational Services
Health Care and Social Assistance
Arts, Entertainment and Recreation
Accommodation and Food Services
Other Services
Total

52
53

2
2

3%
3%

54

7

9%

56

2

3%

61
62
71
72
81

4
4
7

5%
5%
9%

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

75
75
0
100%

Figure 2: Functions located at this
facility
Engineering/RD
Distribution
Warehousing
Manufacturing

10
5

13%
7%
100%

75

Count

Percent of
Question
Respondents

4

5%
5
5
10

7%
7%
14%

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

Figure 3: Who are your
competitors?: Where are your
competitors located?
Outside Canada
In Province
In Canada
In Region
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 4: What are the factors that
make your company successful
here?
Competitive pricing
Diversified product / services
Experience
Lifestyle
Natural resources
Networking
Persistence
Pricing
Niche market
Reputation
Established business
Hard work
Niche product
Community support
Word of mouth
Branding

15
65
104

21%
89%

75
73
2
97%

Count
2
4
13
53
72

Percent of
Question
Respondents
3%
6%
20%
80%

75
66
9
88%

Count

Percent of
Question
Respondents

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

1%
1%
1%
1%
1%
1%
1%
1%
3%
3%
4%
4%
4%
5%
5%
7%

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Customer Service
Tourism
Location
Demand for products and services
Workforce
Quality product / service
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 5: Why did you choose this
community to locate your business?
Business expansion
Established business
Experience in the business
Hobby turned into a business
Connections to the community
Already living here
Close to family
Location
Born and raised here
Bought an existing business
Business opportunity
Lifestyle
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Figure 6: Does this company have
another location elsewhere?
Yes
No
Total

5
5
7
9
9
12
81

7%
7%
10%
12%
12%
16%

75
73
2
97%

Count
1
1
1
1
4
5
5
6
8
8
16
21
77

Percent of
Question
Respondents
1%
1%
1%
1%
5%
7%
7%
8%
11%
11%
22%
29%

75
73
2
97%

Count
18
56
74

Percent of
Question
Respondents
24%
76%

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

Figure 7: Does this company have
another location elsewhere?: If Yes,
where?
Outside Canada
Elsewhere in nation
In Province
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes' Respondents:
Response Rate:

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

Figure 8b: Location of company's
headquarters: Province
WA
ON
AB
BC
Total

75
74
1
99%

Count

Percent of
Question
Respondents

5
12
13 76%
30

29%
71%

75
17
1
18
94%

Count
2
7
66
75

Percent of
Question
Respondents
3%
9%
88%

75
75
0
100%

Count
1
2
5
66
74

Percent of
Question
Respondents
1.35%
2.70%
6.76%
89.19%

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

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

Figure 9: Life cycle stage of firm's
primary product/service

75
74
1
99%

Count

1
1.37%
1
1.37%
71 97.26%
73
75
73
2
97%

Count

Declining
Emerging
Growing
Maturing
Total

1
2
44
26
73

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

75
73
2
97%

Figure 10: How long has this facility
operated
<1 Year
1-4 Years
5-9 Years
10-19 Years
>20 Years
Total

Percent of
Question
Respondents

Count
5
11
23
21
15
75

Percent of
Question
Respondents
1%
3%
60%
36%

Percent of
Question
Respondents
7%
15%
31%
28%
20%

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

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

75
75
0
100%

Count
4
68
72

Percent of
Question
Respondents
6%
94%

75
72
3
96%

Figure 11b: What is this company's
legal status?

Count

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

1
4
5
13
46
6
75

Percent of
Question
Respondents
1%
5%
7%
17%
61%
8%

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

75
75
0
100%

Figure 11c: What is this company's
legal status?: If Other, please specify

Count

Percent of
Question
Respondents

Co-operative

1

1.33%

Partnership/Corporation
Total

5
6

6.67%

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

75
6
0

Parent Question Respondents:

75

6

Response Rate:

100%

Figure 12: Has the local facility
changed owners or managers in the
past 5 years?

Count

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

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

12
61
73

Percent of
Question
Respondents
16%
84%

75
73
2
97%

Count

Percent of
Question
Respondents

Neutral
Positive
Total

2
8
10

20.00%
80.00%

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

75
10
2
12
73
83%

Figure 12c: Is an ownership change
pending for this facility?

Count

Percent of
Question
Respondents

Yes

7

9.46%

No
Total

67
74

90.54%

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

Figure 13: If Yes what is the
anticipated time frame

75
74
1
99%

Count

1 year or less
2 years
3 years or more
Total

2
2
2
6

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

75
6
1
7
74
86%

Percent of
Question
Respondents
33%
33%
33%

Count

Percent of
Question
Respondents

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

1
2

14%
29%

2

29%

Other

2

29%

Total

7

Figure 14: If Yes, how do you intend
to exit the business?

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

Figure 14b: If Yes, how do you
intend to exit the business?: If other,
please explain

75
7
0
7
74
100%

Count

Percent of
Question
Respondents

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Change in partnership
Merger
Total

1
14.29%
1 14.29%
2

Survey Participants:

75

Question Respondents:

2

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

0

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

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

Figure 15c: If Yes, have you been
assisted in preparation of a
succession plan?
Yes

2
7
100%

Count
6
36
7
49

Percent of
Question
Respondents
12%
73%
14%

75
49
26
65%

Count
9
44
53

Percent of
Question
Respondents
16.98%
83.02%

75
53
22
71%

Count

Percent of
Question
Respondents

4

100.00%

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Total

4

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

75
4
2
6
49
67%

Figure 15d: If Yes, by whom

Count

Personal financial planner
Accountant
Other
Total

1
2
1
4

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

75
5
0
4

Figure 15e: If Yes, by whom: If
other, please explain

Count

In house
School Board
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Other'
Respondents:
Parent Question Respondents:
Response Rate:
Figure 16: Does this firm have a
current written business plan?
Yes
No
Total

1
1
2

Percent of
Question
Respondents
20.00%
40.00%
20.00%

Percent of
Question
Respondents
20.00%
20.00%

75
2
0
2
5
100%

Count
32
31
63

Percent of
Question
Respondents
51%
49%

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

75
63
12
84%

LOCAL WORKFORCE
Figure 17: Total number
of employees at this
facility*: Total employees
Less than 5
5-9
10-19
20-49
50-99
Total

Count
22
22
12
17
2
75

Total employees:

1072

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

75
75
0
100%

Figure 18: Nature of
Employment
Full Time
Part Time
Temporary
Total
Survey Participants:
Question Respondents:
Response Rate:
Figure 18b: Total number
of employees at this
facility*: Full-time
employees
Less than 5
5-9
10-19
20-49

Count
551
290
231
1072

Percent of Question
Respondents
29%
29%
16%
23%
3%

Percent of Question
Respondents
51%
27%
22%

75
75
100.00%

Count
37
17
15
6

Percent of Question
Respondents
49.33%
22.67%
20.00%
8.00%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

72

Total

75

Total full-time employees:

551

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 18c: Total number
of employees at this
facility*: Part-time
employees
Less than 5
5-9
10-19
20-49
Total
Total part-time
employees:

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 18d: Total number
of employees at this
facility*: Temporary
employees
Less than 5
5-9
10-19
20-49
50-99

75
75
0
100%

Count

Percent of Question
Respondents

52
13
8
2
75

69.33%
17.33%
10.67%
2.67%

290

75
75
0
100%

Count

Percent of Question
Respondents

66
4
1
2
2 2.67%

Total

75

Total temporary
employees:

231

Survey Participants:
Question Respondents:
No Response Count:

75
75
0

88.00%
5.33%
1.33%
2.67%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

73

Response Rate:
Figure 19: Historical
employment trend
Declining
Staying the same
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20: 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 20b: How did the
number of staff change, if
at all, in the last 3 years?:
Part-time
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 20c: How did the
number of staff change, if

100%
Count
7
39
28
74

Percent of Question
Respondents
9%
53%
38%

75
74
1
99%

Count
22
38
10
70

Percent of Question
Respondents
31%
54%
14%

75
70
5
93%

Count
21
38
2
61

Percent of Question
Respondents
34%
62%
3%

75
61
14
81%
Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

74

at all, in the last 3 years?:
Casual
Increased
Stayed the same
Decreased
Total

7
31
2
40

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

75
40
35
53%

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

Count

34
37
3
74

18%
78%
5%

Percent of Question
Respondents
46%
50%
4%

75
74
1
99%

Count

21
40
5
66

Percent of Question
Respondents
32%
61%
8%

75
66
9
88%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

75

over the next 3 years?:
Casual
Increased
Stayed the same
Decreased
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 22: Describe the
majority of essential
personnel at this location
Less than 25
26 - 34
35 - 49
50 or older
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23: Describe the
wage scale here
compared to all other
firms locally
Lower than
Same as
Greater than
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23b: Average
hourly wage:
Skilled/Professional
$10-$12.99
$13-$14.99

4
35
1 3%
40

10%
88%

75
40
35
53%

Count
6
26
27
12
71

Percent of Question
Respondents
8%
37%
38%
17%

75
71
4
95%

Count
5
38
20
63

Percent of Question
Respondents
8%
60%
32%

75
63
12
84%

Count
1
3

Percent of Question
Respondents
1.92%
5.77%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

76

$15-$19.99
$20-$29.99
$30-49.99
$50-$99
$100 or more
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23c: Average
hourly wage: Semi-skilled
$10-$12.99
$13-$14.99
$15-$19.99
$20-$29.99
$30-49.99
$100 or more
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 23d: Average
hourly wage: Entry-level
$10-$12.99
$13-$14.99
$15-$19.99
$20-$29.99
$100 or more
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 24: Is the number
of unfilled positions
Stable

7
22
12
2
5
52

13.46%
42.31%
23.08%
3.85%
9.62%

75
52
23
69%
Count
5
9
12
12
1
3
42

Percent of Question
Respondents
11.90%
21.43%
28.57%
28.57%
2.38%
7.14%

75
42
33
56%
Count
18
7
8
4
1
38

Percent of Question
Respondents
47.37%
18.42%
21.05%
10.53%
2.63%

75
38
37
51%
Count
46

Percent of Question
Respondents
82%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

77

Decreasing
Increasing
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 25: Where does
the company attract the
majority of its workers
from?
Internationally
Nationally
Provincially
Locally
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 26: Recruitment
and retention challenges
Retention challenges
Recruitment challenges
Figure 26b: Is employee
retention a problem?
Yes
No
Total

1
9
56

2%
16%

75
56
19
75%

Count

Percent of Question
Respondents

1
2
5
61
69

1%
3%
7%
88%

75
69
6
92%
Count
17
28
Count
17
54
71

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

75
71
4
95%

Figure 26c: Is the
company experiencing
recruitment problems
with any employee
positions or skills?

Count

Percent
24%
38%
Percent of Question
Respondents
24%
76%

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

78

Yes
No
Total

28
45
73

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 27: If applicable,
please describe any
challenges and / or efforts
you have undertaken to
retain employees.

38%
62%

75
73
2
97%

Count

Percent of Question
Respondents

Housing

2

7.41%

Training
Treating employees well
Support a positive
environment
Flex Time
Bonuses
Fair wages

2
2

7.41%
7.41%

3

11.11%

4
5
10

14.81%
18.52%
37.04%

Benefits

11

40.74%

None
Total

1
40

3.70%

Survey Participants:

72

Question Respondents:
No Response Count:

27
45

Response Rate:

38%

Figure 28: If applicable,
please describe any
recruitment activities or
strategies you have
undertaken to attract
employees.
Benefits
Training
Canada Job Bank
Internet

Count

1
1
2
2

Percent of Question
Respondents

5%
5%
10%
10%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

79

Job Fairs
Raised Wages
Recruiting Firms
Word of mouth
Advertising

2
2
2
3
6

Total

21

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 29: Is the company
experiencing recruitment
problems with any
employee positions or
skills?: If Yes, in which
category(s)?
Construction/Contractors

10%
10%
10%
14%
29%

72
21
51
29%

Count

Percent of Question
Respondents

1

4%

Maintenance

1

4%

Mechanics
Professional/Technical
Food/Beverage Service
Healthcare Professionals
Administrative/Clerical
Hospitality Service
Other
Total

1
1
2
2
3
3
21
35

4%
4%
7%
7%
11%
11%
78%

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

75
27
1

Figure 29b: Is the
company experiencing
recruitment problems
with any employee

28
73
96%

Count

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

80

positions or skills?: Other
(specify job roles/titles)
Chefs/Bakers
Electricians
Engineers

1
1
1

4%
4%
4%

Installers

1

4%

Kitchen staff

1

4%

Physicians

1

4%

Plumbers
Sales
Skilled/Professional
Social Media
Stylists
Managers
Marketing
Semi-Skilled/Entry Level
Total

1
1
1
1
1
2
2
8
23

4%
4%
4%
4%
4%
7%
7%
30%

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

75
22
0

Response Rate:

100%

Figure 30: Do you
anticipate future
recruiting difficulties i.e.
3-5 year?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

21
27

Count
32
39
71

Percent of Question
Respondents
45.07%
54.93%

75
71
4
95%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

81

Figure 30b: Do you
anticipate future
recruiting difficulties i.e.
3-5 year?: If Yes, in what
area(s)?
Healthcare Professionals

Count

Percent of Question
Respondents

1

3%

Maintenance

1

3%

Mechanics
Sales/Service
Administrative/Clerical
Food/Beverage Service
Hospitality Service
Other
Total

1
1
2
2
3
22
33

3%
3%
7%
7%
10%
73%

Survey Participants:

75

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

30
2

Figure 30c: Do you
anticipate future
recruiting difficulties i.e.
3-5 year? : Other (specify
job roles/titles)
Electricians
Engineers
Equipment operators
General laborer
Installers
Lawers
Marketing
Plumbers
Truck drivers
Editorial staff
Managers
Teachers
Semi-Skilled/Entry Level
Total

32
71
94%

Count

1
1
1
1
1
1
1
1
1
2
2
2
6
21

Percent of Question
Respondents
3.33%
3.33%
3.33%
3.33%
3.33%
3.33%
3.33%
3.33%
3.33%
6.67%
6.67%
6.67%
20.00%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

82

Survey Participants:

75

Question Respondents:

22

No Response Count:

0

Parent Question 'Other'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 31: Is there
anything we can do to
help overcome issues
with employee
recruitment?
Yes
No
Total

22
30
100%

Count

18
31
49

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 31b: Is there
anything we can do to
help overcome issues
with employee
recruitment?: If Yes,
please explain
Employee Sharing
Promote the area
Provide training and
education
Support affordable
housing

37%
63%

75
49
26
65%

Count

Help with foreign worker
program
Better job advertising
Total
Survey Participants:
Question Respondents:

Percent of Question
Respondents

Percent of Question
Respondents

1
1

5.56%
5.56%

1

5.56%

2

11.11%

4

22.22%

5

27.78%

14
75
18

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

83

No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 32: Skill Level of
Majority of Workforce
Skilled/Professional
Semi-skilled
Entry-level
Total

Figure 32b: Percent of
workforce:
Skilled/Professional
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 32c: Percent of
workforce: Semi-skilled
less than 25%
25 to 49%
50 to 74%
75 to 100%
Total

0
18
49
100%
Count
26
14
11
51

Count
15
15
14
20
64

Percent of Question
Respondents
41%
22%
17%

Percent of Question
Respondents
23.44%
23.44%
21.88%
31.25%

75
64
11
85%
Count
10
17
10
8
45

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

75
45
30
60%

Figure 32d: Percent of
workforce: Entry-level

Count

Percent of Question
Respondents
22.22%
37.78%
22.22%
17.78%

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

84

less than 25%
25 to 49%
50 to 74%
75 to 100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 33: Does the
company provide a
training budget in order
to upgrade employee's
skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 33b: Does the
company offer in-house
training?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 33c: Does the
company use Contracted
Training?
Yes
No
Total
Survey Participants:

14
12
7
6
39

35.90%
30.77%
17.95%
15.38%

75
39
36
52%

Count

37
34
71

Percent of Question
Respondents
52%
48%

75
71
4
95%

Count
57
15
72

Percent of Question
Respondents
79%
21%

75
72
3
96%

Count
17
54
71

Percent of Question
Respondents
24%
76%

75

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

85

Question Respondents:
No Response Count:
Response Rate:
Figure 34: Are you aware
of any anticipated trends,
technologies, significant
changes that will be
occurring in your industry
that will require new
skills?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 35: 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:

71
4
95%

Count

40
32
72

Percent of Question
Respondents

56%
44%

75
72
3
96%

Count

48
24
72

Percent of Question
Respondents

66.67%
33.33%

75
72
3
96%

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

Count

Accounting/Bookeeping

1

2%

Ambassador training
Athletic therapy

1
1

2%
2%

Percent of Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

86

Emerging technologies
General sales
course\nDealing with
public
Grant writing
Leadership training
Managerial training
Project management
Team building
Technical training

1

2%

1

2%

1
1
1
1
1
2

2%
2%
2%
2%
2%
5%

Social media

4

9%

5

11%

6
7

14%
16%

Sales/Marketing

9

20%

Total

43

Safety/First Aid/Food
Safe
Customer service
Business management

Survey Participants:
Question Respondents:

75
44

No Response Count:

4

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 37: What modes of
education/training work
best for you?
Individual coaching
Online/ Webinar training
Classroom
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

48
72
92%

Count
32
34
40
8
114

Percent of Question
Respondents
50%
53%
63%
13%

75
64
11
85%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

87

Figure 37b: What modes
of education/training
work best for you?: Other
Name
Peer to Peer
Trade shows /
Conferences
In-house / Hands on /
Workshop
Total

Count
1

1.56%

1

1.56%

6

9.38%

8

Survey Participants:

75

Question Respondents:

8

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

0

Figure 38: 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:

Percent of Question
Respondents

8
64
100%

Count

7
15
19
20
31
92

Percent of Question
Respondents
11%
23%
30%
31%
48%

75
64
11
85%

Union status

Count

Yes
No
Not applicable
Total

2
59
13
74

Percent of Question
Respondents
2.70%
79.73%
17.57%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

88

Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 39: Please indicate
which issues you believe
are critical to your
employees?
Transportation
Child care
Housing
Cost of living
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 39b: Please
indicate which issues you
believe are critical to your
employees?: If Other,
please list any other
issues
Benefits
Education
Flextime
Healthcare

75
74
1
99%

Count
21
36
55
65
20
197

Percent of Question
Respondents
30%
51%
77%
92%
28%

72
71
1
99%

Count

Percent of Question
Respondents

1
1
1
1

1.41%
1.41%
1.41%
1.41%

Housing

1

1.41%

Wages
Total

4
9

5.63%

Survey Participants:

72

Question Respondents:

20

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

0
20
71
100%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

89

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

Count
1
2
3
66
72

Percent of Question
Respondents
1.39%
2.78%
4.17%
91.67%

72
72
0
100%

Count

10
2
1
1
14

Percent of Question
Respondents
71.43%
14.29%
7.14%
7.14%

72
14
58
19%

Count
2
2
2
6

Percent of Question
Respondents
33.33%
33.33%
33.33%

72
6
66
8%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

90

SALES

Count

Percent of
Question
Respondents

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

2
1
3
9
7
12
1

6%
3%
8%
25%
19%
33%
3%

1

3%

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

75
36
39
48%

Figure 40: Annual sales
at this facility (optional)

Figure 41: Is the market
for your product

36

Count

Stable
Decreasing
Increasing
Total

37
2
35
74

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

75
74
1
99%

Percent of
Question
Respondents
50%
3%
47%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

91

Figure 42: Is the market
share (compared to your
competitors) of your
company's products

Count

Stable
Decreasing
Increasing
Total

25
6
29
60

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

75
60
15
80%

Figure 43: What is the
projected sales growth
in the next year at this
business?

Count

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

1
9
29
23
4
1
67

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

75
67
8
89%

Figure 44: Historical
sales trend: At this
business (past five
years)

Count

Declining
Staying the same
Increasing
Not applicable
Total

8
23
38
3
72

Percent of
Question
Respondents
42%
10%
48%

Percent of
Question
Respondents
1%
13%
43%
34%
6%
1%

Percent of
Question
Respondents
11%
32%
53%
4%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

92

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

Figure 44b: Historical
sales trend: At the
parent company
Declining
Staying the same
Increasing
Not applicable
Total

75
72
3
96%

Count

1
1
9
31 74%
42

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

75
42
33
56%

Figure 44c:: Historical
sales trend: Within the
industry

Count

Declining
Staying the same
Increasing
Not applicable
Total

10
24
20
7
61

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

75
61
14
81%

Figure 44d: Historical
export sales trend

Declining
Staying the same

Percent of
Question
Respondents
2%
2%
21%

Percent of
Question
Respondents
16%
39%
33%
11%

Count

Percent of
Question
Respondents

0
8

0%
17%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

93

Increasing
Not applicable
Total

2
37
47

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

75
47
28
63%

Figure 45: Percent of
total sales generated by
top 3 customers

Count

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

20
10
10
2
3
45

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

72
45
27
62%

Figure 46: Source of
Majority of Sales

4%
79%

Percent of
Question
Respondents
44%
22%
22%
4%
7%

Percent of
Question
Respondents

Count

Local
Provincial
National
United States
International
Total

48
3
8
0
0
59

Figure 46b: Please
identify the source of
your sales by
percentage:
International

Count

Percent of
Question
Respondents

3

25.00%

1-9%

71%
4%
12%
0%
0%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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10-19%
20-29%
30-39%
40-49%
Total

4
2
2
1
12

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

75
12
63
16%

Figure 46c: Please
identify the source of
your sales by
percentage: United
States

Count

10-19%
20-29%
Total

5
2
7

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

75
7
68
9%

Figure 46d: Please
identify the source of
your sales by
percentage: National

Count

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

2
4
5
6
2
4
4
3
1
31

Survey Participants:
Question Respondents:
No Response Count:

75
31
44

33.33%
16.67%
16.67%
8.33%

Percent of
Question
Respondents
71.43%
28.57%

Percent of
Question
Respondents
6.45%
12.90%
16.13%
19.35%
6.45%
12.90%
12.90%
9.68%
3.23%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Response Rate:

Figure 46e: Please
identify the source of
your sales by
percentage: Provincial

41%

Count

1-9%
10-19%
20-29%
30-39%
40-49%
60-69%
100%
Total

5
3
5
3
1
2
1
20

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

75
20
55
27%

Figure 46f: Please
identify the source of
your sales by
percentage: Local /
Regional

Count

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

2
3
2
4
2
7
2
6
3
5
32
68

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

75
68
7
91%

Percent of
Question
Respondents
25.00%
15.00%
25.00%
15.00%
5.00%
10.00%
5.00%

Percent of
Question
Respondents
2.94%
4.41%
2.94%
5.88%
2.94%
10.29%
2.94%
8.82%
4.41%
7.35%
47.06%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 47: International
trade status

Count

Percent of
Question
Respondents

Import
Export
None
Not applicable
Total

2
5
14
45
66

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

75
64
11
85%

Figure 48: Do you
engage in government
procurement?

Count

Percent of
Question
Respondents

Yes

15

22%

No
Total

54
69

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

72
69
3
96%

Figure 49: Source of
Majority of Supplies

Local
Provincial
National
United States
International
Total

Count

19
12
22
4
2
59

3%
8%
22%
70%

78%

Percent of
Question
Respondents
44%
28%
51%
9%
5%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 49b: Please
identify the source of
your supplies by
percentage: Local /
Regional

Count

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

3
7
7
2
2
3
1
3
1
3
11
43

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

75
43
32
57%

Figure 49c: Please
identify the source of
your supplies by
percentage: Provincial

Count

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

2
1
4
2
1
2
2
4
3
1
2
24

Survey Participants:
Question Respondents:

75
24

Percent of
Question
Respondents
6.98%
16.28%
16.28%
4.65%
4.65%
6.98%
2.33%
6.98%
2.33%
6.98%
25.58%

Percent of
Question
Respondents
8.33%
4.17%
16.67%
8.33%
4.17%
8.33%
8.33%
16.67%
12.50%
4.17%
8.33%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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No Response Count:
Response Rate:

Figure 49d: Please
identify the source of
your supplies by
percentage: National

51
32%

Count

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

4
3
8
2
2
4
1
4
2
8
6
44

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

75
44
31
59%

Figure 49e: Please
identify the source of
your supplies by
percentage: United
States

Count

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

2
4
1
2
2
1
1
1
1
15

Survey Participants:

75

Percent of
Question
Respondents
9.09%
6.82%
18.18%
4.55%
4.55%
9.09%
2.27%
9.09%
4.55%
18.18%
13.64%

Percent of
Question
Respondents
13.33%
26.67%
6.67%
13.33%
13.33%
6.67%
6.67%
6.67%
6.67%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

99

Question Respondents:
No Response Count:
Response Rate:

15
60
20%

Figure 49f: Please
identify the source of
your supplies by
percentage:
International

Count

1-9%
10-19%
20-29%
30-39%
80-89%
100%
Total

3
1
1
1
1
1
8

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

75
8
67
11%

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

Count

Yes
No
Total

50
23
73

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

75
73
2
97%

What products or
services, if any, are you
purchasing from outside
the area for which you
would like to have a
local supplier?
Computers / Software
Construction supplies
Hair salon supplies

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

Percent of
Question
Respondents
68%
32%

Count

Percent of
Question
Respondents

1
1
1

3.85%
3.85%
3.85%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Professional services
Shipping Services
Technology Services
Chemicals
Graphic design services
Laundry services
Office supplies
Meats & Dairy / Fruits
and Vegetables / Grains
Total

17

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

72
26
46
36%

Figure 50: If majority of
products/services are
being purchased from
outside of the area, why
are they NOT being
purchased from within
the area?
No applicable to this
business
Loyalty to current
supplier
No control - head office
decision
Quality of available
products
Unaware of local
venders
Higher costs locally
Product not available
here
Other
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

1
1
1
2
2
2
2

3.85%
3.85%
3.85%
7.69%
7.69%
7.69%
7.69%

3

11.54%

Count

Percent of
Question
Respondents

2

4%

4

7%

5

9%

5

9%

5

9%

6

11%

43

78%

6
76

11%

72
55
17
76%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 50b: 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
Cost

Count

Percent of
Question
Respondents

1

1.82%

Franchise restrictions

1

1.82%

Not available here

1

1.82%

Supply shortage

3

5.45%

Total

6

Survey Participants:

72

Question Respondents:

6

No Response Count:

0

Parent Question 'Other'
Respondents:

6

Parent Question
Respondents:

55

Response Rate:

100%

FACILITIES AND EQUIPMENT
Figure 51: What is
the square footage of
your current facility?:
Square feet

Count

Percent of
Question
Respondents

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

18
31
5
4
8

27%
47%
8%
6%
12%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Total

66

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

75

Figure 52:Condition of
facility

66
9
88%

Count

Excellent
Good
Fair
Poor
Total

26
24
16
4
70

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

75

Figure 53: Condition
of equipment

Percent of
Question
Respondents
37%
34%
23%
6%

70
5
93%

Count

Excellent
Good
Fair
Poor
Total

21
40
5
1
67

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

75

Percent of
Question
Respondents
31%
60%
7%
1%

67
8
89%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 54: Status of
facility

Count

Owned
Leased
Total

28
45
73

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

75

Figure 55: Status of
facility: If Leased,
what is the length of
term remaining

2
97%

Count

9
7
3
4
23

Survey Participants:
Question
Respondents:

75

No Response Count:

22

Figure 55b: Are you
planning on renewing
current lease?
Yes
No
Total

38%
62%

73

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

Parent Question
'Leased' Respondents:
Parent Question
Respondents:

Percent of
Question
Respondents

Percent of
Question
Respondents
39%
30%
13%
17%

23

45
73

Count

34
8
42

Percent of
Question
Respondents
80.95%
19.05%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Survey Participants:
Question
Respondents:

75

No Response Count:

3

Parent Question
'Leased' Respondents:

45

Parent Question
Respondents:

73

Response Rate:

93%

Figure 56: Do you
have a preference of
lease vs own?

42

Count

Lease
Own
Total

19
35
54

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

75

Figure 57: Historical
investment trends:
Over past 18 months
in the facility

Percent of
Question
Respondents
35%
65%

54
21
72%

Count

Declining
Staying the same
Increasing
Total

3
30
20
53

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

75

Percent of
Question
Respondents
6%
57%
38%

53
22
71%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 58: Is there
room for expansion at
this site?

Count

Yes
No
Maybe
Total

26
38
6
70

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

75

Figure 59: Does the
company plan to
expand in the next
three years?

37%
54%
9%

70
5
93%

Count

Yes
No
Total

35
36
71

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

75

Figure 59b: Are there
any local expansion
plans in the next 12 18 months?

Percent of
Question
Respondents

Percent of
Question
Respondents
49%
51%

71
4
95%

Count

Yes
No
Total

20
30
50

Survey Participants:
Question
Respondents:
No Response Count:

75

Percent of
Question
Respondents
40.00%
60.00%

50
25

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Response Rate:
Figure 60: Does the
company plan to
expand in the next
three years?: Is your
current site adequate
for the proposed
expansion?
Yes
No
Total

67%

Count

12
14
26

Survey Participants:
Question
Respondents:

75

No Response Count:

9

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Figure 61: Does the
company plan to
expand in the next
three years?: Will it
be in this
community?
Yes
No
Total

46%
54%

26

35
71

Count

28
5
33

Survey Participants:
Question
Respondents:

75

No Response Count:

2

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:

Percent of
Question
Respondents

Percent of
Question
Respondents
85%
15%

33

35
71

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 62: 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
$1-$4.9 million
$10-19.9 million
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 63: Does the
company plan to
expand in the next
three years?:
Approximate
percentage
equipment/technology
Under 50%
50 to 99%
100%
Total
Survey Participants:
Question Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

Count

6
3
5
4
1
19

Percent of
Question
Respondents
32%
16%
26%
21%
5%

75
19
16
35
71
54%

Percent of
Count
Question
Respondents

5
5
2
12

42%
42%
17%

75
12
23
35
71
34%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

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Figure 64: Does the
company plan to
expand in the next
three years?:
Approximate
percentage real
estate
0%
Under 50%
50 to 99%
100%
Total

Count

1
2
4
1
8

Survey Participants:
Question
Respondents:

75

No Response Count:

27

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:
Figure 65: 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
20,000 sq ft or more
Total
Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'Yes'
Respondents:
Parent Question
Respondents:
Response Rate:

Percent of
Question
Respondents

13%
25%
50%
13%

8

35
71
23%

Count

4
6
2
1
13

Percent of
Question
Respondents
31%
46%
15%
8%

75
13
22
35
71
37%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

109

Figure 66: Have there
been any recent
facility upgrades?

Count

Yes
No
Total

41
29
70

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

75

Figure 66b: Have
there been any recent
facility upgrades? If
Yes, when?: Month
scale

5
93%

Count

2
6
13
6
9
4
40

Survey Participants:
Question
Respondents:

75

No Response Count:

1

Figure 67: Planning
any upgrades to the
facility?

59%
41%

70

3
6
12
18
24
36
Total

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

Percent of
Question
Respondents

Percent of
Question
Respondents
5.00%
15.00%
32.50%
15.00%
22.50%
10.00%

40

41
70
98%

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

110

Yes
No
Total

23
44
67

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

75

Figure 67b: Planning
any upgrades to the
facility? If Yes,
when?: Month scale

67
8
89%

Count

3
6
12
24
36
Total

3
6
11
1
2
23

Survey Participants:
Question
Respondents:

75

No Response Count:

0

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

Figure 68: If No, are
there any barriers to
upgrading you wish to
identify?

34%
66%

Percent of
Question
Respondents
13.04%
26.09%
47.83%
4.35%
8.70%

23

23
67
100%

Count

Percent of
Question
Respondents

Building is for sale
Business capacity

1
1

8%
8%

Change in ownership

1

8%

Ownership
Space

2
4

17%
33%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

111

None

3

Total

12

Survey Participants:
Question
Respondents:
No Response Count:
Parent Question 'No'
Respondents:
Response Rate:
Figure 69: What, if
any, are the major
constraints on your
expansion? (Please
check all that are
applicable)
Broadband access
Warehousing
Energy costs
Local regulations e.g.
zoning
Problems with DAs
Identifying and
accessing new
markets
Other (please
specify):
Finance
Lack of suitable
premises

25%

75
12
32
44
27%

Count

Percent of
Question
Respondents

1
1
2

4%
4%
8%

3

12%

4

15%

6

23%

7

27%

8

31%

11

42%

Lack of skilled staff

13

50%

Total

56

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

75
26
9
35

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

112

Parent Question
Respondents:

71

Response Rate:

74%

Figure 69b: What, if
any, are the major
constraints on your
expansion? (Please
check all that are
applicable): Other
(please specify)
City must agree to sell
the land to the
academy
Getting travelers to
see Fernie as a
summer destination
Increased
competition
Lack of buildings

Count

Percent of
Question
Respondents

1

12.50%

1

12.50%

1

12.50%

1

12.50%

Opportunity

1

12.50%

Parking
being ready for
opportunity
conditions of
available facilities
lease costs
ownership time to
engage expansion
Total

1

12.50%

1

12.50%

1

12.50%

1

12.50%

1

12.50%

10

Survey Participants:

75

Question
Respondents:
No Response Count:
Figure 70: Have you
approached anybody in
local/provincial/federal
government or
business development
organizations to
discuss your expansion
plans?

8
0

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

113

Yes
No
Total

10
22
32

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

75
32
43
43%

Figure 70b: If Yes,
which have you
approached?

31.25%
68.75%

Count

Percent of
Question
Respondents

Chamber of
Commerce

1

10%

Community Futures

1

10%

Local Council

4

40%

Other
Total

7
13

70%

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

75
10
0
10
32

Response Rate:

100%

Figure 70c: If Yes,
which have you
approached?: Other
(please specify)

Count

Percent of
Question
Respondents

1

10.00%

1

10.00%

BBA (Basin Business
Advisors)
BDC (Business
Development Bank of
Canada)

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

114

KRIC (Kootenay
Rockies Innovation
Council)
Provincial
Government
CBT (Columbia Basin
Trust)
Total

Survey Participants:
Question
Respondents:
No Response Count:
Parent Question
'Other' Respondents:
Parent Question
Respondents:
Response Rate:
Figure 71: Have you
factored
improvements in
energy efficiency in
your expansion
plans?
Yes
No
Total
Survey Participants:
Question
Respondents:
No Response Count:
Response Rate:

Figure 72: Are you
aware of BC Hydro
Power Smart
resources that are
available to you?
Yes
No

1

10.00%

2

20.00%

3

30.00%

8

75
7
0
7
10
100%

Count

26
17
43

Percent of
Question
Respondents
60%
40%

72
43
29
60%

Count

Percent of
Question
Respondents

43
25

63%
37%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

115

Total

68

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

75
68
7
91%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

116

GOVERNMENT SERVICES

Figure 73: Government Services

Not
Applicable

% Not
Applicable

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Respondents

Access to Port Facilities

61

85%

8

11%

0

0%

2

3%

1

1%

72

Access to US Border

7

9%

0

0%

0

0%

49

66%

18

24%

74

Access to airport facilities

13

17%

13

17%

21

28%

25

33%

3

4%

75

Access to highway/ roads

3

4%

0

0%

3

4%

52

69%

17

23%

75

Access to markets

8

11%

5

7%

15

20%

40

53%

7

9%

75

Access to suppliers

4

5%

6

8%

29

39%

31

42%

4

5%

74

Availability of appropriately
zoned land

22

33%

13

20%

8

12%

21

32%

2

3%

66

Availability of buildings for lease
or purchase

16

22%

23

32%

14

19%

19

26%

1

1%

73

Availability of rail transport

55

79%

12

17%

1

1%

1

1%

1

1%

70

Availability of road transport
services

0

0%

7

9%

23

31%

37

49%

8

11%

75

Availability of warehousing

44

63%

10

14%

5

7%

11

16%

0

0%

70

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

117

Development approval process

32

44%

8

11%

18

25%

14

19%

0

0%

72

Disposal of waste material

8

11%

10

14%

10

14%

37

51%

7

10%

72

Inspections /licensing

13

18%

3

4%

9

13%

41

57%

6

8%

72

Recycling

0

0%

7

9%

14

19%

43

57%

11

15%

75

Telecommunications (internet,
cell)

1

1%

6

8%

9

12%

46

61%

13

17%

75

Water and sewerage supply

3

4%

2

3%

11

15%

53

73%

4

5%

73

Survey Participants:

75

75

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

118

Figure 73b: Please rate the
following: Other (please
specify)

Please rate the
following: Other (please
specify)

Count

Percent of Question
Respondents

Freight Service

Poor

1

33.33%

1

33.33%

Total
Survey Participants:

75

Question Respondents:

3

No Response Count:

72

Response Rate:

4%

Figure 74: Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above?
Yes
No
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:
Figure 74b: Do you have any
suggestions on how to improve
any of the services and
infrastructure listed above?: If Yes,
how?
Enforce bylaws
Expand electronic communication
services (Cell phone/ Internet/
Broadband/Fiber)
Expanded choice/ distribution of
national newspapers

Percent of
Question
Respondents

Count
31
24
55

56.36%
43.64%

75
55
20
73%

Percent of
Question
Respondents

Count

1

3.33%

1

3.33%

1

3.33%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

119

Improve highway and road quality
and service
Increase Water Services
Increase public transportation

1

3.33%

1
1

3.33%
3.33%

Postal service

1

3.33%

Snow removal
Water quality

1
1

3.33%
3.33%

Improve Airport service

2

6.67%

Improve shipping and receiving
Streamline development approval
processes
Improve recycling and waste
management
Land zoning

3

10.00%

3

10.00%

4

13.33%

5

16.67%

Total

26

Survey Participants:

75

Question Respondents:

30

No Response Count:

1

Parent Question 'Yes' Respondents:
Parent Question Respondents:

31
55

Response Rate:

97%

Figure 75: Which airport services
do you use?

Count

Spokane
Kalispell
Cranbrook
Calgary
None
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

1
10
31
37
3
82

Percent of
Question
Respondents
2%
18%
56%
67%
5%

75
55
20
73%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

120

Figure 76: Which airport services
do you use?: What services would
you like to see at the local airport?
(where appropriate)
Air shuttle to Vancouver
International flights
Larger aircraft
Local Service
Parking
Scheduled flights
Lower fares
Food service
More Airlines
More destinations
More flights
Shuttle service
Total
Survey Participants:
Question Respondents:
No Response Count:
Response Rate:

Count

Percent of
Question
Respondents

1
1
1
1
1
1
2
3
3
3
6
7 20%
30

3%
3%
3%
3%
3%
3%
6%
9%
9%
9%
17%

75
35
40
47%

BUSINESS CLIMATE

Figure 77: Please rate
the local business
climate

Percent of
Question
Respondents

Count

Excellent
Good
Fair
Poor
Total

3
43
26
1
73

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

75
73
2
97%

4%
59%
36%
1%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

121

Figure 78: Business
climate ratings

No
Opinion

% No
Opinion

Poor

% Poor

Fair

% Fair

Good

% Good

Excellent

% Excellent

Respondents

Chamber of Commerce

3

4%

0

0%

6

8%

36

49%

29

39%

74

Colleges/Universities

19

25%

6

8%

18

24%

31

41%

1

1%

75

Community Futures

43

64%

1

1%

1

1%

16

24%

6

9%

67

Cultural/Recreational
Amenities

0

0%

4

5%

9

12%

39

52%

23

31%

75

Economic Development

12

16%

12

16%

30

40%

21

28%

0

0%

75

Housing

0

0%

25

33%

28

37%

19

25%

3

4%

75

K-12 education

22

30%

2

3%

3

4%

39

53%

8

11%

74

Local Government

7

10%

7

10%

26

36%

32

44%

1

1%

73

Local Tax Structure

14

20%

8

11%

23

32%

24

34%

2

3%

71

Technical Training

30

41%

15

20%

12

16%

16

22%

1

1%

74

Tourism services

3

4%

1

1%

9

12%

39

52%

23

31%

75

Workforce Availability

3

4%

13

17%

31

41%

25

33%

3

4%

75

Workforce Quality

3

4%

6

8%

26

35%

32

43%

7

9%

74

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

122

Workforce Stability

3

Survey Participants:

75

4%

16

21%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

28

37%

27

123

36%

1

1%

75

Figure 79: 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

40
10
15
7
72

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

75
72
3
96%

Figure 79b: Please
compare the local
business climate today
versus 5 years ago: If
worse today, why?
Competition
Less tourists
Mine closure
Declining economy

56%
14%
21%
10%

Percent of
Question
Respondents

Count

1
1
1
6

6.67%
6.67%
6.67%
40.00%

Declining market

6

40.00%

Total

15

Survey Participants:
Question Respondents:

75
15

No Response Count:

0

Parent Question 'Worse
today' Respondents:
Parent Question
Respondents:
Response Rate:
Figure 80: Do you have
any forecast for the
condition of the local

15
72
100%

Count

Percent of
Question
Respondents

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

124

business climate 5
years from today?
Will be better
No change
Will be worse
No opinion
Total

42
16
7
4
69

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

75
69
6
92%

Figure 81: What are
the community's
strengths as a place to
do business?

61%
23%
10%
6%

Percent of
Question
Respondents

Count

Great place to live
Industry diversity
Natural beauty
Outdoor activities
Social network

1
1
1
1
1

1%
1%
1%
1%
1%

Stable economy

1

1%

Vibrant downtown
Word of mouth
Affluent residents
Customer loyalty
Customer service

1
1
2
2
3

1%
1%
3%
3%
4%

Friendliness

3

4%

Natural attractions
Diversified economy
Location
Recreational
opportunities
Lifestyle
Tourism
Supportive community
Total

3
4
4

4%
5%
5%

4

5%

12
12
29
86

16%
16%
39%

Survey Participants:
Question Respondents:
No Response Count:

75
74
1

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

125

Response Rate:

99%

Figure 82: What are the
community's weaknesses as a
place to do business?

Count

Percent of
Question
Respondents

1

1%

1

1%

1

1%

Lack of suppliers

1

1%

Poor customer service
Population
(size/growth/aging)
Shipping and Receiving costs
Small market
Too dependent on tourism
Transient population
Lack of support for local
businesses
Planning and development
process
Available space
Inaccessible government
services
Cost of doing business

1

1%

1

1%

1
1
1
1

1%
1%
1%
1%

2

3%

2

3%

3

4%

3

4%

4

5%

Lack of amenities

4

5%

Resistance to change
Geographic isolation

4
5

5%
7%

Lack of skilled workforce

5

7%

High cost of living
Dependent on one major
industry
Low population
Seasonality
Total

6

8%

7

10%

7
10
72

10%
14%

Cross border shopping
(US/Alberta)
Development Constraints
(Zoning/Bureaucracy/Permits)
High business taxes

Survey Participants:

75

Question Respondents:

73

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

126

No Response Count:

2

Response Rate:

97%

Figure 83: Are there
any barriers to growth
in this community?

Percent of
Question
Respondents

Count

Yes
No
Total

58
15
73

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

75
73
2
97%

Figure 83b: Are there
any barriers to growth
in this community? : If
Yes, what are they?

79.45%
20.55%

Percent of
Question
Respondents

Count

Affordable housing
Population (size /
growth / age)

1

2%

1

2%

Shipping costs

1

2%

Cost of living

2

3%

Resistance to change

2

3%

Transportation

2

3%

Availability of land

3

5%

Competition

3

5%

Seasonality
Small market
Cost of doing business
Skilled labour
Developmental
approval process
Low economic
diversification
Low population

3
3
4
4

5%
5%
7%
7%

6

10%

6

10%

7

12%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

127

Geographic constraints
Total

9
57

Survey Participants:

75

Question Respondents:

58

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

0

16%

58
73
100%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

128

Not
Applicable

% Not
Applicable

Unable
to
assist

Basin Business Advisors
Chamber of Commerce
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

47
3
41

76%
4%
66%

0
0
1

%
Unable
to
assist
0%
0%
2%

31

53%

1

43

83%

51

Survey Participants:

72

Figure 84: Level of
service from business
support providers

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

%
Excellent

Respon
-dents

1
2
1

2%
3%
2%

2
6
2

3%
9%
3%

5
27
9

8%
39%
15%

7
31
8

11%
45%
13%

62
69
62

2%

1

2%

5

9%

17

29%

3

5%

58

0

0%

4

8%

2

4%

2

4%

1

2%

52

84%

0

0%

1

2%

1

2%

5

8%

3

5%

61

48

87%

0

0%

0

0%

0

0%

7

13%

0

0%

55

47

90%

0

0%

0

0%

1

2%

4

8%

0

0%

52

52

93%

0

0%

1

2%

1

2%

2

4%

0

0%

56

55

98%

0

0%

0

0%

0

0%

1

2%

0

0%

56

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

129

Figure 85: Are there
suppliers you think
could locate in this
region?

Percent of
Question
Respondents

Count

Yes
No
Total

23
50
73

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

75
73
2
97%

Figure 85b: Are there
suppliers you think
could locate in this
region?: If Yes, please
list
Design Services
Local artisans
Meats & Dairy / Fruits
and Vegetables /
Grains
Office supplies

31.51%
68.49%

Percent of
Question
Respondents

Count

1
1

7%
7%

1

7%

1

7%

Technology companies

1

7%

Building supplies
Coffee equipment
/services
Retail stores
Total

2

14%

2

14%

2
11

14%

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

75
14
9
23
73
61%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

130

Figure 86:Tell us which
business, sector, or
industry to attract that
would strategically
benefit you or your
industry
Food businesses

Percent of
Question
Respondents

Count

1

2%

Health and Wellness

1

2%

Information Technology

1

2%

Senior Services

1

2%

Manufacturing

2

4%

Recreational services

2

4%

Technology businesses

2

4%

Conference Centre

3

6%

Creative businesses

3

6%

Retail Stores

3

6%

Transportation

3

6%

Construction

5

11%

Educational services

5

11%

Tourism

8

17%

Total

40

Survey Participants:

75

Question Respondents:

47

No Response Count:
Response Rate:

28
63%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

131

Not
applicable

% Not
applicable

Not
important
at all or
not very
important

27

38%

21

30%

23

32%

71

2

3%

15

21%

54

76%

71

Add or change in
business, products or
services

1

1%

8

12%

60

87%

69

Affordable
shipping/freight

4

6%

8

11%

60

83%

72

Availability of
telecommunications
infrastructure and
services

0

0%

1

1%

70

99%

71

5

7%

13

18%

54

75%

72

3

4%

8

11%

61

85%

72

Expansion of workforce
employees

4

6%

16

22%

52

72%

72

Improvement business
management

1

1%

5

7%

64

91%

70

Improvement of
customer services

0

0%

5

7%

67

93%

72

Improving worker
productivity

3

4%

6

8%

63

88%

72

Figure 87: 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 Fernie and Area Businesses

132

New market
development locally

3

4%

11

15%

58

81%

72

New market
development outside of
region

1

1%

16

23%

53

76%

70

New product research
and development

4

6%

11

15%

57

79%

72

Reliable air
transportation

12

17%

22

31%

37

52%

71

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

0

0%

11

15%

61

85%

72

9
6

13%
8%

14
22

20%
31%

48
43

68%
61%

71
71

3

4%

4

6%

65

90%

72

Workplace health and
safety

3

4%

10

14%

59

82%

72

Survey Participants:

72

Water/sewer availability
Water/sewer costs
Workforce skill
development

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

133

Figure 88: Performance
of key productivity
drivers
Innovation & the use of
technology

Not
Applicable

% Not
Applicable

Poor

%
Poor

Fair

%
Fair

Good

%
Good

Excellent

2

3%

3

4%

14

20%

36

51%

16

23%

71

Investing in people and
skills

1

1%

2

3%

11

15%

39

55%

18

25%

71

Leadership and
management capacity

2

3%

1

1%

8

11%

43

61%

17

24%

71

Measuring impact of
productivity efforts/
investments

8

12%

9

13%

18

26%

30

43%

4

6%

69

Networking and
collaboration with other
businesses

3

4%

3

4%

12

17%

44

62%

9

13%

71

Organizing work
(structures & processes)

1

1%

0

0%

11

16%

40

57%

18

26%

70

Productive workplace
culture

2

3%

0

0%

4

6%

36

51%

29

41%

71

Survey Participants:

72

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

134

%
Respondents
Excellent

Figure 89: 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)
Forestry
Technology-based
businesses
Health & wellness
Arts
Construction
culture and creative
businesses
Relocation of people
from urban centres
Tourism
Other
Total

13

19%

13

19%

14
16
16

20%
23%
23%

16

23%

19

28%

64
43

93%
62%

245

Survey Participants:

72

Question Respondents:

69

No Response Count:
Response Rate:

3
96%

Figure 89b: 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): If Other
please specify
extra employment of
benefits
Mining
Total

Percent of
Question
Respondents

Count

Percent of
Question
Respondents

Count

1

1.45%

37
38

53.62%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

135

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

Figure 90: Is your
business impacted by
its proximity to the
Alberta border?

72
38
5
43
69
88%

Percent of
Question
Respondents

Count

Yes
No
Total

57
9
66

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

72
66
6
92%

Figure 90b: Is your
business impacted by
its proximity to the
Alberta border?: If Yes,
please explain
Negative - Alberta
competition

86.36%
13.64%

Percent of
Question
Respondents

Count

6

11%

Negative - Loss of sales
to Alberta

10

18%

Positive - Alberta
customers

17

31%

Positive - Alberta
tourists

21

38%

Total

54

Survey Participants:

72

Question Respondents:
No Response Count:

55
2

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

136

Parent Question 'Yes'
Respondents:
Parent Question
Respondents:

57
66

Response Rate:

96%

ASSESSMENT AND PLANS

Figure 91: Rate the
following: Facility's
overall health

Count

Excellent
Good
Fair
Poor
Total

16
25
6
1
48

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

75

Figure 92: Rate the
following: Overall
health of the parent
company

Percent of
Question
Respondents
33%
52%
13%
2%

48
27
64%

Count

Excellent
Good
Not applicable
Total

7
1
33
41

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

75

Percent of
Question
Respondents
17%
2%
80%

41
34
55%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

137

Figure 93: Rate the
following: Local
management's
attitude toward the
community

Count

Excellent
Good
Fair
Total

28
15
3
46

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

75
46
29
61%

Figure 94: Rate the
following: Parent
company's attitude
towards the
community

Count

Excellent
Good
Not applicable
Total

5
3
34
42

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

75

Figure 95: Rate the
risk: Facility closing in
the next 1 - 3 years

Percent of
Question
Respondents
61%
33%
7%

Percent of
Question
Respondents
12%
7%
81%

42
33
56%

Count

Moderate
Low
Total

6
44
50

Survey Participants:
Question
Respondents:
No Response Count:

75

Percent of
Question
Respondents
12%
88%

50
25

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

138

Response Rate:

Figure 96: Rate the
risk: Facility
downsizing in the next
1 - 3 years

67%

Count

High
Moderate
Low
Total

1
6
41
48

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

75

Percent of
Question
Respondents
2%
13%
85%

48
27
64%

Columbia Basin Business Retention and Expansion Project: Report on Fernie and Area Businesses

139